21-2-2019 www.RdHTraining.nl I'll explain it to you Visie one more - - PDF document

21-2-2019 1

www.RdHTraining.nl

Visie ‘‘I'll explain it to you

• ne more time…’

Waarom RdH Training?

Omdat wij samen met u resultaten bewerkstelligen, onder andere door middel van:

• 1. Leiderschapsontwikkeling
• 2. Team- en organisatieontwikkeling (continuïteit)
• 3. Coachen naar beweging- verandering (individueel,

teams en groepen)

• 4. Loopbaanontwikkeling (gecertificeerd TMA partner

http://www.tmamethod.com/NL/)

• 5. Persoonlijke effectiviteit (verzuimreductie en

werkvreugde)

• 6. Motiverende Gespreksvoering implementeren

www.RdHTraining.nl

21-2-2019 2 Breaking news this morning! Watching TV causes baldness!

Damage especially cuased by watching at the end of the day: After 3 years hair loss; After 5 years 90% are bald

What do you do?

• 1. I keep watching pre-contemplation
• 2. I’m in doubt: maybe it’s better to watch less - contemplation
• 3. I want to change, but how can I do that? preparation
• 4. I stop watching televison immediately action

Stages of change

Pre-contemplation

Contemplation Decision making Preparation Action New behavior Relapse

21-2-2019 3 Be ready for….

15 % 55 % 15 % 15 %

Pre-contemplation Decision making Action Contemplation

21-2-2019 4

The call for change

• ften comes

from the wrong person!

Emily Bobrow is a journalist and regular contributor to The Economist and the Wall Street Journal.

21-2-2019 5

‘‘I'll explain it to you one more time…’

Self-determination theory

21-2-2019 6 Self-determination theory

Need for Autonomy: people have a need to feel that they are the masters of their own destiny and that they have at least some control over their lives; most importantly, people have a need to feel that they are in control

• f their own behavior.

Need for Competence: people have a need to build their competence and develop mastery

• ver tasks that are important to them.

Need for Relatedness (also called Connection): people need to have a sense of belonging and connectedness with

• thers; each of us needs other people to some degree.

Self-determination theory

A self-determined individual is someone who:

• Believes she is in control of her own life.
• Takes responsibility for her own behavior (taking credit and

blame when either is warranted).

• Is self-motivated instead of driven by others’ standards or

external sources.

• Determines her actions based on her own internal values

and goals.

21-2-2019 7 Self-determination theory

Marshall, Graham & Hine, Donald & East, Miriam. (2017).

CAN COMMUNITY-BASED GOVERNANCE STRENGTHEN CITIZENSHIP IN SUPPORT OF CLIMATE CHANGE ADAPTATION? TESTING INSIGHTS FROM SELF- DETERMINATION THEORY.

What is more effective in this Australian experiment?

a community-based scenario in which community members were afforded a high level of autonomy in designing and allocating funding within a trust fund to help their community adapt to climate change.

• r

a government-centred scenario in which decision making regarding the trust fund remained with government officials.

Self-determination theory

Marshall, Graham & Hine, Donald & East, Miriam. (2017).

CAN COMMUNITY-BASED GOVERNANCE STRENGTHEN CITIZENSHIP IN SUPPORT OF CLIMATE CHANGE ADAPTATION? TESTING INSIGHTS FROM SELF- DETERMINATION THEORY.

What is more effective in this Australian experiment?

a community-based scenario in which community members were afforded a high level of autonomy in designing and allocating funding within a trust fund to help their community adapt to climate change

• r

a government-centred scenario in which decision making regarding the trust fund remained with government officials

Ambivalence

am·biv·a·lent [am-biv-uh-luhnt] adjective 1 having mixed feelings about someone or something; being unable to choose between two (usually opposing) courses of action: am·biv·a·lence [am-biv-uh-luhns] noun 1 the presence at the same time or one after the other

• f opposing values

2 [psych.] the simultaneous presence and expression

• f opposing tendencies

21-2-2019 8 Ambivalence

Ambivalence ‘I want to…or I don’t want to…’

No Change Change Downsides

• f not

changing Advantages

• f not

changing Downsides

• f

changing Advantages

• f

changing

People are generally better persuaded by the reasons which they have themselves discovered, than by those which have come into the mind of

• thers.”

Blaise Pascal, Pensées, (1670)

What can be learned form other attempts to change behavior?

Smoking in The Netherlands

21-2-2019 9 Evoke language of change

• 1. Why do you want to change this?
• 2. Suppose you decide to do it, how would you go about

it?

• 3. Which are the 3 best reasons to do this?
• 4. How important is this change on a scale of 0 to 10?
• 5. Why X (eg. 4) instead of 2-3?
• Summarize and ask: what is your idea now?

Provide information effectively

Ask permission: May I…? Elicit: What do you know about..? Provide: What we know about… Research has shown that… It is our experience that… Etc. Elicit: What would that mean to you? How does that apply to you?

21-2-2019 10 Conclusions

• Start with those people who fully accept the

reality of climate challenge

• Do not use Fear factors to promote behavior

change

• Focus on practices that have strategic value
• Support people change certain social

practices (often called 'habits')

Conclusions

• Do not focus on creating sustain talk but evoke

change talk

• Design the change in a way that promotes social

diffusion to shift social norms and shape political will at a local level

• Involve all stakeholders – high level autonomy,

competence & relatedness

Thanks for your attention We commit ourselves to your results

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