About Bob Marshall

Organisational therapist specialising in knowledge-work organisations.

Public Notes


Recent Activity

  • Bob shared from The Art and Science Of Changing People Who Don't Want To Change by Reut Schwartz-Hebron
    Traditional change efforts will often guide organizations to first build a culture of trust as a platform for growth and for the success of future initiatives. When trust already exists in teams, it's indeed a valuable platform. When trust doesn't exist, the first stage shouldn't be building trust, it should be getting people to acquire the Key Strategies that will change the way people resist and react.
    Note: Trust is a nice-to-have, not a prerequisite, for effective change to happen
  • Bob shared from The Art and Science Of Changing People Who Don't Want To Change by Reut Schwartz-Hebron
    Granted, you can't change everything about people. On top of that, not everything about who we are comes from synaptic activity. There are genetic and other influences as well. Knowing the boundaries of the systems you are using is very important. But within those boundaries there is still a lot more you CAN do.
    Note: Recent scientific discoveries mean we could do much more to effect meaningful and lasting change
  • Bob shared from The Art and Science Of Changing People Who Don't Want To Change by Reut Schwartz-Hebron
    In general terms, every time you do something two different systems are activated in your brain: the EBS deals with the experience of what you are doing while the KBS stores the information about what you do. The experience is very different than what you know about the experience. The Experience Based System (EBS) is designed to work as a sort of internal simulator, giving people the ability to learn nuances and adjust responses according to experience.
    Note: There are basically two systems within the human brain (or 3, according to the Chimp Paradox)
  • Bob shared from The Art and Science Of Changing People Who Don't Want To Change by Reut Schwartz-Hebron
    While scientists don't know enough about turning knowledge into behavioral change, they do know enough about communicating with the EBS directly. Instead of using the knowledge system-cortical consolidation route, you can change people by directly engaging their EBS.
    Note: People can change (and be changed) through direct engagement of their EBS (Experience Based System)
  • Bob shared from The Art and Science Of Changing People Who Don't Want To Change by Reut Schwartz-Hebron
    science tells us that trying to achieve behavioral change through more information and better logic will result in 2%-10% of people making needed adjustments. Getting people to change by giving them more knowledge is applicable when people already know how to change themselves.
    Note: Until science better understands Cortical Consolidation...