know how to change
The ability to change is a decisive factor for the innovation, efficiency, profitability and sustainability of the business. However, just recognizing the need for change is not enough; there needs to be an understanding of HOW to execute the change. The theories that serve as guidelines for interventions by Kampas value conscious and unconscious aspects at organizations.
Systemic-psychodynamic approach By combining the concepts of psychoanalysis and of the group and open systems theories, simultaneous – and equally relevant – consideration is given to what occurs with people, the relationships established between them, the resulting group dynamic and organizational (system) needs.
This approach has proven to be most effective in dealing with the complexity of corporate environments, because organizations are not just rational and logical. To the contrary, decisions and processes are subject to various factors, such as: desires, fantasies, conflicts, defensive attitudes and anxiety – which can be conscious or unconscious, while also oftentimes contradicting one another.
The systemic-psychodynamic approach therefore enables interventions to be identified and structured while considering what happens at the organization as a result of the intrapsychic and interpersonal world of its professionals.
Adult development theory This is related to an adult's ability to gradually develop increasingly complex manners of interpreting and acting on the reality around him or her.
Development of leaders is not a simple challenge, since the “curriculum of modern life” requires that an adult have advanced mental and emotional skills, including:
- Ability to tolerate ambiguities
- Insight to recognize the interconnectivity between facts
- Intent to act to transform reality
- An ability to co-create innovative solutions
Transition process In complex situations, such as mergers and acquisitions, restructuring of areas, strategy changes, conflict between partners, career transition, arrival of a new leader or succession at companies, the greatest obstacle is not resistance to new things.
Instead of seeing the situation as a one-time occurrence and looking for quick-fix solutions, people need to know HOW to change. All change should be understood as a Transition Process where a person has to let go of what they already know and appropriate the future. Between these two moments, there is a “neutral zone” – a great opportunity for growth and learning.
The Transition Process is characterized by three stages which should be respected to create effective changes:
- Detachment from what is already known – a phase characterized by a feeling of loss
- Tolerance and coexistence between the old and the new – a phase characterized by insecurity and anxiety caused by a lack of knowledge regarding the future (neutral zone)
- Appropriation of the future – a phase characterized by clarity in relation to the new reality and the achievement of autonomy for continual development