When I taught at the
17th Air Force Leadership School in the 80’s, we taught
our students about the differences of values, attitudes and behavior.
At that time, the US
Air Force was at the leading edge of how to successfully integrate
people from a wide range of backgrounds into a cohesive harmonized
group.
During the 80’s,
many large corporations were actually studying the Air Force model to
try to build better cooperation and collaboration within their
companies. The companies that Forbes listed over the years as
companies of excellence, with high satisfaction and productivity
among their employees, were companies that had adopted the Air Force
model.
Right now, you may
not see this so much, but that is because the contract media has been
deep into a demoralization campaign for several decades.
Mainstream media does not reflect reality.
During that time the
military was still early in the process of integrating women into the
force. I was at the front edge of that process. I was often the
first woman that the men had to work with, and I can attest to the
fact that they struggled to make that adjustment.
Real racism was
still an issue back then, too.
The Air Force did
some research and discovered that it is difficult to influence a
person’s attitude.
It’s almost
impossible and not worth the effort to try to change a person’s
values. But, you can have what is called “standards of behavior”
required.
The reason for this
is that people’s self-identities are tied to their values, and to
some degree to their attitudes. When you try to change someone in a
way that they self-identify, it triggers their survival mechanisms,
and they resist the change.
Or to phrase it in
way used in pharmacy terms, they become antagonistic to the
efforts to change them.
The Air Force
decided to bypass trying to change a person’s values or attitudes
and instead focused on the behaviors. The decision to focus on
behavior essentially solved the integration problem for the
Air Force.
People could feel or
think whatever they wanted, as long as that didn’t show up in their
behaviors in the work place.
This is essentially
the gist of professionalism.
A way of behaving
that allows smooth, harmonious interactions in the workforce.
The natural result
is that as people worked more harmoniously together, their attitudes
and values shifted to be more respectful of each other.
A couple of rules of
thumb came from this research.
-
Praise in public. Criticize in private. (To mitigate triggering the brain’s survival mechanisms.)
-
When counseling, focus on the behavior, not the person. (Which would include their attitudes and values.)
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