What We Stand For
Our Core Beliefs
Our Core Beliefs Drive Everything We Do
Social Psychologists have identified Cognitive Dissonance, or Cognitive Consistency, as a strong motivator of human behavior.
In essence, people are motivated to balance their feelings, their actions, and their beliefs. If people behave in ways that conflict with their beliefs, they feel badly. Those negative feelings persist until they change their actions or their beliefs. In most cases, their beliefs will remain intact, and they will modify their future actions to be more consistent with their beliefs.
The services that we have developed for our clients are in harmony with our core beliefs. Understanding our beliefs will give you a window into our motivations.
Business managers and executives very often say to us with pride that their people are their company's most important asset. If those assertions were true, managers and executives would know much more about what makes people do what they do. If they were true, there would be no Dilbert, and Scott Adams would probably still be working for the phone company.
In our opinion, very few business managers understand or apply the fundamentals of human behavior, the unconscious urges that cause people do what they do. Consequently, managers and executives are not getting the level of performance they should expect from their company's most important asset!
To understand what makes people do what they do, look to the psychologists and the sociologists. They have researched human behavior far more broadly, more deeply and more precisely than most business managers, executives, and investors have.
More and more of the thought leaders in the leading business schools are psychologists and sociologists. Rosabeth Moss Kanter, Amos Tversky, and Daniel Kahneman come quickly to mind as good examples.
Rosabeth Moss Kanter, a sociologist, is a Professor of Business at the Harvard Business School, a noted management consultant, and a prolific author of business books since 1977.
Dr. Kahneman, a psychology professor at Princeton University, was awarded the Nobel Prize for Economics in 2002 for his work with Amos Tversky in economic research resulting in the Behavioral Economic Model, which was recognized by the Nobel Committee on Economics as "finally debunking the Rational Model".
Since 1776 or even earlier, the so-called Rational Economic Model has stood on the beliefs that people behave rationally in economic situations, in pursuit of their own self-interests, and that an "invisible hand" manages the systems for the good of the population as a whole. Because of the invisible hand, more recently termed "unseen market forces", economic systems cannot be studied experimentally.
Dr. Kahneman saw those claims some 4 decades ago, said something like balderdash, and began to research economic systems. The resulting Behavioral Model asserts that people behave the same in economic systems as they do in any other systems—irrationally! They go with their intuitions, with the unconscious part of their brains. A few innovative companies such as HP during its first 50 years and more recently Apple and Google have very successfully adopted some of the elements of the Behavioral Economic Model.
We help our clients to apply the Behavioral Economic Model into their companies to capture the huge competitive advantages it offers in the quest for customers against those sticking with the default Rational Economic Model.
Click on these links to see more specific, more in-depth presentations of the most important elements of our Core Beliefs: