To understand and address the complexities of organizational problems, we must dive deeply into their structure. Corporate problems can be categorized in numerous ways—system problems, communication problems, skills deficits, personality issues, interpersonal conflicts, financial challenges, market difficulties, research and development roadblocks, stress, and more. But what underlies these problems? What overarching element connects and drives them?
The answer is surprisingly simple: thinking. This fundamental aspect shapes systems, communication, skills, relationships, and self-perception. Dysfunction in organizations often stems from faulty patterns of thinking—especially cognitive distortions and biases.
The Power of Thinking: A Core Concept
As the age-old adage goes, “As you think, so you are.” Your thinking determines how you act, relate, and navigate the world. Chris Argyris, a leading theorist in organizational development, explored this in his book, Knowledge for Action: A Guide to Overcoming Barriers to Organizational Change (1993). While not explicitly labeling these as thinking problems, Argyris highlighted the barriers stemming from people’s “theory-in-use.”
Theory-in-Use vs. Espoused Theory
- Espoused Theory: The beliefs, values, and intentions you consciously express—your explicit “model of the world.”
- Theory-in-Use: The deeply ingrained patterns of thought and behavior you unconsciously follow—your automatic responses.
The disconnect between these two can create dysfunction. Theory-in-use is often riddled with cognitive distortions and biases that remain uncorrected until updated with more mature, adult thinking patterns.
Addressing Cognitive Distortions
In Neuro-Semantics, updating one’s theory-in-use involves correcting cognitive distortions and adopting effective thinking strategies. This includes learning tools like the Meta-Model, choosing useful meta-programs, and embracing structured frameworks like Thinking for Humans.
Defensive Organizational Routines: Barriers to Change
Argyris identified defensive organizational routines as significant obstacles to change. These are patterns of behavior that leaders and managers fall back on to avoid discomfort or conflict. Examples include:
- Blaming
- Exaggerating
- Avoiding difficult discussions
- Covering up issues
- Selective perception
- Wishful thinking
- Empire building
- Creating “undiscussables”
- Fear of confrontation or upsetting the status quo
These behaviors, driven by cognitive distortions, disrupt effective communication and organizational progress.
The Role of Conversation
Argyris emphasized that conversations are the linchpin for understanding reality and operating effectively. Words, when used thoughtfully, can drive action and transformation. However, miscommunication often arises from three problematic patterns:
- Advocating without Examples: Presenting ideas without explaining your reasoning or providing supporting evidence can come across as manipulative and controlling.
- Evaluating without Testing: Sharing opinions or judgments without allowing others to test or challenge them creates a judgmental and alienating environment.
- Attributing without Feedback: Making assumptions about others’ behavior without inviting their input can feel imposing and one-sided.
Building Effective Organizational Thinking
Organizations thrive—or falter—based on the quality of thinking within them. To foster meaningful corporate change, leaders must focus on cultivating better thinking habits. This can be achieved through programs like:
- Brain Camp I: Thinking for Humans – Developing foundational cognitive strategies.
- Brain Camp II: Executive Learning – Enhancing leadership learning capabilities.
- Brain Camp III: Executive Decision-Making – Mastering high-level decision-making.
By addressing the root causes of organizational challenges—how we think and communicate—we can build stronger, more adaptive organizations.
Conclusion
Organizational change begins with better thinking. By addressing cognitive distortions, fostering open conversations, and aligning theory-in-use with conscious intentions, we can dismantle defensive routines and create environments that thrive on clarity, collaboration, and purpose. The key to transformation lies in thinking—so let’s start there.
Curated by Danielle Tan.
Reference:
- [Certified_meta-coach] 2024 Morpheus %51 ORGANIZATIONAL CHANGE VIA BETTER WAY OF THINKING by L. Michael Hall, Ph.D. Executive Director, ISNS.
