A rule of thumb is a general principle of how to behave. It determines what is useful and easy to do under certain circumstances. Rules are commonly used to resolve challenges quickly and to give an adequate response. This makes them highly efficient. We no longer have to think about the solution or reaction. However, there is a serious downside. Rules can easily mislead, especially when existing rules turn out to be pitfalls.
In psychology, pitfalls are self-destructive ways of thinking, feeling and acting. They usually prevent someone from reaching their objective. This can also be the case in change. Most change initiatives fall short of their objective in the way we presently change. Apparently many habits stand in the way of successful behaviour change. Typical examples are presenting behaviour in a general and abstract way, creating events that make no impression, the fear of striking a nerve, holding on to dysfunctional thoughts, doing nothing with the physical environment, not openly giving support, lack of showing appreciation, and last but not least not investing in educating employees how to change their own behaviour.
Rules and pitfalls are two sides of the same coin. Both can be present in an organisation and seriously counteract each other when they are opposing forces. This might happen when conditions, opinions and core messages are contradictory. Often this will cause ambivalence, forcing the practice of new behaviour to stagnate and loose its purpose. Keep this in mind when creating rules that play out to be pitfalls, especially when trying to impose behavioural change.
Behaviour change is simply starting to act differently. So what if someone does not begin practicing? Then we normally refer to this as resistance to change and lack of will. But is this always the case? Could the assumption of unwillingness be a pitfall? Unwillingness is noticeably not cooperating or even actively sabotaging an initiative. It is deliberately saying no, agreeing to start but not following through or openly opposing change. Often out of personal interests or the conviction that the proposed change will not solve anything or even make things worse. So, when considering this, resistance is in many instances not the issue. There are other forces at work that prevent someone from taking the initiative to start. Forces like:
- Ambiguity (must I do something while management is responsible)
- Ambivalence (should I do it in the old way or the new way)
- Disinterest (this does not concern me, I do not really care)
- Incomprehension (what is meant or what is the purpose of this)
- Unclarity (what do you ask from me, what do you expect)
- Incompetence (I have no clue how to change)
- Disbelieve (what can I do about this or I can’t change)