How Does Perception Influence Our Interpersonal Communication?

Need by 20 March 2016 by 2300hrs EST

 

In this lesson, you will explain instances of effective and ineffective communication in terms of the principles of self-concept and perception.

 

Wood presents seven Guidelines for Improving Perception and Communication:

 

Explain how self-concept and perception impact interpersonal communication.

 

Watch the video, College Success, and answer the following questions in a separate Word document. You can find a transcript for this video attached. Responses are intended to be in a Q&A format (as opposed to an essay-style format) and the total Assignment should be 500–600 words, incorporating relevant course concepts and terms from the text and citing in APA format.

 

  1. Describe Jim’s self-concept.
  2. Explain, using examples from the video and course concepts, how Jim’s self-concept impacted his interaction with his father. Was it positive or negative?
  3. Explain, using examples from the video and course concepts, how the father’s self-concept impacted his interaction with Jim. Was it positive or negative?
  4. Apply the process of perception, starting on p. 64 to explain the interaction between Jim and his father.
  5. Offer two tips for Jim and two tips for his father, using the guidelines for improving perception and communication (starting on p.79) and explain how these tips could be applied in an effective way.

     

    You may use the following e-book for reference: Wood, Julia T. (2012).  Interpersonal Communication: Everyday Encounters, 7e, 7th Edition. Cengage Learning. VitalSource Bookshelf Online.

Case Study

Continuing the Conversation

The following conversation is featured at your Online Resources for Interpersonal Communication: Everyday Encounters. Click on the link “College Success” to launch the video and audio scenario scripted below. When you’ve watched the video, critique and analyze this encounter based on the principles you learned in this chapter by responding to the analysis questions. By clicking the “Submit” button at the end of the form, you can compare your work to my suggested responses. Let’s continue the discussion online!

Your friend Jim tells you about a problem he’s having with his parents. According to Jim, his parents have unrealistic expectations of him. He tends to be an average student, usually making C’s, a few B’s, and an occasional D in his courses. His parents are angry that his grades aren’t better.

Jim tells you that, when he went home last month, his father said this:

Jim’s father: I’m not paying for you to go to school so you can party with your friends. I paid my own way and still made Phi Beta Kappa. You have a free ride, and you’re still just pulling Cs. You just have to study harder.

Jim: I mean, I like to hang out with my friends, but that’s got nothing to do with my grades. My dad’s this brilliant guy, I mean, he just cruised through college, he thinks it’s easy. I don’t know how it was back then, but all my classes are hard. I mean, no matter how much studying I do I’m not gonna get all As. What should I do? I mean, how do I convince them that I’m doing everything I can?

1. Both Jim and his parents make attributions to explain his grades. Describe the dimensions of Jim’s attributions and those of his parents.

2. How might you assess the accuracy of Jim’s attributions? What questions could you ask him to help you decide whether his perceptions are well founded or biased?

3. What constructs, prototypes, and scripts seem to operate in how Jim and his parents think about college life and being a student?

4. What could you say to Jim to help him and his parents reach a shared perspective on his academic work?

Implications for conducting a qualitative descriptive study

Assignment 1: Analyzing Focus Group Findings

Imagine that two focus groups have been conducted in an Asian American and immigrant community in a large urban city. The rationale of conducting the qualitative study was because it has been noted that many Asian Americans and immigrants are reluctant to seek mental health services. To further understand this issue, service providers including social workers, counselors, doctors, and nurses were recruited to discuss the barriers in implementing mental health services targeted to Asian Americans and immigrants. After the focus groups were transcribed, two research assistants were hired to conduct a content analysis of the transcripts. Refer to the Week 5 Handout: Content Analysis of Focus Groups.

As the social worker, you have been asked to analyze the focus group data and are charged with working with an advisory board in the community to formulate social work practice recommendations using the ecological model.

To prepare for this Assignment, review Week 5 Handout: Content Analysis of Focus Groups.

Submit a 3-page report of the following:

1. Discuss the themes found in the Week 5 Handout: Content Analysis of Focus Groups. Based on this data, what is your analysis of the current barriers to services?

2. Create two social work recommendations to address a current barrier and explain how the recommendation proposed addresses the findings.

3. Discuss how you would collaborate with the research stakeholders (e.g. service providers and community members) to ensure that the data are interpreted accurately and that the practice recommendations made will be culturally appropriate.

4. Critically reflect on your own culture and explain how your cultural values and beliefs may have influenced how you interpreted the focus group data. What specific cultural knowledge do you think you need to obtain to conduct culturally sensitive research with this group?

Support the assignment with references using assigned readings and/or additional scholarly literature.

References (use 4 or more)

Knight, K. R., Lopez, A. M., Comfort, M., Shumway, M., Cohen, J., & Riley, E. D. (2014). Single room occupancy (SRO) hotels as mental health risk environments among impoverished women: The intersection of policy, drug use, trauma, and urban space. International Journal of Drug Policy, 25(3), 556-561.

Document: Lee, M. Y, Wang, X., Cao, Y., Liu, C., & Zaharlick, A. (2016). Creating a culturally competent research agenda. In A. Carten, A. Siskind, & M. P. Greene (Eds.), Strategies for deconstructing racism in the health and human services (pp. 51-65). New York, NY: Oxford University Press. (PDF)

Marsiglia, F.F. & Booth, J.M. (2015). Cultural adaptations of interventions in real practice settings. Research on Social Work Practice, 25(4), 423-432.

Vaismoradi, M., Turunen, H., & Bondas, T. (2013). Content analysis and thematic analysis: Implications for conducting a qualitative descriptive study. Nursing & Health Sciences, 15(3), 398-405.

Document: Week 5 Handout Content Analysis of Focus Groups (PDF)

Assignment 2: Leadership and Strategic Planning

In this assignment, you consider how leaders can engage in a strategic planning process with stakeholders to develop a plan to guide the organization’s evolution and development for the long-term. Since strategic planning should engage persons who will be affected by an organization’s decisions (e.g., staff, administration, board members, members of the community), it is important to include key stakeholders in the planning process so that it reflects their perspectives and interests.

For this Assignment, think about how you would begin the strategic planning process for a human services organization. Consider the human services organizations for which you have worked either in your fieldwork or as an employee. Based on what you know about a particular organization, what steps might you take to establish a plan for the organization’s long-term development?

Assignment (2 pages in APA format):

· Describe the first three steps you would take to begin the strategic planning process for a human services organization. 

· Be sure to include the key stakeholders—who should be involved in each step and why they need to be included in the process. 

· In addition, include steps you would take to establish stakeholder support and confidence.

Note: Although you will base your strategic plan on what you know about an actual organization, do not include any identifying information about the organization or its stakeholders.

References (use 3 or more)

Lauffer, A. (2011). Understanding your social agency (3rd ed.). Washington, DC: Sage.

· Chapter 10, “Agency Structure and Change” (pp. 324–352)

Northouse, P. G. (2018). Introduction to leadership: Concepts and practice (4th ed.). Washington, DC: Sage.

· Chapter 7, “Creating a Vision” (pp. 141-157)

· Chapter 8, “Establishing a Constructive Climate” (pp.159-180)

· Chapter 10, “Listening to Out-Group Members” (pp. 217-237)

Finley, D. S., Rogers, G., Napier, M., & Wyatt, J. (2011). From needs-based segmentation to program realignment: Transformation of YWCA of Calgary. Administration in Social Work, 35(3), 299–323.

Week 5 Handout: Content Analysis of Focus Groups 1

Research Question 1: What are the barriers in implementing mental health services in the Asian American community?

Research Design: Qualitative, Descriptive Research Method: Focus groups

Patient Related Barriers

Social Stigma Associated with Mental Illness

“….but also a lot of my patients have a fear of going to psychiatrists because of the social stigma ….” and most of them have financial difficulty and have to pay an additional fee to pay for psychiatry. (DN, pg. 1)

Financial Difficulties

“….but also a lot of my patients have a fear of going to psychiatrists …. and most of them have financial difficulty and have to pay an additional fee to pay for psychiatry.” (DN, pg. 1)

Characteristics of the Asian patient Mistrustful of mental health

“I found it easier sometimes to refer them to someone else because a lot of times I find that the Chinese patients are unwilling to open up or trust.” (TPW, pg. 2)

“we have to see why Asians go to see a health care provider, forget about whether the mental health profession, or even a regular clinician. Why does the patient see the provider..is it because they have seen a chinese herbalist and have failed and have used their last efforts to see a western doctor, that will put tremendous expectations on this relationship, as opposed to someone who comes to see the doctor for the first time and has faith that the Western doctor.” (Anthony, pg. 7)

Don’t Ask for Assistance

“It is hard to get them ask for help and ….. “ (TPW, pg. 2) Patient’s View of Mental Health Provider as Last Resort

“we have to see why Asians go to see a health care provider, forget about whether the mental health profession, or even a regular clinician. Why does the patient see the provider..is it because they have seen a chinese herbalist and have failed and have used their last efforts to see a western doctor, that will put tremendous expectations on this relationship, as opposed to someone who comes to see the doctor for the first time and has faith that the western doctor.” (Anthony, pg. 7)

 

 

Week 5 Handout: Content Analysis of Focus Groups 2

Service Provider Related Barriers “Despite all the training I have found that working with Chinese populations there are a lot of barriers I am finding that it is not as easy working with them.” (TPW, pg. 2) “Pass the Buck theme”

I found it easier sometimes to refer them to someone else because a lot of times I find that the Chinese patients are unwilling to open up or trust. (TPW, pg. 2)

Lack of training/skills/expertise

“….and I find that I struggle with my own skills and I am trying to get some help in being a better primary care provider and getting my skills more fine tuned for the population that I work with.” (TPW, pg. 2)

“On the Western provider side, we noticed that when a provider is confronted with a Western patient they are reluctant to enter areas because they are not really sure if that behavior is natural to that culture so that while they know pathology on the one hand they are not sure if what they are seeing is pathological. I remember one indian psychiatrist said that a schizophrenic in india is the same schizophrenic in NY but you know there are excuses sometimes and avoidance so educating the general provider concerning what really can be expected is very important.” (MAC, pg. 8)

“My comment is very similar, there are very big knowledge gaps for providers and what providers bring to the situation…” (JK, pg. 8)

Cultural Assumptions

“well what you have to think about is other areas, our own cultural biases. There are certain things that I make assumptions on without even knowing it just because of what I know growing up or and I think these are areas we need to address.” (Ernesto, pg. 7)

Systems Barriers

Primary Care is the Access Point for Patients with Mental Disorders “….primary care as sort of the gatekeeper those are the guys that are picking up the symptoms and so I sort of see that this is a good project to enhance our understanding of this population.” (AN, pg. 2)

Changing Financial Systems

“Another issue is that there are financial issues that primary physicians often see that there is cost shifting going on that psychiatry or whomever else is telling us to do this new activity that is really shifting a responsibility” (LR, pg. 4)

 

 

 

Week 5 Handout: Content Analysis of Focus Groups 3

Changing of Responsibilities

“Another issue is that there are financial issues that primary physicians often see that there is cost shifting going on that psychiatry or whomever else is telling us to do this new activity that is really shifting a responsibility” (LR, pg. 4)

Professional Medical/Psychiatry Culture Differing Cultures and Ideologies Within Medical Profession

“one major barrier is that there is a difference in physician culture that an internalist perceives a different way of treating a patient than a family care doctor and the pediatrician looks at it differently than an internalist and that certain cultures when they have certain specialty referral systems will feel differently when they specialty referral system is used less frequently, and we have found them being treated much differently” (LR, pg.4)

Miscellaneous “we tend to forget that the mental health problems are a spectrum, they may not be necessarily psychosis or dementia, manic depression, they may not be a DSM 4 diagnosis, they may be life style related , they are a state of flux it is a spectrum, when a women is having infertility when a women loses a pregnancy when a women delivers a baby and it is another girl but she wanted a boy, or when she delivers a baby it is what she wanted but the constraints, but the burden is too much, so it can gyn issues it could be ob issues but they are not dsm categories and I think that a barrier is that we do not acknowledge the existence of these kinds of things…” (IH, pg. 6) “The other big thing that I think of is the other side of the spectrum which is when we do see these patients and when we do have the luxuries of identifying these issues that I have just outlined that we try to squeezed these people into the diagnoses that I just described so we make it into an anxiety disorder or we make it into a depression when it could be just life style related or cultural related..” (IH, pg. 6)

Discussion 2-Key Family Processes In Family

***Part 1***

We reviewed the Key Family Processes in Family Resilience.  Read this week’s journal article by Hackbarth, M., Pavkov, T., Wetchler, J., & Flannery, M. (2012) and compare and contrast the similarities and differences between the elements of resiliency depicted by the families in the article with the key elements addressed in the readings.

Remember to cite the readings (using in-text citations) in your posts and include a reference list APA style at the bottom of the post. Minimum 3 paragraphs 

***Part 2***

Looking back over your entire life, can you identify the developmental stages as they apply to your family experience?  Which stage has been the most significant for you?  How can understanding your own experience help you to appreciate the experiences of others?   See the Stages of Family Life Cycle Table in the text.  The stages are, Leaving home:  single young adults, The joining of families through marriage:  the new couple, Families with young children, Families with adolescents, Launching children and moving on, Families in later life.

Remember to cite the readings (using in-text citations) in your posts and include a reference list APA style at the bottom of the post. Minimum 3 paragraphs 

Copyright Information (bibliographic) Document Type: Book Chapter

Title of book: Family Therapy: An Overview (9th Edition) Author of book: Irene Goldenberg, Mark Stanton, Herbert Goldenberg Chapter Title: Chapter 1 Adopting a Family Relationship Framework Author of Chapter: Irene Goldenberg, Mark Stanton, Herbert Goldenberg Year: 2017 Publisher: Cengage Learning Place of Publishing: United States of America The copyright law of the United States (Title 17, United States Code) governs the making of photocopies or other reproductions of copyrighted materials. Under certain conditions specified in the law, libraries and archives are authorized to furnish a photocopy or other reproduction. One of these specified conditions is that the photocopy or reproduction is not to be used for any purpose other than private study, scholarship, or research. If a user makes a request for, or later uses, a photocopy or reproduction for purposes in excess of fair use that user may be liable for copyright infringement.

 

 

 

A family is far more than a collection of individuals sharing

a specific physical and psychological space. While families

occur in a diversity of forms, cultures, and complexities in

today’s rapidly changing society, each may be considered a

natural, sustained social system1 with properties:

.. an evolved set of rules

” many assigned and ascribed roles for its members

” an organized power structure

” intricate overt and covert forms of communication

” numerous ways of negotiating and problem solving

that permit various tasks to be performed effectively

The relationships among members of this microculture are

deep and multilayered, and they are based largely on a

shared history, internalized perceptions, and assumptions

about the world, and a sense of purpose . Within such a sys­

tem, individuals are tied to one another by powerful, dura­

ble, reciprocal, multigenerational emotional attachments and

loyalties that may fluctuate in intensity and psychological dis­

tance between members over time yet persist over the life­

time of the family.

Each family system is itself embedded in a community

and society at large. It is molded by its existence at a par­

ticular place and time in history and shaped further by a

multitude of interlocking phenomena, such as race, ethnic­

ity, socioeconomic status, family life cycle stage, number

of generations in this country, immigration status, sexual

1Terms in boldface are defined in the Glossary at the back of the book.

Describe the diversity of contemporary families

Explain the importance of family structure and interactive patterns

LO 3 Justify a resiliency-based understanding of family dynamics

LO 4 Explain how gender, race, and ethnicity influence families and family therapy

LO 5 Discuss the evolution of family therapy from cybernetics to constructivism

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2 CHAPTER 1

orientation, religious affiliation, the physical and mental health of its members, level of educa­

tional attainment, and family values and belief systems.

All these factors and many others influence the system’s development, beliefs, standards

for acceptable behavior, degree of flexibility in meeting both normal developmental chal­

lenges and unanticipated crises, and in general its adaptability and stability over time.

Before turning to these influences, we shall examine several basic ideas that characterize

most family systems.

Family Systems: Fundamental Concepts All families create and socialize new members, and although most ultimately give these mem­

bers autonomy and do not expect them to live under the same roof into adulthood, family

membership remains intact for life. The power of the family is such that despite the possi­

ble separation of members by vast distances, sometimes even by death, the family’s influence

remains (Kaye, 1985). Even when a family member experiences a temporary or permanent

sense of alienation from the family, he or she can never truly relinquish family membership.

Should divorce occur, co-parenting may continue, and the former marriage continues to be

recognized with the designation of “ex-spouse” (McGoldrick & Shibusawa, 2012). For most

of us, relationships with siblings are likely to represent our longest continuous commitments

(Cicirelli, 1995).

As McGoldrick, Carter, and Garcia-Preto (2010) point out, families are subject to unique

constraints. A business organization may fire an employee viewed as dysfunctional, or an em­

ployee may resign if the structure or values of the company are not to their liking. The pres­

sures of family membership allow few such exits, even for those who move a great geographic

distance from their family of origin. Fuu:her, unlike members of nonfamily systems, who can

generally be replaced if they leave, family members are irreplaceable. Should a parent leave

or die, for example, and another person be brought in to fill a parenting role, the substitute,

regardless of successful effort, can never replace in the same way the lost parent’s personal and

emotional ties to the remaining members.

Growth and change in families and the individual members who compose them occur

concurrently, and understanding their interactions is essential in carrying out any reparative

or preventive work (Nichols & Pace-Nichols, 2000). In the process of growing up, family

members develop individual identities but nevertheless remain attached to the family group,

which in turn maintains an evolving identity or collective image of its own. These family

members do not live in isolation but rather are dependent on one another-not merely for

money, food, clothing, and shelter but also for love, affection, mutual commitment, compan­

ionship, socialization, the expectation of long-lasting relationships, and fulfillment of other

intangible needs. They maintain a history by telling and retelling their family “story” from

one generation to the next, thus ensuring a sense of family continuity and shaping the ex­

pectations of members regarding the future. To function successfully, members need to adapt

to the changing needs and demands of fellow family members as well as the changing expec­

tations of the larger kinship network, the community, and society in general (DeGenova,

Stinnett, & Stinnett, 2011).

 

 

ADOPTING A FAMILY RELATIONSHIP FRAMEWORK

Apart from its survival as a system, a well-functioning family encourages the realization

of the individual potential of its members-allowing them freedom for exploration and self­

discovery along with protection and the instillation of a sense of security.

Constantine (1986) distinguishes between what he calls “enabled” and “disabled” family

systems. The former succeeds at balancing system needs as a family unit while simultaneously

facilitating the interests of all its members as individuals. Enabled families invent procedures

that attempt to satisfy the conflicting interests of their members. Constantine maintains that

to do less, or to prevail at the expense of certain members, reflects family disablement, often

manifested in unstable, rigid, or chaotic family patterns.

Some families, unfortunately, are so depleted as a result of external or internal stress (pov­

erty, migration to a country where they lack language skills or understanding of unfamiliar

customs, serious health problems, legal issues, unforeseen accidents) that they may need com­

munity support. Low-income families receiving social assistance and working-poor families in

particular may increase their chances for success and self-sufficiency when they receive such

social support. Pigott and Monaco (2004), Canadian community workers in a multiservice

center in Toronto, describe the debilitating effects of poverty and living in inadequate housing

in unsafe neighborhoods. Often led by a lone parent or parents who are unavailable or working

for long periods, with few siblings and limited contact with grandparents, such families feel

isolated and defeated. They need social networks (healthcare facilities, after-school programs,

recreation centers, libraries, community agencies). Being a part of such a social system often

represents a step toward reducing isolation and increasing the possibilities of more effective

self-care and improved quality of life.

LO 1 Today’s Families: A Pluralistic View Traditionally, entrance into a family system has been seen to occur only through birth, adop­

tion, or marriage. Today’s outlook, however, makes room for other committed family house­

holds beyond legally married heterosexual couples and their children (McGoldrick & Carter,

201 0). There are further divisions and complexities within each type of family structure,

brought about by early or later marriages, interracial coupling, foster parenting, informal

kinship adoptions, social class position, and so forth. In general, an inclusive 21st-century

definition of family must go beyond traditional thinking to include people who choose to

spend their lives together in a kinship relationship despite the lack of legal sanctions or

bloodlines.

It no longer is realistic to speak of a typical American family, since contemporary life

is filled with families with differing living arrangements, styles of living, and organizational

patterns. As Goldenberg and Goldenberg (2002) observe:

The idealized, nostalgic portrait of the American nuclear family depicts a carefree, white fam­ ily with a suburban residence, sole-provider father in a 9-5 job, and a full-time, stay-at-home mother always available when the children return from school. Both parents are dedicated to child-rearing and remain together for life; children are educated in a neighborhood school and attend church with their parents on Sunday; plenty of money and supportive grandparents are available. (p. 10)

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4 CHAPTER 1

Not only is such a depiction of intact (middle-class) family life alien to the vast majority

of people today, but there is doubt about whether it ever existed (Coontz, 1992). Although

divorce was less common in the past, families were often disrupted by the early death of a par­

ent or by abandonment by a breadwinner. Changes such as remarriage, child placement with

relatives, foster care, and orphanages often followed. So, despite the idealized picture of family

life, the risk of not growing up in an intact family has been a part of American life for some

time (Walsh, 20126).

Marriage and intact family life, as Coontz (2005) observes, may be viewed as a social

invention that in its earliest form emerged from the division of labor between men and women

in early societies and served to ensure family survival and efficiency, as men and women were

assigned different but collaborative, complementary roles. Today’s occupational opportuni­

ties, the evolution of women’s rights, a more flexible commitment to marriage as a permanent

union, and the expectation of greater love and intimacy in marriage have changed expectations

regarding marriage. What has broadened our view of family life is the visible impact of working

mothers, single-parent households, dual-earner families, long-term unmarried cohabiting cou­

ples, never-married couples with children, stepfamilies, adoptive families, and same-sex couples

living together with or without children. Even our very sense of kinship itself has become more

fluid over the recent past, as suggested by high divorce and remarriage rates (Diderich, 2008).

Just as our view of how families are formed has changed, so too has our understanding of

the structure of family life. We turn now to the structural aspects of the family.

/”:LO 2 Family Structure Families typically develop certain basic structural characteristics and interactive patterns that

they utilize to respond to internal and external stresses. These are founded on shared assump­

tions and family narratives and determine the manner in which families adapt and cope with

life changes and challenges.

Whether traditional or innovative, adaptive or maladaptive, efficiently or chaotically orga­

nized, married or committed life partners with or without children, a family inevitably at­

tempts, with varying degrees of success, to arrange itself into as functional or enabling a group

as possible so that it can meet its shared needs and goals without consistently or systemati­

cally preventing particular members from meeting their individual needs and goals (Kantor

& Lehr, 1975). To facilitate the cohesive process, a family typically develops rules that outline

and allocate the roles and functions of its members. Those who live together for any length of

time develop repeatable, preferred patterns for negotiating and arranging their lives.

Even in a family crisis situation or where there is severe conflict between members, fam­

ilies are typically resistant to change and often engage in corrective maneuvers to reestab­

lish familiar interactive patterns. Regardless of format (e.g., nuclear family or stepfamily) or

ultimate success, all families should work at promoting positive relationships among members,

attend to the personal needs of their constituents, and prepare to cope with developmental or

maturational changes (such as children leaving home) as well as unplanned or unexpected

 

 

ADOPTING A FAMILY RELATIONSHIP FRAMEWORK

crises (job dislocation or loss, divorce, death of a key member, a sudden acute illness). Some­

times, families will reorganize to develop their own special styles in order to adjust to the

challenges of life.

Families typically display stable, collaborative, purposeful, and recurring patterns of interac­

tive sequences. These largely go unnoticed by oursiders, frequently are unstated, and are not

always understood by the participants themselves. Nonverbal exchange patterns among family

members, in particular, represent subtle, coded transactions that transmit family rules and

functions governing the range of acceptable behaviors tolerated by the family (for instance,

that a son does not speak before his father speaks, and he himself can take his turn only after

his wife has spoken). Such patterned interactions are jointly engaged-in, highly predictable

transactional patterns generated by all family members on cue, as though each participant

feels compelled to play a well-rehearsed part, like it or not.

Minuchin, Lee, and Simon (1996) illustrate this point with the following easily recogniz-

able examples:

The complementary construction of family members requires long periods of negotiating, compromising, rearranging, and competing. These transactions are usually invisible, not only because context and subject constantly change but also because they are generally the essence of minutiae. Who passes the sugar? Who checks the map for directions, chooses the movie, changes the channel? Who responds to whom, when, and in what manner? This is the cement by which families solidify their relationships. (p. 30)

Shared family rituals-holiday celebrations, christenings, confirmations, bar and bat

mitzvahs, graduations, weddings, funerals, wakes-are part of ongoing family interaction pat­

terns that help ensure family identity and continuity. Rituals are symbolic actions that help

families adapt to change rather than struggle against it at the same time that they reaffirm

their group unity in dealing with a life transition. They anchor family members to the past,

providing a sense of family history and rootedness, while at the same time implying future

family interactions. Participating in rituals links the members not only to the family system

but also to the wider community and culture (Imber-Black, 2010).

Family Narratives and Assumptions A family is a maker of meaning (Constantine, 1986), and our individual judgment about what

constitutes reality is a function of the beliefs and stories that the family (as well as the culture)

imparts about their experiences (Becvar, 2000). Throughout the course of its development, a

family fashions and helps instill fundamental and enduring assumptions about the world in

which it lives. As a result, the meanings and understandings we attribute to events and situ­

ations we encounter are embedded in our family’s social, cultural, and historical experiences

(Anderson, Burney, & Levin, 1999). Box 1.1: Thinking Like a Clinician is designed to help

you appreciate how therapists might begin to appreciate the importance of family narratives.

The narratives or stories a family recounts help explain or justify their structure and inter­

active patterns. Despite any differences or disagreements between members, the core of family

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6 CHAPTER 1

Appreciating Family Narratives

Alert therapists pay attention to the unfolding narratives of the families with whom they work. To gain experience in listening to narrative developments, respond to the following prompts as you consider the narrative of your own family.

What family mementos or stories connect your family to a previous generation?

How does your family express its problems or limitations (by anger, attacking the outside world, withdrawing from the outside world, etc.)?

What roles do you find the family has assigned to individual members (such as “brother is the smart one,” “sister is the athlete,” or “father is the depressed one,” etc.)? Can you discuss your role?

Have any losses (of a home, job, family members through death, etc.) affected the way your family values itself?

Does your family strongly identify with an ethnic, racial, or religious heritage?

Has your family retained its socioeconomic position over generations?

Have gender or sexual identity issues been important in your family narrative (gay parents, transgender family member, etc.)? Describe.

What is the role of education in your family?

How important is achievement (monetary, social class, education, athletic, etc.) as a value to your family?

Describe an important family ritual, and explain how it influences the family’s appreciation and understanding of itself.

membership is based on acceptance of and belief in a set of abiding suppositions or shared constructs about

the family itself and its relationship to its social environment. These constructs are often limited by social

class expectations and restraints that influence what members of that class consider to be possible, acceptable,

conceivable, or attainable in their lifetimes. Language and dialogue thus play crucial roles in how human be­

ings come to know the world and how they interpret or make sense of their subsequent experiences.

Some families generally view the world as trustworthy, orderly, predictable, masterable; they are likely

to view themselves as competent, to encourage individual input by their members, and to feel comfort­

able, perhaps enjoyably challenged, as a group coping with life. Other families perceive their environment

as mostly menacing, unstable, and thus unpredictable and potentially dangerous; in their view, the outside

world appears confusing and at times chaotic, so they band together, insist on agreement from all members

on all issues, and in that way protect themselves against intrusion and threat. Thus, the narrative a family

develops about itself, which is derived largely from its history, passed on from one generation to the next, and

influenced by social class expectations, has a powerful impact on its functioning.

The ways in which individuals and their families characteristically deal with their lives are not based

on some objective or “true” view of reality but rather on family social constructions-unchallenged views

 

 

ADOPTING A FAMILY RELATIONSHIP FRAMEWORK

of reality created and perpetuated in conversation with one another, possibly carried on over

generations. Such views may act as blinders or restraints-limitations a family places upon

itself by its beliefs and values-that prevent its members from noticing other aspects of their

lives or seeing other behavioral options. Members of these families typically construct a ratio­

nale for why undesirable behavior continues and how they have no alternative but to live their

lives in spite of it (Atwood, 1997). In the postmodern outlook, there is no “true” reality, only the family’s collectively agreed­

upon set of constructions, created through language and knowledge that is relational and

generatively based, that the family calls reality. As we will illustrate throughout the book, the

postmodern view has had a powerful influence on how many family therapists view family

life-the social basis for acquiring knowledge-and how these therapists work collaboratively

with families to generate new possibilities and co-construct alternative narratives (Gerson,

2010; White, 2007).

3 Family Resiliency One aspect of the family is its resiliency, that is, its ability to thrive and maintain relatively

stable psychological and physical functioning even under adverse conditions. All families face

challenges and upheavals during their life cycle from within and without their structure; some

are expectable strains (brought on by such potential crises as retirement or divorce or remar­

riage), while others are sudden and untimely (an unforeseen job loss, the unexpected death of

a key family member or family friend, a holdup or rape or other violent and life-threatening

experience, an earthquake or flood). However, not all families react to these potentially dis­

turbing and disruptive events in the same way. Some may experience prolonged distress from

which they seem never to recover; others suffer less intensely and for shorter periods. For some

families, recovery may appear to come quickly, but they later begin to experience unexpected

health problems or somehow never again enjoy life the way they once did. Nevertheless, there

are large numbers who manage to cope with the temporary upheaval or loss, rebound, and

move on to the next challenge. This ability to thrive and maintain relatively stable psycholog­

ical and physical functioning after extremely aversive experiences, often showing only minor,

transient disruption, reveals a great deal about a family’s resilience (Bonanno, 2004). Box 1.2

presents such a case.

Few if any families can expect to avoid exposure to stress, loss, or potentially traumatic

events at some points in their life cycle. At the same time, as illustrated in Box 1.2, fami­

lies have the potential for growth and repair in response to distress, threat, trauma, or crisis,

emerging stronger and more resourceful than before (Walsh, 2012a). A family as a whole, or

one or more of its members, may manifest dysfunctional behavior during periods of persistent

stress, but family processes may mediate the person’s recovery, allowing the family system to

rally, buffer stress, reduce the chances of dysfunction, and support optimal adaptation.

Rather than view resiliency as a rare or special set of qualities a family may or may not

possess, Masten (2001) contends that such recuperative skills are common phenomena aris­

ing from ordinary adaptive processes successfully mastered by most children in the process of

development. She maintains that a relatively small set of global factors support resilience in

7

 

 

8 CHAPTER 1

A Traumatized Family Rebounds from a Sudden Crisis

When Hurricane Katrina hit New Orleans in 2005, thousands of lives were disrupted as people lost their homes and possessions, their jobs, and sometimes loved ones who were caught up in the subsequent floods. Paul and Margaret, both in their early 30s and near the beginning of their ca­ reers, had come to New Orleans 3 years earlier, he as an architect, she as a real estate broker. When forced to leave their newly purchased home, which had been devastated by the hurricane, they were unable to recover any articles or possessions.

I With their 1-year-old daughter, Christine, they fled I in their car to the West Coast to move in with his I

parents for an indefinite period as they planned 1. their suddenly disrupted future. � Although their marriage had been a relatively I � stable one, it now faced several crises simultane- 1 ously: addressing questions of how to earn a living,I where to live, how to arrange child care, how to re­ l sume a social life, and so forth. Living with Paul’s� parents was difficult, since the house was crowded, i his mother was ill, his father was upset by the in­ I trusion of the baby, and Paul and Margaret felt tooI old to now be living with and be largely supported I by his parents. Arguments broke out between fam­� ily members, and in general the home was filled I � with tensions between the couples. § Despite the strain on their relationship, Paul!._.:·_: __ and Margaret, each with a history of personal ! as well as professional achievement, ultimately 11.

retained their belief that together they would meet the challenge. After a short period in which both felt downcast and despondent, Paul looked up old high school friends, finally landing a job ata construction company, where his architectural skills made him a desired employee. Margaret, no longer able to afford child care and struggling with the responsibilities of being a full-time mom, began to recognize some of the satisfactions that came with being a stay-at-home mother, some­thing she had not contemplated in the past. With no choice but to make decisions regarding where Iand how they would live, they reassessed their pri- iorities, recognized how much being together as .1,……. .a family meant to them, and acknowledged that �they were young people with resources who would ilearn to adapt. �Initially confused and despairing, feeling des- I

fl perate at times during their first months in a new fl environment, they gradually realized that they I needed to reorganize their lives to face the new Ichallenges. The new situation was hardly to their ! �i�i��’ bt. th�y �ad h

�ac� oth_er, theirf �hili, h

�nd Ia,t ,n t e,r re at,ons 1p. orm,ng new nen s 1ps, iretaining a sense of humor, and recasting the crisis �they faced as a challenge rather than a defeat all Ihelped. As they moved into their new small apart- l! ment, they retained the dream of returning to New ! Orleans soon, better prepared as a family to deal Iwith future adversity.

T�.;;.z:,_:;;:..iiz:?+F…rrc��.,f;•==}J;/$:%,7$5%!5%ls;,Z:JEZi?5Sfi”B’3/T-5?}3.’2=£}2&53.7Xi%ffiP:-:::;o;;y5%l.!l{,x;:c:it}31}75??JG’C2X3:;?;;ZZ:.-21!&Z%1′.’%73:Y?z�=a=a::z::370c7,777,51ssxsT::&7.oc;,;&;;;0Y+CXC5/LS:::5!;:;;,5}7’1<S”4i$?¼W

children: connection to competent and caring adults in the family and community, cognitive and self-regulating skills, a positive view of oneself, and motivation to be effective in the envi­ ronment. Moving away from a search for deficits or pathology in families in favor of seeking its strengths and potentials-family resiliencies-is part of the evolving movement of positive psychology (Seligman & Csikszentmihalyi, 2000; Sheldon & King, 2001). Here, researchers and therapists have begun to study the nature of effective functioning and adaptation, paying close attention to human capabilities and adaptive systems in individuals and families.

Walsh (2012a) identifies some key family processes in family resilience: (a) a consistent and positive belief system that provides shared values and assumptions so as to offer guide­ lines for meaning and future action (e.g., viewing disruptions as milestones on their shared life passages without assigning blame and recasting a crisis as a manageable challenge);

 

 

ADOPTING A FAMILY RELATIONSHIP FRAMEWORK

(b) the family’s organizational processes (how effectively it organizes its resources) that provide

the “shock absorbers” when confronted with stress (e.g., remaining flexible, open to change,

connected to each other); and (c) a set of family communication/problem-solving processes that

are clear, consistent, and congruent and that establish a climate of mutual trust and open

expression among its members (maintaining a shared range of feeling, shared decisions, cre­

ative brainstorming). Boyd-Franklin (2010) notes that working with ethnic minority families

during trauma requires culturally sensitive interventions (see Box 1.3).

While some families may be (temporarily) shattered by crises, others emerge strength­

ened and more resourceful. Rather than view a symptomatic family member as a vulnerable

victim, thus pathologizing the family, the emerging viewpoint is that while problems may cer­

tainly exist within the family, family competencies nevertheless can be harnessed to promote

self-corrective changes. Resilience should not be considered a static set of strengths or qualities

but as a developmental process unique to each family that enables families to create adaptive

responses to stress and, in some cases, to thrive and grow in their response to the stressors

(Hawley, 2000). Adopting a resiliency-based approach in working with families calls for iden­

tifying and fortifying those key interactional processes that enable families to withstand and

rebound from disruptive challenges.

How the family organizes itself, how it retains its cohesion, how openly it communicates

and problem solves together to cope with the threat largely forecasts its ability to recover.

An affirming belief system aids the process. The support of a network of friends, extended

family, clergy, neighbors, employers, and fellow employees and the availability of community

Therapy for ethnic minority families following disasters

Boyd-Franklin (2010) explored how African-American families adapted to Hurricane Katrina in order to inform family therapists as they provide services to ethnic minority families following disasters. Her key points include:

• Disasters require cultural sensitivity and re­ spectful treatment that understands the differ­ ent perspectives of cultural and racial groups. For example, many African Americans believed that race contributed to slow government response to the tragedy while few Whites en­ dorsed that rationale

• Therapist insensitivity to perceived racism may exacerbate the trauma for African-American families

• Family therapists need to recognize that an­ ger in the face of perceived racism may be a healthy response and facilitate coping

• Disasters that require relocation may fragment kin networks in collectivistic cultures, upsetting the support mechanisms typically used by the families

• Ethnic minority children, adolescents, and the elderly may have special needs in the aftermath of trauma and therapists must pay attention to these concerns

• Spirituality and religion may be especially important to some ethnic minority families in coping with tragedy

• Family systems therapy is appropriate for col­ lectivistic ethnic minority families because it is strengths-based and facilitates resilience

• Family systems approaches recognize the need to assist families as they interface with a variety of agencies and organizations in the aftermath of trauma

9

 

 

10 CHAPTER 1

resources often contribute to family recovery. See Box 1.3 for a discussion of the role of spiri­

tuality within the family as an affirming belief system.

As Karpel (1986) emphasizes, even chaotic, disorganized, abusive, and multiproblem fami­

lies have resources. Here he is referring to the rootedness, intimacy, support, and meaning a fam­

ily can provide. In poor families, especially, the members need to feel their self-worth, dignity,

and purpose; resilience is facilitated for them if they experience a sense of control over their lives

rather than viewing themselves as helpless victims of an uncaring society (Aponte, 1994, 1999).

In general, what factors increase the likelihood of greater family resiliency? Goldenberg

and Goldenberg (2002) suggest the following:

All families possess the resources, and thus the potential, for resilience. In traditional fami­ lies, usually organized according to some form of generational hierarchy, those with greater resilience are able to balance intergenerational continuity and change and to maintain ties among the past, the present, and the future without getting stuck in the past or cut off from it. Clarity and ease of communication also characterize such families; a clear set of expectations about roles and relationships within the family is provided. In whatever type of family form­ whether led by never-married mothers, stepfathers, two working parents, or grandparents­ resilient families respect individual differences and the separate needs of family members. These families have mastered successful problem-solving strategies by developing reparative, resiliency-enabling processes that promote endurance and survival. (p. 12)

The resiliency construct challenges the family therapist to attend to the family’s resources that

can be mobilized to deal with a present crisis or adversity (as opposed to a deficit-focusing model

directed at detecting what’s wrong with the family). It is intended to have an empowering or en­

abling effect as it encourages the family to search for resiliencies, including previously untapped

resources, within its network of relationships. Successfully managing a crisis together deepens the

family bond and strengthens its confidence in its capacity to prevent or manage future adversities.

4 Gender, Race, and Ethnicity and Family Therapy In our discussion of resiliency, we noted that often strains on the family occur from outside

the family system. Indeed, and much more broadly, the structure, interactive patterns, nar­

ratives, and assumptions of a given family have many and varied influences from the outside

world. As we note throughout the book, the family and the social universe within which

the family finds itself are mutually informing in a complex and ever-changing relationship.

Two of the most influential social forces that affect the creation, development, and meaning

making of a family are gender and cultural diversity, to which we now turn.

Typically, indoctrination into different socially based gender role behavior in the family begins

early in life for males and females. While biology undoubtedly plays a determining role in gen­

der differences, most of the differences (value systems, personality characteristics, roles, prob­

lem-solving techniques, attitudes toward sexuality, etc.) result from learning that is reinforced

by society and passed down across generations (Philpot, 2000). As a result of their differ­

ing socialization experiences, supported by general societal (and specific cultural) stereotypes,

members of each sex for the most part develop distinct behavioral expectations and are granted

 

 

ADOPTING A FAMILY RELATIONSHIP FRAMEWORK

disparate opportunities and privileges. Males and females typically grow up with different

senses of entitlement, exercise differing degrees of power, and have differing life experiences.

Gender shapes our individual identity and expectations, our role and status within our

family, and the real and perceived life choices open to us (Haddock, Zimmerman, & Lyness,

2003). Men traditionally have played the more powerful role in most heterosexual families: a

man’s career moves and personal interests were apt to be prioritized; less was expected of him

in carrying out household chores; he was likely to be granted the major (or final) influence

in family decisions; his leisure time and discretionary spending were given primary attention;

and he was expected to have less emotional investment in family relationships.

However, as society’s awareness of the crucial role of gender-as a determinant of per­

sonal identity, sociocultural privilege, or oppression-has grown in recent decades, largely be­

cause of women’s increased employment and the feminist movement, so has recognition of the

need to overcome gender inequalities and stereotypes that limit psychological functioning for

both sexes (see Chapter 3) and for men and women to co-construct new interactive patterns

(Avis, 1996). As a consequence, gender-role changes in recent decades have had a powerful

impact on family structure and functioning. As the percentage of women in paid employment

has risen, couples have needed to redefine at-home responsibilities of men and women; and

overall, the pattern of gender-linked behaviors, expectations, and attitudes regarding a family’s

sex-defined roles has begun to change. See Box 1.4: Evidence-Based Practice to learn more

Dual Work Families

Today ‘s average American family is apt to have two working adults and to rely on the income of both partners for economic survival. Typically, they face a major challenge in determining how best to balance work and nonwork tasks (Barnett & Hyde, 2001 ). Employed married women now spend

less time in child care and household tasks than they did 30 years ago, and correspondingly, their employed husbands spend more time on those home-based activities. Inevitably, such shifts have caused striking changes in the relationships be­ tween men and women; in many cases, they have

resulted in family instability as couples try to work out differences in their gender-role ideologies (the extent to which they hold traditional or nontradi­ tional views of the social roles of men and women). Fraenkel and Capstick (2012) have examined the

challenges of navigating work and family respon­ sibilities in two-parent, two-income families, rec­ ognizing that race, ethnicity, immigration status, gender identity, sexual orientation, and social

class play a decisive role in how such families man­ age best to cope. In single-parent households, the sole parent is almost certain to be working outside the home (Galinsky, 1999).

Barnett and Hyde (2001) suggest that the fa­ ther who spends long hours caring for his children while his wife works a different shift may resent child caregiving because he perceives it as a “woman’s job” and thus may get little benefit from his new father role. Similarly, if a wife works out­ side the home but prefers to be at home because she believes it is a woman’s duty to be a full-time mother, she may not benefit from her new work role. Men have often been socialized to believe they are carrying out their role within the family by working, while working women sometimes worry that they are being bad mothers (Coltrane, 1998). In general, those who adopt a more egalitarian attitude benefit more from combining work and family roles than do those with more traditional gender-role ideologies.

11

 

 

12 CHAPTER 1

about how contemporary two-income families and gender ideology affect each other. Male

and female role differences have become less clearly defined today as many families, especially

those led by the younger generations, struggle to find more flexible, if not yet fully worked­

out, patterns for living together harmoniously in a dual-working household. Time pressures,

how best to juggle work and family obligations, who takes time off from work to care for a

sick child-these are some of the day-to-day issues two-income families typically face. In the

case of working-class dual earners, a sick child may become a family crisis if their jobs do not

permit time off for either parent.

Cultural Diversity and the Family Cultural factors, largely overlooked by family therapists in the past, now play a central role

in our understanding of family life. Increased immigration, particularly over the last 20

years-the largest two-decade influx in American history-has added substantially to our

appreciation of the primacy of cultural diversity in our society. Values, rituals, common trans­

actional patterns, ways of communicating-even the very definition of “family” in different

cultures-all require examination if unbiased and comprehensive family assessment and ef­

fective counseling are to be provided (Aponte & Wohl, 2000). The importance of kinship

networks, the roles of extended family members, expectations regarding male and female be­

havioral patterns, levels of acculturation and ethnic identification, and socioeconomic power

or lack thereof vary for different groups and have an impact on how (and how well) families

function.

For example, while the historically dominant American (Anglo) definition of family

typically focuses on the intact nuclear family, Italians tend to refer to family as the entire

network of aunts, uncles, cousins, and grandparents-all of whom are likely to be involved

in family decision making. African Americans are apt to think of family as a wide network

of kin plus long-time friends and other community members. For the Chinese, family

includes all their ancestors and descendants (Hines, Garcia-Preto, McGoldrick, Almeida, &

Weltman, 1999).

In Ethnicity and Family Therapy, McGoldrick, Giordano, and Pearce (2005) present

descriptions of common structural patterns between families from more than 40

different ethnic groups, underscoring that family therapy clients from each group may

make different assumptions about the therapeutic process, emphasize different family

issues of importance to them, and bring different problem-solving tools and resources

in dealing with those issues. Boyd-Franklin (2003a) has elaborated on African-American

life experiences, as has Hayden (2001) in describing Irish-American life and Falicov

(2013) in offering guidance in considering the cultural context while working with

Latino families.

McGoldrick and Ashton (2012) emphasize the need for clinicians to examine the various

facets of their own identity, their own ethnicity and cultural heritage-and to become

aware of their own cultural biases and prejudices-in order to increase their flexibility and

 

 

ADOPTING A FAMILY RELATIONSHIP FRAMEWORK

competence to work with clients they are likely to encounter in our multicultural society. As

they note:

Cultural competence requires not a cookbook approach to cultural differences but an appreci­ ation for the often hidden cultural aspects of our psychological, spiritual, and physical selves, a profound respect for the limitations of our own cultural perspective and the ability to deal respectfully with those whose values differ from our own. (p. 239)

Social class differences also add to diversity between families, shaping the resources, ex­

pectations, opportunities, privileges, and options of their members (Kliman, 2010). Depend­

ing to a large extent on social class membership, work may be fulfilling or demoralizing; a

means to achieving upward mobility or a dead end; filled with satisfactions or boredom; or, in

the case of the underclass, frequently nonexistent (Wilson, 1996).

Kliman and Madsen (1999) emphasize that more than family income is involved in class

definitions; the interplay of ethnicity, religion, and education also influences perceived social

status. As they illustrate:

A professor is seen as being in a higher class than a contractor who has equal income-unless the professor is a Latina single mother and the contractor is an Anglo-American man from “an old family.” Women’s and children’s class standing plummets after divorce. A Black executive has less effective class standing than White subordinates when trying to hail a cab, join a coun­ try club, buy an elegant house, or insure his children’s class stability. In restaurants and hotels, Whites may ask him to serve them. (p. 89)

Boyd-Franklin and Karger (2012) draw attention to the complex interplay of race and so­

cial class. Beyond the simplistic equation of Whites as middle class and Blacks as poor, consid­

erable variety occurs within each group. They note, for example, that a Black family classified

as poor because of low income may have middle-class values, aspirations, and expectations for

their children.

In describing a complex interaction of ethnicity, social class, and gender, Sarmiento and

Cardenal (2009) note how differently the relationship between depression and poor fam­

ily functioning are experienced by Latino men and women. Further, they indicate that the

pressure to acculturate affects Latinos differently. Non-Latino therapists will need to appre­

ciate a very wide range of factors to work successfully with members of this population. See

Chapter 3 for more details.

Social class and a family ‘s socioeconomic status have only recently been given sus­

tained scholarly attention. In addition to the impact of material wealth or its absence on

the family, the experience of classism-a bias against people from social classes different

from one’s own-may also have an impact on family functioning. Liu (2010) notes that

the impact of social class and classism on mental health functioning crosses racial, eth­

nic, and social lines and significantly contributes to a sense of well-being. He argues that

any attempt to understand individuals must include an understanding of how economic

issues contribute to experienced difficulties. As with any other bias, therapists need to

explore their own reactions to working with people of social classes and economic statuses

different from their own.

13

 

 

14 CHAPTER 1

Those most vulnerable to poverty are nonwhite minorities, single mothers, children under

18, and the elderly (Lott & Bullock, 2001). As we describe family behavior patterns through­

out this text, it is important to bear in mind how client lives are constrained by the larger

forces of racial, cultural, sexual, and class-based inequalities (McGoldrick & Hardy, 2008). In

addition to these forces, we may add the impact of differences in terms of religion, sexual ori­

entation, gender, and immigration status. Indeed, it no longer makes sense to consider any of

these forces as separate influences when working with people therapeutically. They all interact

and contribute to the context within which therapists may begin to understand both clients

and themselves (Rastogi & Thomas, 2009).

Impact of Gender and Cultural Influences on the Therapist and Therapy As we have noted throughout this chapter and will continue to do throughout the book, an

expanded view of family life compels therapists to broaden their own understanding of what

life is like for those whose backgrounds may be quite different from their own. Culturally com­

petent therapists continually reexamine their thoughts and feelings about others (Ponterotto,

Casas, Suzuki, & Alexander, 2010).

For example, therapists need to consider how gender has influenced their personal devel­

opment. Knudson-Martin and Laughlin (2005) note, for example, that it is not unusual for

heterosexual therapists working with families led by same-sex partners to experience uninten­

tional bias. They suggest that family therapy has been based on a view of sex and gender that

creates a dichotomous sense of self and other (therapist and gay person) in which the “other”

becomes a “type” rather than a living and breathing person. They note that the unintentional

creation of categories may limit flexibility in working together and advocate a “postgender”

approach organized around a relationship model based on equity rather than gender. Alterna­

tively, the emergence of polyamory, a multiple-partner form of family in which adults openly

consent to intimate relationships with more than one person, may challenge family therapists

who identify with monogamy (Anapol, 2010).

Therapists also need to consider whether the gender of the therapist matters in therapeu­

tic outcomes. Clients select therapists based on many criteria such as the therapist’s age, race,

religion, and sexual orientation. Of course, gender is also a factor in selecting a therapist. In

family therapy the gender of the therapist may cause difficulties as when, for example, the fa­

ther insists on seeing a male therapist when his wife and daughter would prefer a female ther­

apist. While gender choice might affect the beginning of therapy, research suggests that the

gender of the therapist does not appear to influence clinical outcomes, except in some cases

involving adolescents. However, other criteria may moderate or mediate the impact of gender

(Blow, Timm, & Cox, 2008).

An additional element in this process of self-discovery is for therapists to learn how biases

felt toward people from backgrounds different from their own may influence the therapy.

Even well-intending therapists may encounter obstacles to effective work when an unexpected

bias emerges. See Box 1.5: Thinking Like a Clinician to help explore your own possible biases.

 

 

ADOPTING A FAMILY RELATIONSHIP FRAMEWORK

Assessing One’s Own Possible Biases

Imagine that each of the following “clients” enters your therapy office. Try to picture each one in turn, and then write down any thoughts and feelings about the person or people that occur to you. T his ex­ ercise is personal and need not be shared with anyone, so be as honest with yourself as possible. Do any of your reactions surprise you? In what way or ways? Could any of your reactions interfere with your

ability to work with the client? If so, how?

• An extremely underweight 15-year-old girl

• A father with tattoos of naked women on his arms

• A boy wearing eye makeup and lipstick

• Parents of a 12-year-old boy who are in their 60s

• (If you are straight) A lesbian couple who kiss each other just as they sit down

• (If you are gay) A straight couple who kiss each other just as they sit down

• A family with seven children

• An African-American man with his White girlfriend

• A transgender individual considering gender-related surgery

• A severely overweight boy eating an ice cream cone

• A pregnant mother who is obviously intoxicated

• Two gay men with their adopted Asian-American daughter

• A client obviously much wealthier or much poorer than you

The impact of such forces as race, ethnicity, gender, sexuality, socioeconomic status, and

so forth on client and therapist identity development are so important that we take them up

in greater detail in Chapter 3.

Shifting Perspectives of Family Therapy Scientific models help shape the boundaries of a discipline and set the agenda regarding the

subject matter and methodology to be followed in seeking answers. When one set of attitudes,

philosophies, viewpoints, procedures, or methodologies dominates scientific thinking­

known as a paradigm-solutions to problems are sought within the perspective of that school

of thought. However, should serious problems arise that do not appear to be explained by

the prevailing paradigm, scientific efforts typically occur in an attempt to replace the existing

system with a more appropriate rationale.

Shifting Paradigm: From Individual Psyche to Family System During the first half of the 20th century, psychotherapy, most often in the form of Freudian,

or classical, psychoanalysis, tended to focus on the inner world-the intrapsychic world-of

an individual, even as family relationships were seen as influencing it. Although Freud wrote

extensively on the family’s influence on an individual’s personality, he generally advocated

15

 

 

16 CHAPTER 1

not involving family members in the treatment of his patients (see Chapter 7), preferring

instead to explore the patient’s unconscious fantasy world. In time, however, some therapists

and theorists came to believe that the singular focus on the individual’s unconscious life was

sometimes inadequate for understanding or treating the individual’s problems. The old belief

system started to yield to a newer one that took into account actual rather than just fantasied

family relationships in the therapeutic experience.

Once an old belief system is replaced, perspectives shift, and previous events take on new

meaning (Stanton, 2009). The resulting transition to a new paradigm, according to Capra

(2002), constitutes a scientific revolution. Precisely such a revolution in the thinking of many

psychotherapists took place in the 1950s, considered the period when family therapy began

(Goldenberg, Goldenberg, & Goldenberg Pelavin, 2014).

The Origins of Family Therapy: A New Paradigm Begins to Take Shape

More than simply another treatment method, family therapy represents a “whole new way of

conceptualizing human problems, of understanding behavior, the development of symptoms,

and their resolution” (Sluzki, 1978, p. 366). The perspective of family therapy demonstrates a

paradigm shift calling for a new set of premises and methods for collecting and interpreting fam­

ily data. Beyond a concern with the individual’s personality characteristics or repetitive behavior

patterns, beyond even a concern with what transpires between people (where individuals remain

the unit of study), this conceptual leap focuses attention on the family as subject matter. It is

the family as a functioning transactional system, as an entity in itself, more than the sum of the

inputs of its participants, that provides the context for understanding individual functioning.

By bringing systems theory to the study of families, family therapy represents a major

epistemological revolution in the behavioral sciences. Put simply, epistemology refers to how

one goes about gaining knowledge and drawing conclusions about the world. Family thera­

pists commonly use the term to indicate a conceptual framework or belief system. Epistemol­

ogy refers to the rules used to make sense of experience and the descriptive language used to

interpret incoming information. Such rules, not necessarily consciously stated, determine the

underlying assumptions we make in our day-to-day behavior as therapists and theorists as we

attempt to understand what is happening around us and how we can bring about change.

Without negating the significance of individual intrapsychic dynamics, today’s broader

view of human problems focuses on the family context in which individual behavior cur­

rently occurs (rather than as recalled from the past). While bearing in mind the often com­

plex ways in which individual behavior contributes to that interaction, such an interpersonal

perspective-as opposed to an intrapsychic one-regards all behavior as part of a sequence

of ongoing, interactional, recursive, or recurring events with no obvious beginning or end.

Rather than attempt to discover the answer to why something occurred by searching the past

of each of the players, the family relational view directs the clinician’s attention beyond the

individual to transaction patterns currently taking place within the family.

People and events are assumed to exist in a context of mutual influence and interaction,

as participants share in each other’s destiny. Within such a framework, all family members are

 

 

ADOPTING A FAMILY RELATIONSHIP FRAMEWORK

embedded in a network of relationships, and helping families change their structure, typical

interactive patterns, or belief systems alters each member’s behavior. Clinicians with a systems

outlook concern themselves with understanding what is occurring (say, conflict between a

troubled marital pair), how it occurs (observing its current repetitive patterns), and when it

occurs (whenever issues over power and control arise) rather than searching for why it is oc­

curring. That is, systems-oriented clinicians are more interested in the process of what they are

observing in the couple’s interactions than in the content of those transactions. For example, a

therapist working with a couple quarreling over spending money is likely to draw their atten­

tion to the trouble they are having making decisions together rather than focusing specifically

on finances. How power and control in the family are distributed, who does or does not feel

heard, what gender roles influence their outlooks, where these differences transfer to other

areas of their relationship, what past resentments poison their ability to work in partnership to

resolve problems-answers to these questions reveal how they relate to one another more than

the specific problems around spending money. Box 1.6 illustrates such a situation.

A Couple in Conflict Seek Help over Money Issues

Bob and Tess had been married for 10 years and had two children, an 8-year-old boy and a 6-year­ old girl, when they contacted a family therapist. They were immediately hostile to one another in the first session, calling each other names, threat­ ening divorce. She said she could no longer deal with her husband’s “pinchpenny” behavior-his checking on the groceries she brought home to see if she had bought something he thought un­ necessary, yelling if she bought the children toys or planned “expensive” birthday parties, refusing to send them to after-school activities because of the cost.

Bob had his own list of grievances. He worked hard for his money, he argued, and she never seemed to have enough. Although he claimed to be giving her a generous amount each month, she managed to spend it all, whereupon she would run up a credit card bill she could not pay and then came to him each month to be “bailed out” with additional cash. According to Bob, if she wanted special activities for the children, he did not ob­ ject, but she would have to give up other things to

live within her budget. Needless to say, they did not agree on what the size of that budget should be. He insisted that it was his right to control the budget because he was the man and the wage earner.

As they talked about themselves, the therapist noted that while Tess came from a middle-class family whose father had gone bankrupt several times, Bob was brought up in a working-class family, where he learned to live frugally and watch expenditures. In their early years together, before the children were born, Tess worked in an office, kept her earnings separate from his, and used her own money to buy what she needed. There was little conflict. No thought was given to combin­ ing incomes, nor did they see any need to do so since the system they had worked out didn’t seem to need fixing. The couple got along well, had a good sexual relationship, spent time with a large social circle, and considered themselves reason­ ably content and working in partnership.

That changed very soon after the children ar­ rived. Bob complained about his wife’s lack of

(Continued)

17

 

 

18 CHAPTER 1

sexual interest and what he considered her rejec­ tion of him in favor of the children. He shouted about her “spendthrift” ways and became livid about the children being overindulged with “things.” Tess resented his unwillingness to help with the children and especially his eating alone, in front of the television set, when he arrived home from work. Soon they slept in separate rooms­

she in their bed (in which the children frequently joined her), he on the living room couch, hav­ ing fallen asleep watching late-night television. Each began to complain to the children about the other, trying to elicit their help to change the other’s behavior and to prevent the couple from divorcing.

The therapist reminded them that they once had been able to resolve problems together and wondered what each needed in order to be able to do so again. He redirected them to consider previous struggles for power and control, rec­ ognizing that this was an unresolved issue they had never faced. While they were encouraged to work on a budget-regarding their money as “family” income and outlay they needed to work on collaboratively-the major focus of the therapy turned to helping them gain greater awareness of the process taking place between them. They began to examine how they under­ mined each other, how seeking alliances with

the children was destructive, how their sex life stalemate reflected their unresolved power

issues, how they needed to work in partnership if they wished to keep their marriage from self­ destructing. Bob began to comprehend Tess’s sense of fatigue and loneliness in raising the children by herself, and she tried to understand his sense of powerlessness and despair in mak­ ing her hear his point of view. As they listened,

fought, defended themselves, each slowly began to understand the viewpoint of the other and to feel less victimized. T he therapist continued to build upon their earlier success together, em­ phasizing their resiliency.

Bob returned to their bed, tried to get home early from work on the day of the children’s after-school sports events, and said he was will­ ing, if not eager, to provide more money and not try to control her spending about specific items. She, in turn, offered to be more careful about living within a budget they worked on to­ gether. Tess gained a better understanding of their financial situation, and Bob came to realize that the money belonged to them both and that together they could decide how best to spend it. As they felt supported by one another, they were able to give up their underlying power struggle and resist reverting to stereotypic gen­ der roles.

Recasting the individual as a unit of a larger system, such as the family,2 enables us to

search for recurring patterns of interaction in which that person might engage. Our concep­

tualization of what that person does, what his or her motives are for doing so, and how that

behavior can be changed therapeutically takes on new dimensions as we shift our attention to

the broader context in which that person functions. From this new wide-angle perspective,

psychopathology or dysfunctional behavior can be redefined as more the product of a strug­

gle between persons than simply the result of opposing forces within each of the participants.

2The family, in rum, is itself part of a larger system, and its experiences are often profoundly influenced by involvements with the workplace, the school system, the healthcare system, the legal system, and so forth, in addition to reflecting aspects of the particular family’s cultural background, ethnicity, race, and social class. An

ecosystemic approach (McDaniel, Lusterman, & Philpot, 2001) in assessment and treatment takes into account the multiple systems in which the family is embedded. We’ll elaborate on some of these systems-within-systems issues in Chapter 4.

 

 

ADOPTING A FAMILY RELATIONSHIP FRAMEWORK

Various therapeutic consequences follow from such a shift of perspective. When the locus

of pathology is defined as internal, the property of a single individual or monad, the therapist

focuses on individual processes and behavior patterns. If the dysfunctional behavior is viewed

as a reflection of a flawed relationship between members of a dyad or triad, then it is the

relationship that becomes the center of therapeutic attention and the target of intervention

strategies. The role of therapist as collaborator with couples or entire families as they alter

their transactional patterns replaces the therapist as psychological sleuth seeking to uncover

and decipher what goes on within the mind of the individual.

If successful, family therapy alters the system, helping families replace their previously

limiting and self-defeating repetitive interactive patterns or opening up the style and manner

of communicating with one another across generations through a consideration of new op­

tions or beliefs. Within this changed family context, enriched relationship skills, improved

communication abilities, and enhanced problem-solving capabilities may lead to more

rewarding interpersonal experiences, in most cases extending beyond the family.

LO 5 Cybernetics: The Paradigm Shift Continues With the shift from focusing on the individual to the family system came many new episte­

mological approaches to theory and clinical practice. One of vital importance to the history

of family therapy is the theory of cybernetics. Concerned with patterns and processes, the

systems outlook proposes a cybernetic epistemology as an alternative to our habitual ways

of knowing and thinking. Historically, the science of cybernetics was born during the early

1940s in a series of wartime interdisciplinary conferences in New York City sponsored by

the Josiah Macy Foundation and attended by a cross-section of the leading scientists, engi­

neers, mathematicians, and social scientists of the time. The conferees addressed, among other

things, the study of communication in reference to regulation and control (e.g., the wartime

problems of guided missiles and rockets) through the operation of feedback mechanisms.

Norbert Wiener (1948), the mathematician who coined the term cybernetics and who

was to become a principal player in the development of computers, was especially interested

in information processing and how feedback mechanisms operate in controlling both simple

and complex systems. Wiener chose the term cybernetics from the Greek word for “steersman,”

suggestive of an overall governing or regulating system or organization for guiding or piloting

a ship by means of feedback cycles. To Wiener, cybernetics represented the science of commu­

nication and control in humans as well as in machines.

These Macy conferences made an important breakthrough by providing a new and excit­

ing epistemology-a new paradigm-for conceptualizing how systems retain their stability

through self-regulation as a result of reinserting the results of past performance into current

functioning. Perhaps even more significant, a way to change patterns of future performance

by altering feedback information was emerging. Researchers from both the physical and so­

cial sciences began to explore how these systems or cybernetics notions could be applied to

various fields in which both living and nonliving entities could be governed by self-regulating

19

 

 

20 CHAPTER 1

feedback loops that become activated to correct errors or deviations in the system and thus

restore stability in the process of reaching its preprogrammed goal.

Thus, what we now think of as simple or first-order cybernetics grew out of communi­

cation engineering and computer science as a means of understanding the general principles

of how systems of all kinds are self-regulated and thus maintain their stability. Attention was

directed toward structure-patterns of organization-and control through feedback cycles.

Universal laws or codes were sought to explain what governs all systems. It was assumed fur­

ther that the system being observed was separate from the observer, who could objectively

study and carry out changes in the system while remaining outside of the system itself

It was Gregory Bateson, an English-born anthropologist and ethnologist who worked for

the U.S. Office of Strategic Services in India during World War II, who took away from these

conferences some of these mathematical and engineering concepts and applied them to the so­

cial and behavioral sciences. Bateson (1972), increasingly concerned with epistemological is­

sues, understood that cybernetics, with its emphasis on self-correcting feedback mechanisms,

pointed to the inseparable relationship between stability and change when he later noted:

All changes can be understood as the effort to maintain some constancy and all constancy as maintained through change. (p. 381)

Although Wiener himself had begun to reformulate psychological constructs (e.g., Freud’s

idea of an unconscious) in information-processing terms, Bateson (1972) deserves the major

credit for seeing how cybernetic principles apply to human communication processes, includ­

ing those associated with psychopathology. Attempting to understand how families in various

cultures sustain stability, he introduced the notion that a family might be analogous to a

cybernetic system in its use of self-regulating feedback mechanisms to maintain balance and

constancy. While Bateson himself remained outside the realm of family therapy, his cybernetic

ideas are generally considered to have provided the field of family therapy with its intellectual

foundation.

Bateson’s later (1956) contributions to a daring double-bind theory of schizophrenia

as a relationship phenomenon rather than an intrapsychic disorder were monumental in

describing an important psychiatric entity in transactional communication terms, specifically

in drawing attention to the family context that gave the symptoms

meaning. Although this theory regarding the origin of schizophrenia

later proved to be incomplete, if not inaccurate, its effort to look beyond

the symptomatic person to family transactions was groundbreaking

in directing researchers to examine what occurs in the exchange of

information and the process of relationships between persons, as in

a family. We will return to Bateson and the “double-bind” theory in

Chapter 5.

Gregory Bateson, Ph.D.

Adopting a relationship outlook inevitably shifts attention from content

to process. Rather than dwelling on historical facts as explanations for

 

 

ADOPTING A FAMILY RELATIONSHIP FRAMEWORK

current problems (Felicite: “Our problem began when my husband, Enrique, lost his job and

our son Jorge went to work”), this new perspective focuses on the sequence of linked com­

munication exchanges within a cybernetic family system (“With Enrique out of work, our

son Jorge is contributing more money and seems to be dominating us; I submit to Jorge’s

demands more and more, and I suppose Enrique is resentful”). Note how the latter statement

shifts attention from the linear sequential actions of individuals to the transactions occurring

among them. The “facts” of the case (content) are static and not nearly as clinically illuminat­

ing as is the family interactional pattern (process) and its cultural context.

Content is the language of linear causality-the view that one event causes the next in

unidirectional stimulus-response fashion. While such a view may be appropriate for under­

standing simple mechanical situations (where the machinery does not have too many parts

and the parts do not interact much), it is woefully inadequate for dealing with situations ex­

hibiting organized complexity, such as what transpires within a family.

From a cybernetic or systems standpoint, concerned with wholes, a precise part-by-part

analysis (such as searching for specific childhood traumatic events as causes of current adult

problems) is viewed as too reductionistic and inferential to be of much explanatory value.

Instead, argue opponents of linear thinking, parts are better understood by the functions they

serve in the whole.

In the physical world, the world of Newton, it makes some sense to talk of causality in

linear terms: A causes B, which acts upon C, causing D. In human relationships, however,

this “billiard ball” model, which proposes that a force moves in one direction only and

affects objects in its path, rarely-if ever-applies. Consequently, any search for the “real”

or ultimate cause of any interpersonal event is pointless. A does not cause B, nor does B cause

A; both cause each other. Explanations cannot be found in the action of the parts but in

the system as a whole-its communication patterns, complex relationships, and mutual

influences.

If content is the language of linear causality, then process is the language of circular

causality. The emphasis here is on forces moving in many directions simultaneously, not sim­

ply a single event caused by a previous one. Within a family, any action by one member affects

all other members and the family as a whole; each member’s response in turn prompts other

responses that affect all other members, whose further reactions provoke still other responses,

and so forth. Such a reverberating effect in turn affects the first person, in a continuous series

of circular loops or recurring chains of influence.

Problems are not caused by past situations in this view, but rather by ongoing, interactive,

mutually influencingfamily processes. Parents who ask quarreling children, “Who started the

fight?” are almost certain to hear, “He (she) started it; I’m only hitting back.” Both children are

correct, both are incorrect; it all depends on where in the communication loop the parent be­

gins the investigation. Nor is such mutual participation limited to pairs. Within a large family,

for example, a multitude of such chains exist. Who started what is usually impossible to deci­

pher and really of little consequence in resolving the interpersonal conflict. Reciprocity is the

underlying principle in all relationships. Change calls for altering the process, not discovering

the original culprit. See Box 1.7 for an example contrasting linear and circular causality.

21

 

 

22 CHAPTER 1

Contrasting Linear and Circular Causality

Note the following contrasts between statements based on linear and circular causality:

LINEAR: A disturbed mother produces disturbed children.

IMPLICATION: Mother’s emotional problems cause similar problems in other family members.

CIRCULAR: A middle-aged woman, struggling with what she perceives as an inattentive husband, forms an alliance with her 20-year-

from friends, remaining at home with his mother as much as possible, and the daughter by pulling away from the family and leaning on a rebellious peer group as models.

IMPLICATION: Behavior has at least as much to do with the interactional context in which it occurs as with the inner mental processes or emotional problems of any of the players.

old son, paying less attention to her teenage daughter. The daughter, feeling rejected, turns to her peers and flirts with promiscuous behavior, to the considerable distress of her parents. The son, not quite ready to become independent, feels he must remain at home because his mother needs his attention. The mother blames her problems on what she considers a distant husband, who in turn feels criticized and excluded from the family. As he protects himself by further distancing himself from her, their sexual relationship suffers. The children respond to the ensuing coldness between the parents in different ways: the son by withdrawing further

What should be clear from this example is that family processes affect individual behavior, and individuals within the family system affect family processes, in a recursive manner. Within the family context, every action provokes a circular sequence that in turn helps change the original action. The family who brings a defiant adolescent to therapy and wonders why the therapist wants to see all the family members together is learning that the therapist believes all participants must look at the family context as the locus of the difficulty. To point a finger at one family member as the cause of the family’s distress is to ignore dysfunctional patterns between members that perpetuate the problem.

Second-Order Cybernetics and Postmodernism The theoretical movement from linear or causal to cybernetic or circular epistemology has

been influenced by postmodernism. The postmodern view, increasingly popular today among

family therapists, is a philosophical outlook that rejects the notion that there exists an ob­

jectively knowable universe discoverable by objective science and instead argues that there

are multiple views of reality ungoverned by universal laws. Postmodernism in family therapy

represents a break with first-order cybernetically based notions, raising skepticism regarding

the meaning attached to symptomatic behavior. Postmodernists reject the notion that a family

member’s problems necessarily reflect underlying family conflict. From their constructivist3

-‘Constructivism and its related postmodern theory of social constructionism (Becvar, 2000) offer new, influential epistemological explanations regarding how we know what we know. The former argues that each of our percep­ tions is not an exact replica of the world but rather a point of view seen through the limiting lens of assumptions we make about people. The latter argues that we cannot perceive a true, objective reality, adding that the reality

each of us does construct is mediated through language and is socially determined through our relationships with others and the culture’s shared set of assumptions. That is, we experience reality in and through language in terms of the prepackaged thoughts of our society.

 

 

ADOPTING A FAMILY RELATIONSHIP FRAMEWORK

perspective, families tell themselves stories (narratives) and develop beliefs about themselves.

These constructions, in turn, organize their experiences and play a powerful role in shap­

ing their lives. In some cases, such stories come to represent dominant and burdensome dis­

courses that lead them to believe they have limited options and are doomed to repeat their

self-defeating behavior.

The clinical thrust of the postmodern perspective calls for creating a therapeutic

environment in which therapist and family members together can share the subjective ideas,

perceptions, beliefs, and interpretations each participant gives to family experiences. As its

members explore new information, the family is free to create a new perception of reality,

allowing itself to experiment with alternative family narratives. Postmodern family therapists

such as social worker Lynn Hoffman (2002) are advocates of second-order cybernetics,

a postsystems reappraisal of cybernetic theorizing that insists there can be no outside,

independent observer of a system, since anyone attempting to observe and change a system

is by definition a participant who both influences and in turn is influenced by that system.

(In contrast, the first-order cybernetic paradigm conceives of two separate systems-the

therapist system and the problem-client family system-in which the therapist remains an

external observer, an expert who attempts to effect changes by means of interventions from

the outside.)

Second-order cyberneticists contend that in doing family therapy, the therapist must be

aware that several individuals are present, each with his or her own view of reality and descrip­

tion of the family. Thus, these cyberneticists emphasize that objectivity per se does not exist;

so-called objective descriptions of families are merely social constructions that may say more

about the describer than about the family. Rather than be discovered through so-called objec­

tive means, the family’s “reality” is nothing more than the agreed-upon consensus that occurs

through the social interaction of its members (Real, 1990).

From this new perspective, a family is composed of multiple perspectives-multiple

realities-and the therapist, no longer seen as an outside observer of (or expert on) the prob­

lem situation, has a part in constructing the reality being observed. The therapist does not

operate as if she or he or any single family member can reveal the “truth” about the family

or its problems. Just as with the other participants, what the therapist sees as existing in

the family is a product of his or her particular set of assumptions about families and their

problems. There are multiple “truths” about every family, not one universal “truth.” The

therapist, then, can no longer consider any member’s viewpoint as a distortion of some pre­

sumably correct interpretation of reality that the therapist (or that a particular family mem­

ber) alone can see.

In this view, humans are seen as observing systems who describe, distinguish, and delin­

eate through the use of language. But since none of us sees an objective universe, each family’s

interpretation of reality is limited by the “stories” members tell themselves about themselves

as individuals or as a family. These “stories” not only reflect but, more importantly, define and

give meaning to the family’s experiences, and in that sense they are self-perpetuating. Rather

than talk of a family’s “reality testing,” advocates of this view argue that we should speak of

“consensus testing.” Family therapy in the postmodern era, then, becomes a form of family

23

 

 

24 CHAPTER 1

“conversation” to which the therapist is invited. The therapist and family together generate

a new narrative, in effect transforming the pathologizing tale that presumably brought the

family to therapy (Doherty, 1991). According to Weingarten (1998), to benefit from the un­

folding conversation or narrative, therapists and family members should pay attention to the

“small and the ordinary” interactions that come up during a session. By attending to specific words, gestures, minor asides, trivial actions, and so forth, participants gain new opportunities

to generate new meaning. Beginning in the late 1970s, some family therapists sympathetic to the cybernetic ideas

of Bateson (1972) began to pay attention to the theories of Chilean biologist Humberto

Maturana (1978), cognitive scientist Francisco Varela (1979), cyberneticist Heinz von Fo­

erster (1981), and cognitive psychologist Ernst von Glaserfeld (1987), all of whom urged the abandonment of the simple cybernetic notion that a living system could be observed,

studied objectively, and changed from the outside. Instead, they placed the observer in that which was being observed. Family therapists such as Hoffman (1990) applied many of these

ideas to their work, adopting a second-order cybernetic model-one in which the observing

therapist is an integral and recursive part of the family system being observed, co-constructing

with family members the meaning of their lives. Instead of providing answers to the family’s

problems, the therapist and family members together search for meaning and in the process “re-author” lives and relationships.

While first-order cybernetics might well remain the primary focus for many therapists

who see family systems as analogous to mechanical systems, these second-order cyberneticists

argue that living systems should not be seen as objects that can be programmed from the

outside but rather as self-creating, independent entities. Slovik and Griffith (1992) maintain

that the latter group’s efforts represent a backlash against what critics perceive as the potential dangers of controlling, manipulative, and authoritarian intervention tactics and strategies. As

Hoffman (1990) illustrates:

A first-order view in family therapy would assume that it is possible to influence another per­ son or family by using this or that technique: I program you; I teach you; I instruct you. A second-order view would mean that therapists include themselves as part of what must change; they do not stand outside. (p. 5)

So considerable controversy exists over how a troubled and dysfunctional family is best

helped to change. Is the family therapist an outside expert, a powerful, take-charge change agent

who enters a family to observe, disrupt its customary interactive patterns, and then design strat­

egies to alter the family’s self-defeating, repetitive patterns? Or is the family therapist a part of the process necessa1y for change, with his or her own “reality,” who creates a context for change

through therapeutic conversation and dialogue in the hope of evolving new meaning by chang­

ing family premises and assumptions? Should family therapists be action oriented and push for behavioral change or focus attention on how language creates a reality for people? Minuchin (1991) questions the extent to which constructivist approaches recognize the instituti.ons and

socioeconomic conditions that influence how people live, pointing out that families living in

poverty, for example, have been stripped of much of the power to write their own stories.

 

 

ADOPTING A FAMILY RELATIONSHIP FRAMEWORK

The Identified Patient as Seen from the Different Family Therapy Perspectives In family therapy, the family member with the presenting problem or symptom is called the

identified patient (IP). Family therapists were among the first to recognize that when the

IP came for help, his or her entire family was hurting and also needed assistance. As we have

seen, different family therapy perspectives would “see” the IP in different ways. Early classical

psychoanalytic therapists, for example, might understand the IP’s symptoms as an expression

of intrapsychic conflict with origins in family dynamics and would likely work with her or

him in one-on-one therapy. Family members likely would not be included in treatment.

Early family therapists started to understand the IP’s symptoms from a systems perspec­

tive. Family therapy pioneer Virginia Satir (1964), for example, contended that the IP was

expressing the family’s disequilibrium or, in her terms, the family’s “pain.” Perhaps the IP was

expressing what other family members were thinking or feeling but were unable (or afraid) to

acknowledge. Or was the IP’s symptomatic behavior (drug addiction, failure to leave home,

temper tantrums, dropping out of school) diverting attention from other family problems?

The therapist’s task became one of refocusing attention, not allowing the symptomatic behav­

ior to obscure other conflicts within the family.

Another early thesis was that symptoms had a function: they represented a sign that the

family had become destabilized and was attempting to reestablish equilibrium. This view that

symptoms have a protective purpose in helping maintain family stability-in effect, that dys­

functional families need a “sick” member and are willing to sacrifice that person for the sake

of family well-being-was initially a mainstay of many family therapy founders. They con­

cluded that the IP’s symptoms represented stabilizing devices used to help relieve family stress

and bring the family back into the normal range of its customary behavior. In this sense, the

IP’s actions may be based on a desire, although not usually a planned or premeditated one, to

“help” other family members. For example, Haley (1979) described disturbed young people

who do not leave home as willingly sacrificing themselves in order to protect and maintain

family stability. According to Boszormenyi-Nagy and Ulrich (1981), family loyalty may evoke

symptomatic behavior when a child “feels obligated to save the parents and their marriage

from the threat of destruction” (p. 169).

Other family therapy pioneers, such as Salvador Minuchin (Minuchin & Fishman,

1981), viewed symptomatic behavior as a reaction to a family under stress and unable to

accommodate to changing circumstances and not particularly as a protective solution to

retain family balance. In this view, all family members are equally “symptomatic,” despite

efforts by the family to locate the problem as residing in one family member. Minuchin

sees the IP’s symptoms as rooted in dysfunctional family transactions; it is the flawed fam­

ily structure or inflexibility when new behavior is called for that maintains the symptom­

atic behavior in the IP. Change calls for the therapist to understand the family context in

which the dysfunctional transactions transpire and then to attempt with family members

as a group to change that existing context in order to permit new interactional possibilities to emerge.

25

 

 

26 CHAPTER 1

A less purposeful or deterministic view of the appearance and maintenance of symptoms

in a family member was offered by Watzlawick, Weakland, and Fisch (1974), who contend

that symptoms or problems arise from repeated use of the same flawed solutions rather than

being a sign of family system dysfunction. It was their belief that problems (or symptoms)

are created and maintained because of the repeated attempt to apply an unworkable solution

that only serves to make matters worse and that ultimately the attempted solution, repeated

without variation, becomes the problem. These authors argue that the family therapist must

help the family find new solutions to the original problem if the symptomatic behavior is to

be alleviated.

As mentioned earlier, postmodern family therapists believe that the therapist is implicated

in the work of therapy. Their physical presence and verbal interventions contribute to the

exploration of existing family stories and the “writing” of new stories that change the fami­

ly’s understanding of itself An important exponent of postmodern family therapy is Michael

White (1989, 2007; White & Morgan, 2006), who believes that the stories struggling families

tell themselves contribute to a feeling of oppression rather than protection or stabilization by

symptomatic behavior in the family. His therapeutic efforts-a form of narrative therapy

(see Chapter 14), especially his posing of deconstructing questions-represent a collaboration

with the family directed at helping explore their ongoing stories and, together with them,

co-constructing new stories that hold new possibilities. By rewriting family stories in such a

way that new experiences become possible, White gets family members to unite in order to

take back control of their lives from the oppressive set of symptoms. In the process, he be­

lieves families are freed to view themselves as a healthy unit struggling against a troublesome

external problem rather than seeing themselves as an inherently flawed and disabled group of

people.

Barnes (2004) seeks to explain what all systemic approaches to family therapy have in

common, however they are further conceptualized, by identifying four principles that under­

lie all of them, as follows:

• People in families are intimately connected, and focusing on the beliefs different

members hold about these connections can be a more valid way of understanding and

promoting change in problem-related behavior than by focusing on the perspective of

any one individual.

” Family members living in close proximity over time set up patterns of interacting

made up of relatively stable sequences of speech and behavior.

• Patterns of interactions, beliefs, and behaviors that therapists observe and engage with

can be understood as the context of the presenting problems and can be considered

both the “cause” and the “effect,” acting as feedback loops that create the “flt” between

problem and family. Here we see how circular patterns of interaction rather than

linear models of cause and effect influence mutual influence and mutually regulated

learning.

• Problems within patterns of family life are often related to dilemmas in adapting to

some environmental influence or change.

 

 

ADOPTING A FAMILY RELATIONSHIP FRAMEWORK 27

From this perspective, family therapy looks at the current family context that includes experiences of

the here-and-now among members and how members speak about the past. Therapists listen to the ways in

which current and past relationships form patterns and “conversations” within each person’s mind that in­

fluence their beliefs and daily practices. They also listen to the ways in which each member’s inner and outer

conversations (i.e., inner dialogues and outer conversations with other people) are arranged, privileged, and

expressed as an important way of understanding how individuals behave in families, experience intimate rela­

tionships, and engage in wider social situations. For Barnes, individual identity is “self-negotiated” in relation

to others.

MMARY

A family is a natural social system that occurs in a

diversity of forms today and represents a diversity

of cultural heritages. Embedded in society at large,

it is shaped by a multitude of factors, such as its

place and time in history, race, ethnicity, socioeco­

nomic status, religious affiliation, and number of

generations in this country. The way it functions­

establishes rules, communicates, and negotiates

differences among members-has numerous im­

plications for the development and well-being of

its members. Families display a recurring pattern

of interactional sequences in which all members

participate.

Those considered to be enabled families suc­

ceed at balancing the needs of their members and

the family system as a whole. Gender roles and

ideologies, cultural background, and social class

considerations play decisive roles in behavioral

expectations and anitudes. The meanings, under­

standings, and assumptions a family makes about

the world reflect the narratives and stories it has

created about itself. Its relational resiliency may

enable it to confront and manage disruptive expe­

riences; that resiliency is forged through adversity,

not despite it.

Adopting a relationship perspective, family

therapists do not negate the significance of indi­

vidual intrapsychic processes but take the broader

view that individual behavior is better understood

as occurring within the primary network of a fam­

ily’s social system. Such a paradigm shift from tra­

ditional ways of understanding a person’s behavior

calls for a systemic epistemology in which feed­

back mechanisms are seen to operate to produce

both stability and change. The circular causality

involved in what transpires between people within

a family forces the family therapist to focus on un­

derstanding family processes rather than to seek

linear explanations.

While most family therapists adhere to some

form of a systemic epistemology, there is a devel­

oping schism between those who operate from a

first- to a second-order cybernetic model. The lat­

ter represents the increasingly influential theories of

constructivism and social constructionism.

Different models of family therapy consider the

identified patients in different ways. Early family

therapists believed the symptom itself acts to sta­

bilize the system and relieve family stress. Others

viewed symptomatic behavior more as a reaction to

family stress than as a protective solution to restore

family balance. In another view, it is the repeated

but unworkable solutions that themselves become

the problem. From a postmodern perspective, break­

ing with traditional cybernetic notions, symptoms

are seen as oppressive, and the family is urged to

unite to take back control of its members’ lives from

these burdensome symptoms.

 

 

28 CHAPTER 1

RECOMMENDED READINGS

Bateson, G. (1972). Steps to an ecology of mind. New York: Dutton.

Coontz, S. (2005). Marriage, a history: From obedience to intimacy or how love conquered marriage. New York: Viking.

Gergen, K. J. (2009). An invitation to social construction (2nd ed.). Thousand Oaks, CA: Sage.

McGoldrick, M., & Hardy K. V. (2008). Re-visioning family therapy: Race, culture, and gender in clinical practice. New York: Guilford Press.

Walsh, F. (2006). Strengtheningfamily resilience (2nd ed.). New York: Guilford Press.

Walsh, F. (2009). Spiritual resources in family therapy (2nd ed.). New York: Guilford Press.

Do you believe employees can control substance abuse to adequately perform their job?

le a

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Managing Change and Innovation

CHAPTER

how to manage

resistance to change.

techniques for stimulating

innovation.

what managers

need to know about

employee stress.

organizational change and

compare and contrast views on the change

process.

Describe

Explain

Define

Discuss

7.2

7.3

7.1

7.4

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p.199

p.201

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Imagine lying as a patient in a hospital bed and being visited by a 5-foot robot.1 You might attribute such a “vision” to too many drugs or too little sleep. But in Methodist Hospital in Houston, that 5-foot robot isn’t a vision. It’s real. The robot, which looks like “an oversize carpet cleaner with a computer monitor stuck on top,” visits patients, being guided remotely by a patient’s doctor from a command center on another floor. With this type of technology, especially in a critical care unit, a medical team can do its rounds and “read” vital signs and “see” how patients are doing without disturbing or distressing them.

Robots roaming hospital hallways aren’t the only technological advancements transforming how medical centers and health care systems work. Radio-frequency ID tags keep track of doctors, nurses, and pieces of equipment in real time, leading to faster emergency response times. “Smart beds automatically transfer patients’ breathing and heart rates to their charts,” quickly alerting nurses to potential or developing problems. And one of the biggest technological changes is in medical records information keeping. Rather than having massive numbers of paper-based files, health care organizations are moving toward completely digital medical records. But the rate of change has been slow. Currently, only 1.5 percent of private hospitals have a comprehensive electronic medical records system in all clinical units. Only 7.6 percent have a basic system in at least one unit. Yet, it’s a major change with significant promise. “Putting patient records into digital form . . . can provide a wealth of information about which treatments work and which don’t, and speed diagnosis and medical care.”

The investment that hospitals and other health care organizations are making in technology has basically two goals: (1) to improve medical care and reduce error rates, and (2) to minimize patient stress, which encourages healing. “Ironically, one of the most anticipated developments is that technology will allow hospitals to keep people out of them.” The vice president of the inno- vation and technology group at Kaiser Permanente’s Sidney R. Garfield Health Care Innovation Center says, “By 2015, the home will be the hub of health care.” And such changes are already taking place. In many rural areas of the United States where specialized medical care is scarce, telemedicine is in place to cover the gaps. For instance, 31 hospitals in remote locations in Michigan use robots, similar to the one described earlier, for diagnosis and follow-up. Robots are even found in operating rooms—the “assembly line” of a health care system—just as they are in other organization’s assembly lines, and for the same reasons: quality control and cost control.

In an industry where you’d expect up-to-date technology, the changes in the way health care organizations do their work haven’t been occurring as rapidly as you might

think. However, technological changes will continue to transform the industry and the organizations and the people who make it work.

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Technology Transformers

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7.1

Define organizational change and

compare and contrast views on the change

process.

192

Structure Authority relationships

Coordinating mechanisms Job redesign

Spans of control

Technology Work processes Work methods

Equipment

People Attitudes

Expectations Perceptions

Behavior

EXHIBIT 7-1 Categories of Organizational Change

Change is a constant for organizations and thus for managers. Large companies, small

businesses, entrepreneurial start-ups, universities, hospitals, and even the military are changing

the way they do things. Although change has always been a part of the manager’s job, it’s

become even more so in recent years. And because change can’t be eliminated, managers

must learn how to manage it successfully. In this chapter, we’re going to look at organizational

change efforts, the ways that managers can deal with the stress that exists in organizations,

and how managers can stimulate innovation in their organizations.

What Is Change and How Do Managers Deal with It? If it weren’t for change, a manager’s job would be relatively easy. Planning would be easier because tomorrow would be no different from today. The issue of organizational design would be solved because the environment

would be free from uncertainty and there would be no need to adapt. Simi- larly, decision making would be dramatically simplified because the outcome

of each alternative could be predicted with near pinpoint accuracy. It would also simplify the manager’s job if competitors never introduced new products or

services, if customers didn’t make new demands, if government regulations were never modified, if technology never advanced, or if employees’ needs always remained the same. But that’s not the way it is.

Change is an organizational reality. Most managers, at one point or another, will have to change some things in their workplace. We classify these changes as organizational change, which is any alteration of an organization’s people, structure or technology. (See Exhibit 7-1.) Let’s look more closely at each of these three areas.

Changing structure includes any alteration in authority relationships, coordination mechanisms, degree of centralization, job design, or similar organization structure variables. For instance, in previous chapters, we’ve mentioned that work process engineering, restructuring, and empowering result in decentralization, wider spans of control, reduced work specialization, and work teams. These structural components give employees the authority and means to implement process improvements. For instance, the creation of work teams that cut across departmental lines allows those people who understand a problem best to solve that problem. In addition, cross-functional work teams encourage cooperative problem solving rather than “us versus them” situations. All of these may involve some type of structural change.

Changing technology encompasses modifications in the way work is done or the methods and equipment used. One organizational area, in particular, where managers deal with changing technology is continuous improvement initiatives, which are directed at developing flexible processes to support better-quality operations. Employees committed

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CHAPTER 7 | MANAGING CHANGE AND INNOVATION 193

to continuous improvements are constantly looking for things to fix. Thus, work processes must be adaptable to continual change and fine-tuning. Such adaptability requires an extensive commitment to educating and training workers. Employees need skills training in problem solving, decision making, negotiation, statistical analysis, and team-building, and they must be able to analyze and act on data. For example, Herman Miller, Inc., used both technology and employee training to achieve its market-leading position in the office furniture industry.2

Changes in people refer to changes in employee attitudes, expectations, perceptions, or behaviors. The human dimension of change requires a workforce that’s committed to quality and continuous improvement. Again, proper employee education and training are needed, as is a performance evaluation and reward system that supports and encourages those improvements. For example, successful programs put quality goals into bonus plans for executives and incentives for employees.

Why Do Organizations Need to Change? In Chapter 2 we pointed out that both external and internal forces constrain managers. These same forces also bring about the need for change. Let’s briefly review these factors.

WHAT EXTERNAL FORCES CREATE A NEED TO CHANGE? The external forces that create the need for organizational change come from various sources. In recent years, the marketplace has affected firms such as AT&T and Lowe’s because of new competition. AT&T, for example, faces competition from local cable companies and from free Internet services such as Skype. Lowe’s, too, must now contend with a host of aggressive competi- tors such as Home Depot and Menard’s. Government laws and regulations are also an impe- tus for change. For example, when the Americans with Disabilities Act was signed into law, thousands of businesses were required to widen doorways, reconfigure restrooms, and add ramps. Even today, organizations continue to deal with the requirements of improving accessibility for the disabled.

Technology also creates the need for organizational change. Our chapter opening case perfectly illustrates how changing technology can impact organizations. The Internet has changed the way we get information, how products are sold, and how we get our work done. Technological advancements have created significant economies of scale for many organizations. For instance, technology allows Scottrade to offer its clients the opportunity to make online trades without a broker. The assembly line in many industries has also undergone dramatic change as employers replace human labor with technologically advanced mechanical robots. Also, the fluctuation in labor markets forces managers to initiate changes. For example, the shortage of registered nurses in the United States has led many hospital administrators to redesign nursing jobs and to alter their rewards and benefits packages for nurses, as well as join forces with local universities to address the nursing shortage.

As the news headlines remind us, economic changes affect almost all organizations. For instance, prior to the mortgage market meltdown, low interest rates led to significant growth in the housing market. This growth meant more jobs, more employees hired, and significant increases in sales in other businesses that supported the building industry. However, as the economy soured, it had the opposite effect on the housing industry and other industries as credit markets dried up and businesses found it difficult to get the capital they needed to operate. And although it’s been almost a decade since 9/11, the airline industry is still dealing with the organizational changes forced on them by increased security measures and other environmental factors such as high fuel costs.

organizational change Any alteration of an organization’s people, structure, or technology.

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194 PART THREE | ORGANIZING

Developing Your Skill About the Skill Managers play an important role in organizational change. That is, they often serve as a catalyst for the change—a change agent. However, managers may find that change is resisted by employees. After all, change represents ambi- guity and uncertainty, or it threatens the status quo. How can this resistance to change be effectively managed? Here are some suggestions.5

Steps in Practicing the Skill 1 Assess the climate for change. One major factor in

why some changes succeed while others fail is the readiness for change. Assessing the climate for change

involves asking several questions. The more affirmative answers you get, the more likely it is that change efforts will succeed. Here are some guiding questions:

a. Is the sponsor of the change high enough in the organization to have power to effectively deal with resistance?

b. Is senior management supportive of the change and committed to it?

c. Do senior managers convey the need for change, and is this feeling shared by others in the organi- zation?

d. Do managers have a clear vision of how the future will look after the change?

WHAT INTERNAL FORCES CREATE A NEED TO CHANGE? Internal forces can also create the need for organizational change. These internal forces tend to originate primarily from the internal operations of the organization or from the impact of external changes. (It’s also important to recognize that these changes are a normal part of the organizational life cycle.)3

When managers redefine or modify an organization’s strategy, that action often intro- duces a host of changes. For example, when Nokia brings in new equipment, that’s an internal force for change. Because of this action, employees may face job redesign, undergo training to operate the new equipment, or be required to establish new interaction patterns within their work groups. Another internal force for change is that the composition of an organization’s workforce changes in terms of age, education, gender, nationality, and so forth. A stable organization in which managers have been in their positions for years might need to restructure jobs in order to retain more ambitious employees by affording them some upward mobility. The compensation and benefits systems might also need to be reworked to reflect the needs of a diverse workforce and market forces in which certain skills are in short supply. Employee attitudes, such as increased job dissatisfaction, may lead to increased absenteeism, resignations, and even strikes. Such events will, in turn, often lead to changes in organizational policies and practices.

Who Initiates Organizational Change? Organizational changes need a catalyst. People who act as catalysts and assume the respon- sibility for managing the change process are called change agents.4

Any manager can be a change agent. When we talk about organizational change, we assume that it’s initiated and carried out by a manager within the organization. However, the change agent could be a nonmanager—for example, an internal staff specialist or an outside consultant whose expertise is in change implementation. For major systemwide changes, an organization will often hire outside consultants to provide advice and assistance. Because these consultants come from the outside, they offer an objective perspective that insiders usually lack. However, the problem is that outside consultants may not understand the organization’s history, culture, operating procedures, and personnel. They’re also prone to initiating more drastic changes than insiders—which can be either a benefit or a disadvantage—because they don’t have to live with the repercussions after the change is implemented. In contrast, internal managers who act as change agents may be more thoughtful (and possibly more cautious) because they must live with the conse- quences of their actions (see “Developing Your Change Management Skill”).

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“white-water rapids” metaphor of change A description of organizational change that likens that change to a small raft navigating a raging river.

“calm waters” metaphor of change A description of organizational change that likens that change to a large ship making a predictable trip across a calm sea and experiencing an occasional storm.

change agents People who act as change catalysts and assume the responsibility for managing the change process.

CHAPTER 7 | MANAGING CHANGE AND INNOVATION 195

e. Are objective measures in place to evaluate the change effort and have reward systems been explicitly designed to reinforce them?

f. Is the specific change effort consistent with other changes going on in the organization?

g. Are managers willing to sacrifice their personal self-interests for the good of the organization as a whole?

h. Do managers pride themselves on closely moni- toring changes and actions by competitors?

i. Are managers and employees rewarded for taking risks, being innovative, and looking for new and better solutions?

j. Is the organizational structure flexible? k. Does communication flow both down and up in

the organization? l. Has the organization successfully implemented

changes in the past? m. Are employees satisfied with and do they trust

management? n. Is a high degree of interaction and cooperation

typical between organizational work units? o. Are decisions made quickly and do they take into

account a wide variety of suggestions? 2 Choose an appropriate approach for managing

the resistance to change. In this chapter, six strategies are suggested for dealing with resistance to change— education and communication, participation, facilita- tion and support, negotiation, manipulation and co-optation, and coercion. Review Exhibit 7–3 (p. 200) for the advantages and disadvantages and when it is best to use them.

3 During the time the change is being implemented and after the change is completed, communicate with employees regarding what support you may be able to provide. Your employees need to know that you are there to support them during change

efforts. Be prepared to offer the assistance that may be necessary to help them enact the change.

Practicing the Skill Read through the following scenario. Write down some notes about how you would handle the situation described. Be sure to refer to the three suggestions for managing resist- ance to change.

You’re the nursing supervisor at a community hospital employing both emergency room and floor nurses. Each of these teams of nurses tends to work almost exclusively with others doing the same job. In your professional reading, you’ve come across the con- cept of cross-training nursing teams and giving them more varied responsibilities, which in turn has been shown to improve patient care while lowering costs. You call the two team leaders, Sue and Scott, into your office to discuss your plan to have the nursing teams move to this approach. To your surprise, they’re both opposed to the idea. Sue says she and the other emergency room nurses feel they’re needed in the ER, where they fill the most vital role in the hospital. They work special hours when needed, do whatever tasks are required, and often work in difficult and stressful circumstances. They think the floor nurses have relatively easy jobs for the pay they receive. Scott, leader of the floor nurses team, tells you that his group believes the ER nurses lack the special training and extra experience that the floor nurses bring to the hospital. The floor nurses claim they have the heaviest responsibilities and do the most exacting work. Because they have ongoing contact with the patients and their families, they believe they shouldn’t be pulled away from vital floor duties to help ER nurses complete their tasks. Now . . . what would you do?

How Does Organizational Change Happen? We often use two metaphors to clarify the change process.6 The “calm waters” metaphor envisions the organization as a large ship crossing a calm sea. The ship’s captain and crew know exactly where they’re going because they’ve made the trip many times before. Change surfaces as the occasional storm, a brief distraction in an otherwise calm and predictable trip. In the “white-water rapids” metaphor, the organization is seen as a small raft navigating a raging river with uninter- rupted white-water rapids. Aboard the raft are half a dozen people who have never worked together

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196 PART THREE | ORGANIZING

before, who are totally unfamiliar with the river, who are unsure of their eventual destination, and who, as if things weren’t bad enough, are traveling at night. In the white-water rapids metaphor, change is a natural state and managing change is a continual process.

These two metaphors present distinctly different approaches to understanding and responding to change. Let’s take a closer look at each one.

WHAT IS THE “CALM WATERS” METAPHOR? Until recently, the “calm waters” metaphor dominated the thinking of practicing managers and academics. The prevailing model for handling change in such circumstances is best illustrated in Kurt Lewin’s three-step description of the change process.7 (See Exhibit 7-2.)

According to Lewin, successful change requires unfreezing the status quo, changing to a new state, and freezing the new change to make it permanent. The status quo can be considered an equilibrium state. Unfreezing is necessary to move from this equilibrium. It can be achieved in one of three ways:

� The driving forces, which direct behavior away from the status quo, can be increased. � The restraining forces, which hinder movement from the existing equilibrium, can be

decreased. � The two approaches can be combined.

Once the situation has been unfrozen, the change itself can be implemented. However, the mere introduction of change doesn’t ensure that it will take hold. The new situation, therefore, needs to be frozen so that it can be sustained over time. Unless this last step is done, it’s likely that the change will be short-lived and employees will revert to the previ- ous equilibrium state. The objective of freezing the entire equilibrium state, then, is to stabilize the new situation by balancing the driving and restraining forces.

Note how Lewin’s three-step process treats change as a break in the organization’s equilibrium state.8 The status quo has been disturbed, and change is necessary to establish a new equilibrium state. This view might have been appropriate to the relatively calm environment that most organizations faced in the 1950s, 1960s, and early 1970s, but the calm waters metaphor is increasingly obsolete as a description of the kinds of “seas” that current managers have to navigate. (See the “From the Past to the Present” box for more information on Lewin and his organizational research.)

WHAT IS THE “WHITE-WATER RAPIDS” METAPHOR? Susan Whiting is chairman of Nielsen Media Research, the company best known for its television ratings, which are frequently used to determine how much advertisers pay for TV commercials. The media research business isn’t what it used to be, however, as the Internet, video on demand, cell phones, iPods, digital video recorders, and other changing technologies have made data

Unfreezing

Changing

Refreezing

EXHIBIT 7-2 The Three-Step Change Process

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CHAPTER 7 | MANAGING CHANGE AND INNOVATION 197

From the Past to the Present• • “There is nothing so practical as a good theory.” “If you want truly to understand something, try to change it.”

These two quotes by Kurt Lewin provide unique insights into who he was and how he approached studying management.9

Lewin, who’s often called the father of modern social psychol- ogy (a discipline that uses scientific methods to “understand and explain how the thought, feeling, and behavior of individuals are influenced by the actual, imagined, or implied presence of other human beings”), made his name in management circles through his studies of group dynamics. His approach was based on the belief that “group behavior is an intricate set of symbolic interactions and forces that not only affect group structure but also modify individual behavior.”

One of his research studies that looked at modifying family food habits during World War II provided new and important insights into introducing change. He found that

“changes were more easily induced through group decision making than through lectures and individual appeals.” So what did this mean? His findings suggested that changes would be more readily accepted when people felt they had an opportunity to be involved in the change rather than when they were simply asked or told to change. That’s an important lesson for any manager, even today, to learn and apply.

Finally, another of Lewin’s major contributions was the idea of force field analysis, a framework for looking at the factors (forces) that influenced a situation. Those forces could either be driving movement toward a goal or blocking move- ment toward a goal. When you view this idea in terms of managing change, you can see how this process also could contribute to understanding the dynamics of what makes change work and how managers can overcome resistance to change; that is, increase the driving forces, decrease the blocking forces, or both.

collection much more challenging. Whiting says, “If you look at a typical week I have, it’s a combination of trying to lead a company in change in an industry in change.”10 That’s a pretty accurate description of what change is like in our second change metaphor—white- water rapids. It’s also consistent with a world that’s increasingly dominated by information, ideas, and knowledge.11

To get a feeling of what managing change might be like in a white-water rapids environment, consider attending a college that had the following rules: Courses vary in length. When you sign up, you don’t know how long a course will run. It might go for 2 weeks or 30 weeks. Furthermore, the instructor can end a course at any time with no prior warning. If that isn’t challenging enough, the length of the class changes each time it meets: Sometimes the class lasts 20 minutes; other times it runs for 3 hours. And the time of the next class meeting is set by the instructor during this class. There’s one more thing. All exams are unannounced, so you have to be ready for a test at any time. To succeed in this type of environment, you’d have to respond quickly to changing conditions. Students who were overly structured or uncomfortable with change wouldn’t succeed.

DOES EVERY MANAGER FACE A WORLD OF CONSTANT AND CHAOTIC CHANGE? No, not every manager faces such a world. However, the number who don’t is dwindling. The stability and predictability of the calm waters metaphor don’t exist. Disruptions in the status quo are not occasional and temporary, and they are not followed by a return to calm waters. Many managers never get out of the rapids. Like Susan Whiting, described previously, they face constant forces in the environment (external and internal) that bring about the need for organizational change.

HOW DO ORGANIZATIONS IMPLEMENT PLANNED CHANGES? We know that most changes employees experience in an organization don’t happen by chance. Often managers make a concerted effort to alter some aspect of the organization. Whatever happens—in terms of structure or technology—ultimately affects organizational members. Efforts to assist organi- zational members with a planned change are referred to as organization development (OD).

organization development (OD) Efforts that assist organizational members with a planned change by focusing on their attitudes and values.I

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Members of the Florida State University football team participate in team- building exercises before the beginning of their season. To foster teamwork, the players participate in several different games before competing in a paint ball competition. While strength and conditioning exercises are important aspects of players’ physical training, team-building exercises are important for increasing players’ trust and openness toward one another and for developing skills that contribute to positive interpersonal relationships.

In facilitating long-term, organization-wide changes, OD focuses on constructively changing the attitudes and values of organization members so that they can more readily adapt to and be more effective in achieving the new directions of the organization.12 When OD efforts are planned, organization leaders are, in essence, attempting to change the organization’s culture.13 However, a fundamental issue of OD is its reliance on employee participation to foster an environment in which open communication and trust exist.14 Persons involved in OD efforts acknowledge that change can create stress for employees. Therefore, OD attempts to involve organizational members in changes that will affect their jobs and seeks their input about how the change is affecting them ( just as Lewin suggested).

Any organizational activity that assists with implementing planned change can be viewed as an OD technique. However, the more popular OD efforts in organizations rely heavily on group interactions and cooperation and include survey feedback, process consultation, team-building, and intergroup development.

Survey feedback efforts are designed to assess employee attitudes about and percep- tions of the change they are encountering. Employees are generally asked to respond to a set of specific questions regarding how they view such organizational aspects as decision making, leadership, communication effectiveness, and satisfaction with their jobs, coworkers, and management.15 The data a change agent obtains are used to clarify prob- lems that employees may be facing. As a result of this information, the change agent takes some action to remedy the problems.

In process consultation, outside consultants help managers to perceive, understand, and act on process elements with which they must deal.16 These elements might include, for example, workflow, informal relationships among unit members, and formal commu- nications channels. Consultants give managers insight into what is going on. It’s important to recognize that consultants are not there to solve these problems. Rather, they act as coaches to help managers diagnose the interpersonal processes that need improvement. If managers, with the consultants’ help, cannot solve the problem, the consultants will often help managers find experts who can.

Organizations are made up of individuals working together to achieve some goals. Because organizational members must frequently interact with peers, a primary function of OD is to help them become a team. Team-building is generally an activity that helps work groups set goals, develop positive interpersonal relationships, and clarify the roles and responsibilities of each team member. It’s not always necessary to address each area because the group may be in agreement and understand what’s expected of it. The primary focus of team-building is to increase members’ trust and openness toward one another.17

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Explain how to

manage resistance to

change.

7.2

CHAPTER 7 | MANAGING CHANGE AND INNOVATION 199

Whereas team-building focuses on helping a work group become more cohesive, intergroup development attempts to achieve the same results among different work groups. That is, intergroup development attempts to change attitudes, stereotypes, and perceptions that one group may have toward another group. In doing so, better coordination among the various groups can be achieved.

How Do Managers Manage Resistance to Change? Managers should be motivated to initiate change because they’re concerned with improving their organization’s effectiveness. But change isn’t easy in any organization. It can be disruptive and scary. Organizations, and people within them, can build up inertia that causes them to resist any change, even if the change might be beneficial. In this section, we review why people in organizations resist change and what can be done to lessen that resistance.

Why Do People Resist Organizational Change? It’s often said that most people hate any change that doesn’t jingle in their pockets. This resistance to change is well documented.18 Why do people resist organizational change? The main reasons include uncertainty, habit, concern over personal loss, and the belief that the change is not in the organization’s best interest.19

Change replaces the known with uncertainty. No matter how much you may dislike attending college (or certain classes), at least you know what’s expected of you. When you leave college for the world of full-time employment, you’ll trade the known for the unknown. Employees in organizations are faced with similar uncertainty. For example, when quality control methods based on statistical models are introduced into manufacturing plants, many quality control inspectors have to learn the new methods. Some may fear that they’ll be unable to do so and may develop a negative attitude toward the change or behave poorly if required to use them.

Another cause of resistance is that we do things out of habit. Every day when you go to school or work you probably go the same way, if you’re like most people. We’re creatures of habit. Life is complex enough—we don’t want to have to consider the full range of options for the hundreds of decisions we make every day. To cope with this complexity, we rely on habits or programmed responses. But when confronted with change, our tendency to respond in our accustomed ways becomes a source of resistance.

The third cause of resistance is the fear of losing something already possessed. Change threatens the investment you’ve already made in the status quo. The more that people have invested in the current system, the more they resist change. Why? They fear losing status, money, authority, friendships, personal convenience, or other economic benefits that they value. This helps explain why older workers tend to resist change more than younger workers since they generally have more invested in the current system and more to lose by changing.

A final cause of resistance is a person’s belief that the change is incompatible with the goals and interests of the organization. For instance, an employee who believes that a

team-building Using activities to help work groups set goals, develop positive interpersonal relationships, and clarify the roles and responsibilities of each team member.

process consultation Using outside consultants to assess organizational processes such as workflow, informal intra-unit relationships, and formal communication channels.

survey feedback A method of assessing employees’ attitudes toward and perceptions of a change.

intergroup development Activities that attempt to make several work groups more cohesive.

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proposed new job procedure will reduce product quality can be expected to resist the change. This type of resistance can actually be beneficial to the organization if expressed in a positive way.

What Are Some Techniques for Reducing Resistance to Organizational Change? When managers see resistance to change as dysfunctional, what can they do? Several strate- gies have been suggested in dealing with resistance to change. These approaches include education and communication, participation, facilitation and support, negotiation, manipu- lation and co-optation, and coercion. These tactics are summarized here and described in Exhibit 7-3. Managers should view these techniques as tools and use the most appropriate one depending on the type and source of the resistance.

Education and communication can help reduce resistance to change by helping employees see the logic of the change effort. This technique, of course, assumes that much of the resistance lies in misinformation or poor communication.

Participation involves bringing those individuals directly affected by the proposed change into the decision-making process. Their participation allows these individuals to express their feelings, increase the quality of the process, and increase employee commit- ment to the final decision.

Facilitation and support involve helping employees deal with the fear and anxiety associated with the change effort. This help may include employee counseling, therapy, new skills training, or a short paid leave of absence.

Negotiation involves exchanging something of value for an agreement to lessen the resistance to the change effort. This resistance technique may be quite useful when the resistance comes from a powerful source.

Manipulation and co-optation refers to covert attempts to influence others about the change. It may involve twisting or distorting facts to make the change appear more attractive.

Finally, coercion can be used to deal with resistance to change. Coercion involves the use of direct threats or force against the resisters.

TECHNIQUE WHEN USED ADVANTAGE DISADVANTAGE

Education and When resistance is due Clear up misunderstandings May not work when mutual communication to misinformation trust and credibility

are lacking

Participation When resisters have the Increase involvement Time-consuming; has expertise to make a and acceptance potential for a poor contribution solution

Facilitation and When resisters are fearful Can facilitate needed Expensive; no guarantee support and anxiety ridden adjustments of success

Negotiation When resistance Can “buy” commitment Potentially high cost; comes from a powerful opens doors for others group to apply pressure too

Manipulation and When a powerful group’s Inexpensive, easy way Can backfire, causing co-optation endorsement is needed to gain support change agent to lose

credibility

Coercion When a powerful group’s Inexpensive, easy way May be illegal; may endorsement is needed to gain support undermine change

agent’s credibility

EXHIBIT 7-3 Techniques for Reducing Resistance to Change

percent of U.S. workers blame a heavy workload for forcing them to cancel

vacation plans.

percent of U.S. companies and 66 percent of compa- nies in the rest of the

world are planning to increase their investment in innovation this year.

percent of companies use customer satisfaction to measure the success of

their innovations.

percent of working par- ents say that their family life is more challenging to

manage than their career.

percent of executives said their companies were suc- cessful in implementing a

major change effort.

percent of women think women are better at mul- titasking than men.

percent of men agreed that women are better at multi- tasking than men.

51

44

54

68

33

75 33

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7.3

Describe what

managers need to know

about employee

stress.

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SYMPTOMS OF

STRESS

Physical

Behavioral

Psychological

Job-related dissatisfaction, tension, anxiety, irritability,

boredom, and procrastination.

Changes in productivity, absenteeism, job turnover, changes in eating habits, increased

smoking or consumption of alcohol, rapid speech, fidgeting, and sleep disorders.

Changes in metabolism, increased heart and

breathing rates, raised blood pressure, headaches,

and potential of heart attacks.

EXHIBIT 7-4 Symptoms of Stress

What Reaction Do Employees Have to Organizational Change? For many employees, change creates stress. A dynamic and uncertain environment characterized by restructurings, downsizings, empowerment, and personal-life matters has caused large numbers of employees to feel overworked and “stressed out.” In this section, we’ll review specifically what is meant by the term stress, what the symptoms of stress are, what causes stress, and what managers can do to reduce anxiety.

What Is Stress? Stress is the adverse reaction people have to excessive pressure placed on them from extraordinary demands, constraints, or opportunities.21 Stress isn’t always bad. Although it’s often discussed in a negative context, stress can be positive, especially when it offers a potential gain. For instance, functional stress allows an athlete, stage performer, or employee to perform at his or her highest level at crucial times.

However, stress is more often associated with constraints and demands. A constraint prevents you from doing what you desire; demands refer to the loss of something desired. When you take a test at school or have your annual performance review at work, you feel stress because you confront opportunity, constraints, and demands. A good performance review may lead to a promotion, greater responsibilities, and a higher salary. But a poor review may keep you from getting a promotion. An extremely poor review might lead to your being fired.

One other thing to understand about stress is that just because the conditions are right for stress to surface doesn’t always mean it will. Two conditions are necessary for potential stress to become actual stress.22 First, there must be uncertainty over the outcome, and second, the outcome must be important.

What Are the Symptoms of Stress? We see stress in a number of ways. For instance, an employee who is experiencing high stress may become depressed, accident prone, or argumentative; may have difficulty making routine decisions; may be easily distracted, and so on. As Exhibit 7-4 shows, stress

stress The adverse reaction people have to excessive pressure placed on them from extraordinary demands, constraints, or opportunities.I

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202 PART THREE | ORGANIZING

symptoms can be grouped under three general categories: physical, psychological, and behavioral. All of these can significantly affect an employee’s work.

Too much stress can also have tragic consequences. In Japan, there’s a stress pheno- menon called karoshi (pronounced kah-roe-she), which is translated literally as “death from overwork.” During the late 1980s, “several high-ranking Japanese executives still in their prime years suddenly died without any previous sign of illness.”23 As public concern increased, even the Japanese Ministry of Labour got involved, and it now publishes statistics on the number of karoshi deaths. As Japanese multinational companies expand operations to China, Korea, and Taiwan, it’s feared that the karoshi culture may follow.

What Causes Stress? Stress can be caused by personal factors and by job-related factors called stressors. Clearly, change of any kind—personal or job-related—has the potential to cause stress as it can involve demands, constraints, or opportunities. Organizations have no shortage of factors that can cause stress. Pressures to avoid errors or complete tasks in a limited time period, changes in the way reports are filed, a demanding supervisor, and unpleasant coworkers are a few examples. Let’s look at five categories of organizational stressors: task, role, and interpersonal demands; organization structure; and organizational leadership.

Task demands are factors related to an employee’s job. They include the design of a person’s job (autonomy, task variety, degree of automation), working conditions, and the physical work layout. Work quotas can put pressure on employees when their “outcomes” are perceived as excessive.24 The more interdependence between an employee’s tasks and the tasks of others, the more potential stress there is. Autonomy, on the other hand, tends to lessen stress. Jobs in which temperatures, noise, or other working conditions are dangerous or undesirable can increase anxiety. So, too, can working in an overcrowded room or in a visible location where interruptions are constant.

Role demands relate to pressures placed on an employee as a function of the particular role he or she plays in the organization. Role conflicts create expectations that may be hard to reconcile or satisfy. Role overload is experienced when the employee is expected to do more than time permits. Role ambiguity is created when role expectations are not clearly understood and the employee is not sure what he or she is to do.

Interpersonal demands are pressures created by other employees. Lack of social support from colleagues and poor interpersonal relationships can cause considerable stress, espe- cially among employees with a high social need.

Organization structure can increase stress. Excessive rules and an employee’s lack of opportunity to participate in decisions that affect him or her are examples of structural vari- ables that might be potential sources of stress.

Organizational leadership represents the supervisory style of the organization’s managers. Some managers create a culture characterized by tension, fear, and anxiety. They establish unrealistic pressures to perform in the short run, impose excessively tight

controls, and routinely fire employees who don’t meas- ure up. This style of leadership flows down through the organization and affects all employees.

Personal factors that can create stress include family issues, personal economic problems, and inherent per- sonality characteristics. Because employees bring their personal problems to work with them, a full understand- ing of employee stress requires a manager to be under- standing of these personal factors.25 Evidence also indicates that employees’ personalities have an effect on how susceptible they are to stress. The most commonly used labels for these personality traits are Type A and Type B.

Type A personality is characterized by chronic feel- ings of a sense of time urgency, an excessive competitive drive, and difficulty accepting and enjoying leisure time.

Wang Zhiqian stands before the Airbus A320 aircraft she will fly as the first female pilot for Sichuan Airlines, a regional Chinese carrier. As a commercial airline pilot, Zhiqian has a career that ranks high on the list of the most stressful jobs. Task demands make commercial pilots’ jobs very stressful because pilots are responsible for the lives of their passengers and crews every time they fly. In the event of an emergency, pilots must handle unexpected and rapidly changing situations from poor weather conditions to equipment malfunctions.

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The opposite of Type A is Type B personality. Type Bs never suffer from time urgency or impatience. Until quite recently, it was believed that Type As were more likely to experience stress on and off the job. A closer analysis of the evidence, however, has produced new conclusions. Studies show that only the hostility and anger associated with Type A behavior are actu- ally associated with the negative effects of stress. And Type Bs are just as susceptible to the same anxiety-producing elements. For managers, what is important is to recognize that Type A employees are more likely to show symptoms of stress, even if organizational and personal stressors are low.

How Can Stress Be Reduced? As mentioned earlier, not all stress is dysfunctional. Since stress can never be totally eliminated from a person’s life, managers want to reduce the stress that leads to dysfunctional work behavior. How? Through controlling certain organizational factors to reduce job-related stress, and to a more limited extent, offering help for personal stress.

Things that managers can do in terms of job-related factors begin with employee selection. Managers need to make sure that an employee’s abilities match the job requirements. When employees are in over their heads, their stress levels typically will be high. A realistic job preview during the selection process can minimize stress by reducing ambiguity over job expectations. Improved organizational communications will keep ambiguity- induced stress to a minimum. Similarly, a performance planning program such as MBO will clarify job responsibilities, provide clear performance goals, and reduce ambiguity through feedback. Job redesign is also a way to reduce stress. If stress can be traced to boredom or to work overload, jobs should be redesigned to increase challenge or to reduce the workload. Redesigns that increase opportunities for employees to participate in decisions and to gain social support also have been found to lessen stress.27 For instance, at U.K. phar- maceutical maker GlaxoSmithKline, a team-resilience program in which employees can shift assignments depending on people’s workload and deadlines has helped reduce work-related stress by 60 percent.28

No matter what you do to eliminate organizational stressors, some employees will still be “stressed out.” And stress from an employee’s personal life raises two problems. First, it’s difficult for the manager to control directly. Second, there are ethical considerations. Specif- ically, does the manager have the right to intrude—even in the most subtle ways—in an employee’s personal life? If a manager believes it’s ethical and the employee is receptive, there are a few approaches the manager can consider.

To help deal with these issues, many companies offer employee assistance and wellness programs.29 These employer-sponsored programs are designed to assist employees in areas where they might be having difficulties such as financial planning, legal matters, health, fitness, or stress.30

CHAPTER 7 | MANAGING CHANGE AND INNOVATION 203

Right orWrong?

One in five companies offers some form of stress management program.26

Although such programs are available, many employees may choose not to participate.They may be reluctant to ask for help, especially if a major source of that stress is job insecurity. After all, there’s still a stigma asso- ciated with stress.Employees don’t want to be perceived as being unable to handle the demands of their job. Although they may need stress management now more than ever, few employees want to admit that they’re stressed.What can be done about this paradox? Do organizations even have an ethical responsibility to help employees deal with stress?

role ambiguity When role expectations are not clearly understood.

stressors Factors that cause stress.

role overload Having more work to accomplish than time permits.

role conflicts Work expectations that are hard to satisfy.

Type B personality People who are relaxed and easygoing and accept change easily.

karoshi A Japanese term that refers to a sudden death caused by overworking.

Type A personality People who have a chronic sense of urgency and an excessive competitive drive.

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Discuss techniques

for stimulating innovation.

7.4

204 PART THREE | ORGANIZING

Contemporary employee assistance programs (EAPs) are extensions of programs that began in U.S. companies in the 1940s.31 Companies such as DuPont, Standard Oil, and Kodak recognized that a number of their employees were experiencing problems with alcohol. Formal programs were implemented on the company’s site to educate these workers about the dangers of alcohol and to help them overcome their addiction. The rationale for these programs, which still holds today, is getting a productive employee back on the job as quickly as possible. An organization also can benefit in terms of a return on investment. It’s estimated that U.S. companies spend almost $1 billion each year on EAP programs. Studies suggest that most of these companies save up to $5 to $16 for every EAP dollar spent.32 That’s a significant return on investment!

In addition to EAP, many organizations are implementing wellness programs. A wellness program is designed to keep employees healthy.33 These programs vary and may focus on such things as smoking cessation, weight control, stress management, physical fitness, nutrition education, high-blood-pressure control, violence protection, work team problem intervention, and so on.34 Wellness programs are designed to help cut employer health costs and to lower absenteeism and turnover by preventing health-related problems.35

How Can Managers Encourage Innovation in an Organization? “The way you will thrive in this environment is by innovating—innovating in technologies, innovating in strategies, innovating in business models.”36

That’s the message IBM’s CEO Sam Palmisano delivered to an audience of executives at an innovation-themed leadership conference. And how true

it is! Success in business today demands innovation. Such is the rallying cry of today’s managers! In the dynamic, chaotic world of global competition,

organizations must create new products and services and adopt state-of-the-art technology if they’re going to compete successfully.37

What companies come to mind when you think of successful innovators? Maybe Sony Corporation, with its MiniDisks, PlayStations, AIBO robot pets, Cyber-shot digital cameras, and MiniDV Handycam camcorders. Maybe Toyota with its continual advance- ments in product and manufacturing process designs. What’s the secret to the success of these innovator champions? What can other managers do to make their organizations more innovative? In the following pages, we’ll try to answer those questions as we discuss the factors behind innovation.

How Are Creativity and Innovation Related? Creativity refers to the ability to combine ideas in a unique way or to make unusual associations between ideas.38 A creative organization develops unique ways of working or novel solutions to problems. For instance, at Mattel, company officials introduced “Project Platypus,” a special group that brings people from all disciplines—engineering, marketing, design, and sales—and tries to get them to “think outside the box” in order to “understand the sociology and psychology behind children’s play patterns.” To help make this kind of thinking happen, team members embarked on such activities as imagination exercises, group crying, and stuffed-bunny throwing. What does throwing stuffed bunnies have to do with creativity? It’s part of a juggling lesson where team members tried to learn to juggle two balls and a stuffed bunny. Most people can easily learn to juggle two balls but can’t let go of that third object. Creativity, like juggling, is learning to let go—that is, to “throw the bunny.”39 But creativity by itself isn’t enough. The outcomes of the creative process need to be turned into useful products or work methods, which is defined as innovation. Thus, the innovative organization is characterized by its ability to channel creativity into useful outcomes. When managers talk about changing an organization to make it more creative, they usually mean they want to stimulate and nurture innovation.

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CHAPTER 7 | MANAGING CHANGE AND INNOVATION 205

What’s Involved in Innovation? Some people believe that creativity is inborn; others believe that with training, anyone can be creative. The latter group views creativity as a fourfold process consisting of perception, incubation, inspiration, and innovation.40

Perception involves the way you see things. Being creative means seeing things from a unique perspective. One person may see solutions to a problem that others cannot or will not see at all. The movement from perception to reality, however, doesn’t occur instanta- neously. Instead, ideas go though a process of incubation. Sometimes employees need to sit on their ideas, which doesn’t mean sitting and doing nothing. Rather, during this incubation period, employees should collect massive amounts of data that are stored, retrieved, studied, reshaped, and finally molded into something new. During this period, it’s common for years to pass. Think for a moment about a time you struggled for an answer on a test. Although you tried hard to jog your memory, nothing worked. Then suddenly, like a flash of light, the answer popped into your head. You found it! Inspiration in the creative process is similar. Inspiration is the moment when all your efforts successfully come together.

Although inspiration leads to euphoria, the creative work isn’t complete. It requires an innovative effort. Innovation involves taking that inspiration and turning it into a useful product, service, or way of doing things. Thomas Edison is often credited with saying that “Creativity is 1 percent inspiration and 99 percent perspiration.” That 99 percent, or the innovation, involves testing, evaluating, and retesting what the inspiration found. It’s usually at this stage that an individual involves others more in what he or she has been working on. Such involvement is critical because even the greatest invention may be delayed, or lost, if an individual cannot effectively deal with others in communicating and achieving what the creative idea is supposed to do.

How Can a Manager Foster Innovation? The systems model (inputs � transformation process � outputs) can help us understand how organizations become more innovative.41 If an organization wants innovative products and work methods (outputs), it has to take its inputs and transform them into those outputs. Those inputs include creative people and groups within the organization. But as we said earlier, having creative people isn’t enough. The transformation process requires having the right environment to turn those inputs into innovative products or work methods. This “right” environment—that is, an environment that stimulates innovation—includes three variables: the organization’s structure, culture, and human resource practices. (See Exhibit 7-5.)

HOW DO STRUCTURAL VARIABLES AFFECT INNOVATION? Research into the effect of structural variables on innovation shows five things.42 First, an organic-type structure positively influences innovation. Because this structure is low in formalization, centraliza- tion, and work specialization, it facilitates the flexibility and sharing of ideas that are critical to innovation. Second, the availability of plentiful resources provides a key building block for innovation. With an abundance of resources, managers can afford to purchase innovations, can afford the cost of instituting innovations, and can absorb failures. Third, frequent communication between organizational units helps break down barriers to innova- tion.43 Cross-functional teams, task forces, and other such organizational designs facilitate interaction across departmental lines and are widely used in innovative organizations. Fourth, innovative organizations try to minimize extreme time pressures on creative activities

creativity The ability to combine ideas in a unique way or to make unusual associations between ideas.

wellness programs Programs offered by organizations to help employees prevent health problems.

employee assistance programs (EAPs) Programs offered by organizations to help employees overcome personal and health- related problems.

innovation The process of taking a creative idea and turning it into a useful product, service, or method of operation.

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206 PART THREE | ORGANIZING

despite the demands of white-water rapids environments. Although time pressures may spur people to work harder and may make them feel more creative, studies show that it actually causes them to be less creative.44 Finally, studies have shown that an employee’s creative performance was enhanced when an organization’s structure explicitly supported creativity. Beneficial kinds of support included things like encouragement, open commu- nication, readiness to listen, and useful feedback.45

HOW DOES AN ORGANIZATION’S CULTURE AFFECT INNOVATION? Innovative organiza- tions tend to have similar cultures.46 They encourage experimentation; reward both successes and failures; and celebrate mistakes. An innovative organization is likely to have the following characteristics.

� Accept ambiguity. Too much emphasis on objectivity and specificity constrains creativity.

� Tolerate the impractical. Individuals who offer impractical, even foolish, answers to what-if questions are not stifled. What at first seems impractical might lead to innova- tive solutions.

� Keep external controls minimal. Rules, regulations, policies, and similar organizational controls are kept to a minimum.

� Tolerate risk. Employees are encouraged to experiment without fear of consequences should they fail. Mistakes are treated as learning opportunities.

� Tolerate conflict. Diversity of opinions is encouraged. Harmony and agreement between individuals or units are not assumed to be evidence of high performance.

� Focus on ends rather than means. Goals are made clear, and individuals are encouraged to consider alternative routes toward meeting the goals. Focusing on ends suggests that there might be several right answers to any given problem.

STIMULATE INNOVATION

Structural Variables

• Organic Structures • Abundant Resources • High Interunit Communication • Minimal Time Pressure • Work and Nonwork Support Human Resource Variables

• High Commitment to Training and Development • High Job Security • Creative People

Cultural Variables

• Acceptance of Ambiguity • Tolerance of the Impractical • Low External Controls • Tolerance of Risks • Tolerance of Conflict • Focus on Ends • Open-System Focus • Positive Feedback

EXHIBIT 7-5 Innovation Variables

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CHAPTER 7 | MANAGING CHANGE AND INNOVATION 207

idea champions Individuals who actively and enthusiastically support new ideas, build support for, overcome resistance to, and ensure that innovations are implemented.

Innovation is paramount at Facebook, and the company’s culture stimulates the process of taking a creative idea and turning it into useful products and services. Like other innovative organizations, Facebook encourages experimentation and tolerance of conflict and risk and keeps rules and regulations at a minimum. The company insists that employees act like pioneers, asking questions no one has asked before and identifying new opportunities. At Facebook, part of the innovative process involves cutting loose and having fun, such as the employee shown here taking a brief break from work to play.

� Use an open-system focus. Managers closely monitor the environment and respond to changes as they occur. For example, at Starbucks, product development depends on “inspiration field trips to view customers and trends.” Michelle Gass, now the company’s executive vice president of marketing, “took her team to Paris, Düsseldorf, and London to visit local Starbucks and other restaurants to get a better sense of local cultures, behaviors, and fashions.” She says, “You come back just full of different ideas and different ways to think about things than you would had you read about it in a magazine or e-mail.”47

� Provide positive feedback. Managers provide positive feedback, encouragement, and support so employees feel that their creative ideas receive attention. For instance, at Research In Motion, Mike Lazaridis, president and co-CEO says, “I think we have a culture of innovation here, and [engineers] have absolute access to me. I live a life that tries to promote innovation.”48

WHAT HUMAN RESOURCE VARIABLES AFFECT INNOVATION? In this category, we find that innovative organizations actively promote the training and development of their members so their knowledge remains current; offer their employees high job security to reduce the fear of getting fired for making mistakes; and encourage individuals to become idea champions, actively and enthusiastically supporting new ideas, building support, overcoming resistance, and ensuring that innovations are implemented. Research finds that idea champions have common personality characteristics: extremely high self-confidence, persistence, energy, and a tendency toward risk taking. They also display characteristics associated with dynamic leadership. They inspire and energize others with their vision of the potential of an innovation and through their strong personal conviction in their mission. They’re also good at gaining the commitment of others to support their mission. In addition, idea champions have jobs that provide considerable decision-making discretion. This autonomy helps them introduce and implement innova- tions in organizations.49

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Understanding the Chapter

1. Why is managing change an integral part of every manager’s job?

2. Describe Lewin’s three-step change process. How is it different from the change process needed in the white- water rapids metaphor of change?

3. How are opportunities, constraints, and demands related to stress? Give an example of each.

4. Organizations typically have limits to how much change they can absorb. As a manager, what signs would you look for that might suggest your organiza- tion has exceeded its capacity to change?

5. Why is organization development planned change? Explain how planned change is important for organi- zations in today’s dynamic environment.

6. How do creativity and innovation differ? Give an example of each.

7. Research information on how to be a more creative person. Write down suggestions in a bulleted list format and be prepared to present your information in class.

8. How does an innovative culture make an organization more effective? Do you think an innovative culture could ever make an organization less effective? Why or why not?

9. When you find yourself experiencing dysfunctional stress, write down what’s causing the stress, what stress symptoms you’re exhibiting, and how you’re dealing with the stress. Keep this information in a journal and evaluate how well your stress reducers are working and how you could handle stress better. Your goal is to get to a point where you recognize that you’re stressed and can take positive actions to deal with the stress.

ApplicationsReview and

Chapter Summary

The symptoms of stress can be physical, psychologi- cal, or behavioral. Stress can be caused by personal factors and by job-related factors. To help employees deal with stress, managers can address job-related factors by making sure an employee’s abilities match the job requirements, improve organizational communi- cations, use a performance planning program, or redesign jobs. Addressing personal stress factors is trickier, but managers could offer employee counseling, time management programs, and wellness programs.

7.4 Discuss techniques for stimulating innovation. Creativity is the ability to combine ideas in a unique way or to make unusual associations between ideas. Innovation is turning the outcomes of the creative process into useful products or work methods. An innovative environment encompasses structural, cultural, and human resource variables.

Important structural variables include an organic- type structure, abundant resources, frequent communi- cation between organizational units, minimal time pressure, and support. Important cultural variables include accept ambiguity, tolerate the impractical, keep external controls minimal, tolerate risk, tolerate conflict, focus on ends not means, use an open-system focus, and provide positive feedback. Important human resource variables include high commitment to training and development, high job security, and encouraging individuals to be idea champions.

7.1 Define organizational change and compare and contrast views on the change process. Organizational change is any alteration of an organization’s people, structure, or technology. The “calm waters” metaphor of change suggests that change is an occasional disruption in the normal flow of events and can be planned and managed as it happens using Lewin’s three-step change process (unfreezing, changing, and freezing). The “white- water rapids” view of change suggests that change is ongoing, and managing it is a continual process.

7.2 Explain how to manage resistance to change. People resist change because of uncertainty, habit, concern about personal loss, and the belief that a change is not in the organization’s best interests. Techniques for managing resistance to change include education and communica- tion (educating employees about and communicating to them the need for the change), participation (allowing employees to participate in the change process), facilita- tion and support (giving employees the support they need to implement the change), negotiation (exchanging something of value to reduce resistance), manipulation and co-optation (using negative actions to influence), selecting people who are open to and accept change, and coercion (using direct threats or force).

7.3 Describe what managers need to know about employee stress. Stress is the adverse reaction people have to excessive pressure placed on them from extraordinary demands, constraints, or opportunities.

To check your understanding of learning outcomes 7.1 – 7.4 , go to

mymanagementlab.com and try the chapter questions.

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Understanding Yourself

Am I Burned Out? Burnout is when you’ve reached an overwhelming level of chronic and long-term stress. It can lead to exhaustion and diminished interest in activities, both work and personal. This instrument was designed to provide insights into whether you’re suffering from burnout.

INSTRUMENT Respond to each of the 21 items using the following scale:

1 = Never

2 = Once in a while

3 = Rarely

4 = Sometimes

5 = Often

6 = Usually

7 = Always

How often do you have any of the following experiences? 1. Being tired 1 2 3 4 5 6 7

2. Feeling depressed 1 2 3 4 5 6 7

3. Having a good day 1 2 3 4 5 6 7

4. Being physically exhausted 1 2 3 4 5 6 7

5. Being emotionally exhausted 1 2 3 4 5 6 7

6. Being happy 1 2 3 4 5 6 7

7. Being “wiped out” 1 2 3 4 5 6 7

8. “Can’t take it anymore” 1 2 3 4 5 6 7

9. Being unhappy 1 2 3 4 5 6 7

10. Feeling run-down 1 2 3 4 5 6 7

11. Feeling trapped 1 2 3 4 5 6 7

12. Feeling worthless 1 2 3 4 5 6 7

13. Being weary 1 2 3 4 5 6 7

14. Being troubled 1 2 3 4 5 6 7

15. Feeling disillusioned and resentful 1 2 3 4 5 6 7

16. Being weak and susceptible to illness 1 2 3 4 5 6 7

17. Feeling hopeless 1 2 3 4 5 6 7

18. Feeling rejected 1 2 3 4 5 6 7

19. Feeling optimistic 1 2 3 4 5 6 7

20. Feeling energetic 1 2 3 4 5 6 7

21. Feeling anxious 1 2 3 4 5 6 7

SCORING KEY To calculate your burnout score, add up your score for items 3, 6, 19, and 20. Then subtract that total from 32. To this number, add your direct scores for the remaining 17 items. Finally, divide this combined number by 21.

ANALYSIS AND INTERPRETATION Your burnout score will be somewhere between 1 and 7. The higher your number, the closer you are to burnout. The authors claim that scores below 3 indicate few signs of burnout. Scores between 3 and 4 suggest the need to examine your work life and reevaluate priorities with the intent of making changes. If your score is higher than 4, you are experiencing a number of signs associated with burnout. You need to take some action to address your problems. Scores above 5 indicate an acute state, requiring immediate professional attention.

Source: A. Pines and E. Aronson, “Why Managers Burn Out,” Sales & Marketing Management (February 1989), p. 38.

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Fundamentals of Management: Essential Concepts and Applications, Seventh Edition, by Stephen P. Robbins, David A. DeCenzo, and Mary Coulter. Published by Prentice Hall. Copyright © 2011 by Pearson Education, Inc.

 

 

210 PART THREE | ORGANIZING

FYIA (For Your Immediate Action)

Performance Pros

To: Tina Sanchez, HR Director From: Aaron Scott, President

Subject: Employee Stress Management Program

Well, Tina, we’ve made it through the initial phases of our restructuring efforts. The

changes haven’t been easy on any of us. But we’ve still got a long way to go, and

that’s where I need your assistance. To help minimize the pressures on our

software developers and sales staff, I think we need to develop an employee stress

management program that we could implement immediately. Our finances are such

that we don’t have a lot of excess funds available to spend on fitness equipment,

so you’re going to have to work within that constraint. Could you put together a

brief (no more than one page) outline of what you think this program should

include? Also, note the benefits you think each of your suggestions would provide.

I’d like some time to review your suggestions over the weekend, so please get me

your report as soon as possible.

This fictionalized company and message were created for educational purposes only. It is not meant to reflect positively or negatively on management practices by any company that may share this name.

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Fundamentals of Management: Essential Concepts and Applications, Seventh Edition, by Stephen P. Robbins, David A. DeCenzo, and Mary Coulter. Published by Prentice Hall. Copyright © 2011 by Pearson Education, Inc.

 

 

CASE APPLICATION

Eighteen thousand expired cans of sardines. A complete McDonald’sMcHappy Land play set. Fifty garden gnomes. That’s just a sam-pling of some of the weird stuff that 1-800-GOT-JUNK? customers have asked the uniformed people in the freshly scrubbed blue trucks to haul away. Based in Vancouver, British Columbia, Brian Scudamore, company founder and CEO says, “With a vision of creating the ‘FedEx’ of junk removal, I dropped out of university with just one year left to become a full-time JUNKMAN! Yes, my father, a liver transplant sur- geon, was not impressed to say the least.” By the end of 2008, however, the company had over 340 franchises in the United States, Canada, and Australia, and system-wide revenues of over $125 million.

Scudamore’s company has been described as a “curious hybrid” that blends the old and new economies. Although its product—hauling trash—has been done for hundreds of years, it relies heavily on sophis- ticated information technology and has the kind of organizational culture that most people associate with high-tech start-ups.

Information systems and technology have been important to the company’s growth. Scudamore says, “It has allowed us to expand all over North America. Our system has made the process easier.” The company’s call center does all the booking and dispatching for franchise partners. They also use the proprietary intranet to access schedules, customer information, real-time reports, and so forth. Needless to say, the company’s franchise partners tend to be pretty tech-savvy.

In addition, the company’s culture is a unique blend of fun and seriousness. There’s a quote posted in the head office that says “It’s all about people.” And those four simple words sum up Scudamore’s philosophy: Find the right people and treat them right. Since 2004, the company has been ranked by BC Business magazine as one of the best companies to work for in British Columbia. Grizzly, Scudamore’s dog, comes to the office every day and helps employees relieve stress by playing catch anytime, anywhere. Each morning at exactly 10:55, all employees at headquarters meet for a five-minute huddle, where they share good news, announcements, metrics, and prob- lems they’re encountering. Visitors to the office are also expected to join in. The open-concept floor plan encour- ages communication among all levels of staff—from top to bottom, and embodies the importance of the team environment.

Discussion Questions

1. Do you think 1-800-GOT-JUNK? faces more of a calm waters or white-water rapids environment? Explain.

2. What external and internal forces might create the need for the company to change? Be specific in describing these.

3. Using Exhibit 7-5, how could Brian Scudamore stimulate and nurture innovation at headquarters and with company franchisees?

4. What could other organizations learn about managing change, stress, and innovation from 1-800-GOT-JUNK?

Sources: B. Scudamore, “All You Need Is Tough Love,” Profit, December 2008/January 2009, p. 19; “Best Places to Work,” BC Business, December 2008, p. 85; P. Severinson, “Interview with Launi Skinner,” BC Business, September 2008, pp. 155–156; J. Straczewski, “Turning Up the Heat: Seeking a Solution to the Energy Price Squeeze,” Franchising World, September 2008, pp. 40–43; S. Kilcarr, “Small Players, Big Ideas,” Waste Age, September 2008, pp. 44–50; “Honor Roll,” Entrepreneur, July 2008, p. 100; J. Johnson, “1-800-Got Growth,” Waste News, June 9, 2008, p. 3; B. Scudamore, “Changing of the Guard,” Profit, June 2008, p. 22; J. Hainsworth, The Associated Press, “Canadian Company Finds Treasure in People’s Trash,” Springfield, Missouri News-Leader, April 24, 2006, p. 5B; and G. Stoller, “Rubbish Boy Turned Junk into His Career,” USA Today, June 13, 2005, p. 7B.

211

TREASURE FROM TRASH

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Fundamentals of Management: Essential Concepts and Applications, Seventh Edition, by Stephen P. Robbins, David A. DeCenzo, and Mary Coulter. Published by Prentice Hall. Copyright © 2011 by Pearson Education, Inc.