It's only a theory!
We tend to use the word theory as though it only has one meaning. We say, in a disparaging way, "it's only theory" or "well that's the theory anyhow". Here’s why that is a grave mistake for organisational leaders and members.
A Theory might be either:
- A well-substantiated explanation of some aspect of the natural world; an organized system of accepted knowledge that applies in a variety of circumstances to explain a specific set of phenomena
- A tentative theory about the natural world; a concept that is not yet verified but that if true would explain certain facts or phenomena.
The second meaning demonstrates thought. The first meaning is the one we are interested here, because these theories are supported by evidence, help us understand things, and help us predict what happens if....(just fill in the blanks). Theories helped us get to the moon, create most of our medicines (some were accidental), develop the multitude of materials used to produce our products - and so on. Theories apply to all the sciences - engineering, chemistry, and also to the behaviours of ‘people’. Much research time is spent in creating and supporting theories that help us understand the behaviour of people. What this means is that scientifically supported behavioural theories have been demonstrated to be valid, and may be useful to us. Perhaps these theories could be used much more often to help understand how to make organisations functions better (performance / productivity / profit) AND be a better place to work.
- We know so much about communication - yet communication remains poorly understood and practiced in organisations.
- We know so much about motivation - yet motivation is more likely to be killed than fostered.
- We know so much about creativity, innovation, performance, and other topics that currently remain problematic to organisations, yet the helpful theories are ignored.
If so many behavioural rules (e.g. Pareto's 80/20 rule), laws (reciprocity), and theories (motivation, locus of control) are available to help prevent the problems in the first place, why are they not used?.
Why theories, rules and laws are ignored:
- Don't believe in 'theories'?
- Hopefully we have dealt with that above. Try those theories that have been supported by subsequent research. Use them. Test them. (Properly)
- Don't know what the theories are?
- And unfortunately, there isn't a handy list of 'tested & supported theories', but the information is available via the appropriate journals (State Libraries and universities).
- Don't have time to attend libraries and search for the theories.
- Yes, time is at a premium within an organisation, and it takes a loooonng time to find the useful and supported (tested) theories. Fortunately, there are people (academics - consultants) who are familiar with the topics, or know ehre to find them, and can make lists of theories that seem relevant to the needs of specific organisations or sections of the organisations.
- Even with the journals in hand, don't have time / inclination to read the journals and decipher what they mean to the organisation.
- Mostly true, and furthermore the documents are written in a language that is not businesslike. Fortunately, the same academics and/or consultants can summarise the relevant theories, describe potential value in objective and subjective terms, and suggest how to put them to work.
Why organisations should embrace theories, rules and laws:
The application of behavioural theories within organisations HAS BEEN SHOWN TO WORK - PROFITABLY. Return on investment shows consistent improved value - above most other investment options. Furthermore, change efforts that are applied based on scientifically tested procedures - are more often successfull, while those based on ‘feeling’ or fad will usually fail.
|
