Behaviour change programs fail more often than they succeed. Failure is avoidable, but not if we keep attempting change the same way.
Negotiating Change is the culmination of decades of work with global corporations in ethics, communications, behaviour change and regulatory and social compliance. The book provides a text for corporate leaders, their advisors and academics and students from several disciplines to explain why the current approach to behaviour change and compliance fails, and documents why the author's approach has been successful in more than 60 countries. The book synthesises research insights from evolutionary psychology, behavioural sciences, neuroscience and neurochemistry into a practical guide. It explains why systems for behavioural guidance and control based on beliefs, religions, ethics, cultures and the law are ineffective in our globalised, hyper-connected, multi-cultural world.
The author proposes that harm, first introduced by Hippocrates to guide the practice of medicine, provides a more useful linguistic model to engage. Harm and the Harm Principles provide an objective, independent and universal measure for assessing behaviour, applying equally regardless of race, religion, gender, age or status. Harm is culturally neutral and operates independently of laws, philosophies or codes of conduct. Harm transcends geography and time. Corporations are particularly vulnerable as they operate not just across jurisdictions and cultures, but their behaviour is influenced by the very nature of incorporation, corporate structure and stock-market pressure.
Negotiating Change contains tools for boards and senior executives who want to build a more trustworthy organisation. It will not stop bad people doing bad things, but at least the self-righteous mask of legality will be removed.
About the Author: Mike Lotzof specialises in organisational change leadership and communications. His programmes have assisted corporations in more than 60 countries to become more resilient and reduce risk by strengthening their culture and improving interpersonal and organisational communications. The largest single programme involved 16,000 managers and 110,000 staff in 53 countries and 22 languages.
