Monitor on Psychology - May 2012 - (Page 65)

S TAT E L E A D E R S H I P C O N F E R E N C E APA CEO Dr. Norman Anderson and APA President Dr. Suzanne Bennett Johnson present a 2012 Psychologically Healthy Workplace Award to Lena Fowler, chairwoman of the Coconino County Arizona Board of Supervisors. But most organizations believe change is hard, said Dan Heath, co-author of the 2010 book “Switch,” in a keynote address at the ceremony. Psychological research can help both organizations and individuals change for the better, he said, citing as one example the work of Jonathan Haidt, PhD, at the University of Virginia. Haidt, he said, explained the difficulty of making changes by comparing the brain to an elephant — representing the brain’s emotional side — being ridden by a man who think he’s in charge — representing the brain’s rational side. When organizations want to change things, Heath said, they typically appeal to the elephant’s rider with PowerPoints and data. “Meanwhile, there’s an elephant in the brain of every employee that is comfortable with the way things worked last year,” he said. Heath proposed a three-part alternative: Giving the rider direction. When the rational mind receives too much data, said Heath, it can get stuck in “analysis paralysis.” He offered as an alternative the example of Jerry M AY 2 0 1 2 • M O N I T O R O N P S Y C H O L O G Y Sternin, who was sent to Vietnam to tackle child malnutrition. Data suggested that to solve the problem, Sternin would have to reform the education system, ensure clean water and eliminate poverty — all “true but useless” information, said Heath. Instead, Sternin went to a single village, explored what mothers of well-nourished kids were doing differently than other moms and had them teach their peers how to do it. Instead of asking what the problem is and how to solve it, said Heath, Sternin asked what worked and how to clone it. Within six months, two-thirds of the village’s children were better-nourished, and the approach has spread worldwide. Using emotion to motivate the elephant. Emotions — not facts — are what motivate people, said Heath. At one big manufacturing company, for instance, a finance department employee noticed that the company’s factories were making their own deals with vendors, even after he explained that centralized purchasing could save the company $1 billion over a decade. Frustrated, he collected sample work gloves from every factory, attached the prices paid for them and dumped all 424 65 Rachel Smith Photography

Table of Contents for the Digital Edition of Monitor on Psychology - May 2012

Monitor on Psychology - May 2012
Letters
President’s Column
Contents
From the CEO
Math + science + motherhood = a tough combination
The rights of indigenous people take center stage at AAAS meeting
Interdisciplinary programs that are leading the way
Good Governance Project moves into its next phase
APA publishes third edition of seminal ADHD book for kids
Government Relations Update
In Brief
Random Sample
Judicial Notebook
Psychology’s first forays into film
Time Capsule
Questionnaire
Presidential programming
Obesity researchers receive lifetime achievement awards
Top speakers for psychology’s top meeting
Science Watch
Homing in on sickle cell disease
Psychologist Profile
Alone in the ‘hole’
Public Interest
State Leadership Conference ‘12
Perspective on Practice
Education tops council’s agenda
Meet the candidates for APA’s 2014 president
Presidential election guidelines
Division Spotlight
American Psychological Foundation
Support for sexual miniorities
Personalities

Monitor on Psychology - May 2012