擔(dān)任過多年的精益教練之后，卡倫•羅斯摸索出了一套轉(zhuǎn)變觀念的新方法。記者最近采訪了卡倫，聽她分享了這種方法及其背后的心理學(xué)。
你能給我介紹一下使用教練方法改變觀念的常規(guī)做法嗎？
我和各種大小型的組織打過交道，大多是服務(wù)型組織，根據(jù)我的經(jīng)驗(yàn)，改變觀念的常規(guī)做法是，如果想讓人們使用新的“精益”方式做事，我們首先需要改變他們的觀念。所以，為了說(shuō)服人們轉(zhuǎn)變觀念，我們會(huì)開發(fā)很多長(zhǎng)期培訓(xùn)課程，內(nèi)容包含采用新方法做事的原因，以及所有可能帶來(lái)的好處。然后，我們把員工送進(jìn)這些培訓(xùn)班，期望他們一旦完成培訓(xùn)，觀念就可以馬上改變，并自動(dòng)開始用不同以往的方法做事。
你說(shuō)話的語(yǔ)氣告訴我這種方法行不通。
我個(gè)人的經(jīng)驗(yàn)確實(shí)是這樣的。通常，人們參加培訓(xùn)回來(lái)后會(huì)發(fā)生什么事情呢？什么都不會(huì)發(fā)生！他們的行為和培訓(xùn)前完全一樣！他們實(shí)際上并沒有改變做事的方法。即使人們認(rèn)為他們?cè)谂嘤?xùn)課堂上聽到的想法非常好，可能會(huì)對(duì)工作有幫助，但大多數(shù)人都不會(huì)因?yàn)閮H僅聽到一個(gè)想法而突然改變他們的行為，他們不具備這種能力。
你為什么會(huì)這么認(rèn)為呢？
有很多原因：
首先，我們總是認(rèn)為，如果我們告訴某人去做某事，他們說(shuō)：“好的，我馬上去做”，然后那個(gè)人真的會(huì)去做！只是因?yàn)槲覀兏嬖V他們要這樣做！不幸的是，這種辦法并不管用。對(duì)大多數(shù)人來(lái)說(shuō)，改變行為都是一件很困難的事情。這和一個(gè)人的職位等級(jí)或頭銜沒有關(guān)系。我們都是人，用新的方式做事會(huì)讓我們感到不舒服。
其次，人是有固定習(xí)性的動(dòng)物。我們習(xí)慣用相同的方法做事，并在我們的大腦中產(chǎn)生神經(jīng)傳導(dǎo)通路。當(dāng)我們按習(xí)慣行動(dòng)時(shí)，我們的大腦會(huì)感到舒適和快樂。當(dāng)我們感覺自己“了解”情況，那么面對(duì)它的時(shí)候我們就會(huì)感到舒適和快樂，有誰(shuí)會(huì)不喜歡這種感覺呢？當(dāng)人們覺得面對(duì)的是“未知”情況時(shí)，通常會(huì)感到不安和不開心，有多少人會(huì)真的喜歡這種感覺？
那么，你有什么補(bǔ)救辦法嗎？
我使用相反的做法，我先讓別人嘗試用不同的方法做事情。一旦他們以新的方式行事，并親身體驗(yàn)到積極的效果，他們馬上會(huì)改變自己的觀念。
舉個(gè)例子，假設(shè)我和一位領(lǐng)導(dǎo)人一起，我需要讓他學(xué)習(xí)如何“親自去看”以及現(xiàn)場(chǎng)觀察的好處。我首先會(huì)做的第一件事是我們一起去現(xiàn)場(chǎng)安排我們的教練時(shí)間，而不是在領(lǐng)導(dǎo)人的辦公室說(shuō)“請(qǐng)到這個(gè)區(qū)域來(lái)找我，這里有我們要找的東西”。當(dāng)我們一起去現(xiàn)場(chǎng)轉(zhuǎn)過一圈，領(lǐng)導(dǎo)人有了嶄新的大開眼界的體驗(yàn)之后，這時(shí)我才會(huì)開始給他講一些理論性的東西。
你如何幫助人們克服不舒服的感覺？
我喜歡用“挑戰(zhàn)”和“培育”這兩個(gè)詞。它們合到一起，構(gòu)成了我的教練理念的基礎(chǔ)。當(dāng)我和一群人一起，需要改變他們的行為時(shí)，我知道他們會(huì)感到不舒服。所以，我先“挑戰(zhàn)”，推動(dòng)他們走出他們的舒適區(qū)。然后，當(dāng)他們嘗試新的行為時(shí)，我會(huì)和他們待在一起（經(jīng)常站在他們旁邊?。?。這是許多教練經(jīng)常忽視的“培育”部分。當(dāng)我們的學(xué)員處于不舒適的學(xué)習(xí)區(qū)域時(shí)，作為教練，我們需要在他們的身邊提供支持和鼓勵(lì)，讓他們?cè)谖覀兊目醋o(hù)下練習(xí)新的行為。如果我們“挑戰(zhàn)”人們，讓他們采取不同的行動(dòng)，但是當(dāng)他們?cè)诰毩?xí)新的行為時(shí)，我們不“培育”，而是放任他們自己去闖，在我看來(lái)，這是非常失禮的。處于不舒適的學(xué)習(xí)區(qū)的人們需要“借他人的勇氣”來(lái)用新的方式行事，而這個(gè)人最好是他們的教練。
你可以給其他教練一些好的建議嗎？
記住，你正在訓(xùn)練的對(duì)象是人。當(dāng)你“挑戰(zhàn)”他們，讓他們用新的和不同的方式做事時(shí)，他們會(huì)感到不舒服，你需要照顧和“培育”他們，直到他們從實(shí)踐中獲得自信。
英文原文：
How to More Effectively Change Mindsets through Coaching
In her many years as a coach, Karyn Ross has found an alternative to the current paradigm of changing mindsets. The Lean Post recently sat down with Karyn to hear about this new approach and the psychology behind it.
Can you describe to me the prevailing paradigm of changing mindsets in coaching?
In my experience working with a variety of organizations, large and small, mostly focused on services, the paradigm is that if we want people to ‘do things’ differently, in the new, ‘lean’ way, we have to change their mindsets first. So, in an effort to convince people to change their minds, we create long training classes with information about why they would want to do the new thing, and all of the possible benefits. Then we send people to those training classes with the expectation that once they’ve completed the training, their mindsets will be changed and they’ll automatically start doingthings differently.
Something about your voice tells me that that doesn’t work.
Not in my experience at all. In general, what happens when people come back from training is…nothing! They continue on with the same behavior they had before! They don’t actually ‘do’ anything differently. Even if people think the ideas presented are very good and could be beneficial, most don’t have the ability to suddenly change their behavior just because they’ve heard about an idea.
Why do you think that is?
A couple of reasons.
The first is, we think that if we tell someone to do something and they say, “Yes, I’m going to do it,”, that the person really is going to do it! Just because we told them to! Unfortunately, it doesn’t work that way. Changing behavior is difficult for most people. And it doesn’t matter what job grade or title a person has. We’re all human beings and doing things in new ways makes us feel uncomfortable.
Second, as human beings, we’re creatures of habit. We get used to doing something the same way and that creates neural pathways in our brain. When we act habitually, our brain makes us feel comfortable and happy. When we feel comfortable and happy we feel like we ‘know’ things, and face it, who doesn’t like to feel that way? And how many people really enjoy being unhappy and uncomfortable because they feel like they ‘don’t know’?
So, what is your remedy?
I use the opposite paradigm, which is that I have people do things differently first. Once they’ve acted in the new way and have personally experienced the positive results, they change their own mindsets.
For example, let’s say I’m working with a leader and I’d like them to learn how to “go see for themselves” and the benefits of going to the gemba. The first thing I’ll do is schedule our coaching times together at the gemba, not in the leader’s office, saying “Please meet me in this area, and here’s what we are going to look for.” After we’ve gone to see together, and the leader has had the new, eye-opening experience, I’ll follow up with a quick bit of theory, right then and there.
How do you help people over the feeling of being uncomfortable?
I’m going to use the words “challenge” and “nurture.” Together, they’re the basis of my coaching philosophy. When I work with someone to change their behavior I know that they’re going to be uncomfortable. So, I first “challenge” and push them to move outside of their comfort zone. Then, I stay with them (often standing right beside them!) as they try out the new behavior. That’s the “nurture” part that’s so often missed by many coaches. When our coachee is in the uncomfortable learning zone, we, as coaches, need to be right by their side for support and encouragement as they practice the new behavior under our watchful eye. If we “challenge” people to act differently, but don’t then “nurture” them while they practice the new behavior, we’re leaving them on their own to ‘sink or swim’. In my opinion that’s very disrespectful. People who are in the uncomfortable learning zone need to “borrow courage” to act in new ways. And the person they borrow that courage from is their coach.
What’s the most important piece of advice you can give to other coaches?
Remember that the people you are coaching are human beings. That they’re going to feel uncomfortable when you “challenge” them to do things in new and different ways, and that you need to care for and “nurture” them along as they gain the confidence that can only come from doing.
