Grounded in research
The concepts within Irrational Change are grounded in well-established research from the fields of psychology, neuroscience, behavioural science, entrepreneurship, and viral marketing. We read widely and apply what we read to the practice of leading or managing organisational behaviour change.
Where Irrational Change is different; we simplify and consolidate the concepts. We make them easy for you to understand and apply.
We apply the practical knowledge of the real world to the theory, giving you a compelling approach and toolkit to use. It is sector and geographically agnostic.
Awareness of the dynamics you are seeing, and their root cause, gives you the insight you need to apply good judgment. To work or lead smarter, not harder.
What is in the box?
We blend mainstream, human-based theories with those from adjacent fields, as well as developing and testing our own. We simplify concepts and apply them to the world of organisational behaviour change to drive the insights which help you work smarter, not harder.
Humans are Predictable
We believe that humans have predictable reactions to change and that this predictability gives us the insight we need to design, manage and lead change more effectively.
Irrational Change includes:
Practical application of the work by Elizabeth Kubler Ross, on grief and dying.
The use of Daniel Kahnemanns work on thinking fast and slow, and how our brains work, in the world of change.
Inspiration from Dan Ariely and his work in the field of behavioural science and cognitive biases. Dan coined the phrase Predictably Irrational.
For motivation, Maslow’s Hierarchy of Needs remains relevant, especially the need for safety, we include the psychological safety work pioneered by Amy Edmondson.
Darryl Conner’s book ‘Managing at the speed of change’ remains our source of roles within change.
The approach includes our own work on
The importance of safety in motivation.
E=MC3, calculating your likely success (Execution), based on your Motivation and the 3 Constraints of Leadership.
The cognitive biases which drive irrationality in change, leading to how Humans are Predictable.
A toolkit and tactics which recognises and assesses our biases and helps you mitigate the impact.
Tribes and Leadership
Leadership is the #1 driver of organisational change. We look wider into tribal behaviours, culture as well as what leaders do, how they signal and inspire their teams.
Irrational Change includes:
Our application of Edgar Scheins seminal work on organisational culture, and how leaders signal.
Insights from the Robbers Cave experiment are applied to breaking down barriers and silos.
Robert Dunbar’s research on meaningful relationships focuses our efforts when it comes to building relationships.
We have interpreted Daniel Goleman’s work on Emotional Intelligence, into a simple, three-step process.
We refer to Barbara Fredrickson’s work on Positivity and the Impact of negative thinking, powerful.
Richard Boyatzis’s work on the power of positive thinking underpins our practical approach to renewal.
The approach includes our own work on
The dynamics of tribes and how they impact our motivation and the choices we make.
Why Boss Squared counts, the limitation of leadership influence.
Trust and empowerment, creating agile, flexible and resilient teams.
Creating empathy with intention and establishing trusted relationships.
The power of conviction in creating behavioural change.
Applying positive thinking to improve persuasion, resilience and empowerment.
Outside the box
We look wider than the traditional methods of ‘change’, applying practices from adjacent or disruptive fields too.
Irrational Change includes theories of:
Viral marketing: creating sticky messages, inspired by Jonah Berger and adapted for you.
Entrepreneurship: we apply lessons from entrepreneurs in how to pitch, market, and sell an idea.
Storytelling: how to engage the emotions and create long-lasting change.
The approach includes our own work on
Assessing the Point of Value and the Moment of Choice through the 3 Killer Questions.
Crafting your authentic leadership story.
Applying cognitive biases to effective decision-making.
Techniques for effective influence and persuasion.
Where to next?
Intrigued, what can we interest you in next?
