chapter  7
Changing and developing individuals
ByMike Robson, Ciarán Beary
Pages 11

Very recently a rather new way of looking at the context within which people are trying to create successful change has been developed. It is interesting and important enough in dealing with individuals to warrant inclusion here since it reveals a new dimension of the development process that people cannot afford to ignore. The management role is to achieve the best out of the resources that are being used, and without the ability to handle the emotional content that people bring with them to work, it is hard to see how this can be achieved. In the normal course of events when people's attitude to a certain issue is in balance people will not change it, since people do not tend willingly to create the kind of discomfort involved. Though simple, this theory is of profound importance in understanding human behaviour, and is certainly fundamental to the facilitator role.