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Module-1

Personal Change
Personal Change

Self awareness

Self analysis

Self esteem

Self efficacy
Self Analysis
 Personal SWOT analysis
 Self analysis has to do with analyzing oneself,
when an individual understand himself the
change process becomes easier and
comfortable.
 Suitable aptitude.
 Capable of handling roles and responsibility.
 Stress tolerance level
SELF AWARENESS

 When you know who you are, you may


have to change; and some people just
do not want to change because
changing demands effort!
 Self-awareness requires honesty and
courage ... to get in touch with what we
are thinking and feeling and to face the
truth about ourselves.
 Aptitude for a given job
 Handling various job & responsibilities
 What motivates & drains one’s energy
 One’s stress tolerance level
 -analysis of one’s meaningful
relationship with others
Self-awareness
 Knowing your own strengths, limitations,
needs, values, biases, skills, trust radius,
intentionality, pressures, resilience, internal
signals, etc.
 Emotional self-awareness: recognizing
emotions and their effects
 Accurate self-assessment: knowing strengths
and weaknesses
 Self-confidence: strong sense of self-worth
and capabilities
Self awareness

The better you understand


yourself, the better you are able
to accept or change who you are.
Being in the dark about yourself means
that you will continue to get caught up in
your own internal struggles and allowed
outside forces to mould and shape you.
Self awareness
 How we see ourselves may be clouded
by the feedback messages we received
about ourselves from others. But how
could anyone know more about you than
you? They do not feel your emotions or
think your thoughts; they do not face the
issues that you wrestled with.
 Some people may not be prepared to
face the truth about themselves.
Self awareness
Self- Social
Awareness Awareness
• Emotional • Empathy
Self-Awareness • Organizational
• Accurate Awareness
Self-Assessment • Service Orientation
• Self-Confidence

Self- Social Skills


Management • Developing Others
• Leadership
• Self-Control • Influence
• Trustworthiness • Communication
• Conscientiousness • Change Catalyst
• Adaptability • Conflict Management
• Achievement • Building Bonds
Orientation • Teamwork &
• Initiative Collaboration
Self awareness
 Knowing your limits, hot buttons, edges, etc.
and being able to stop your reactions before
these points in order to make more
appropriate choices for response
 Self-control: keep impulses under control
 Trustworthiness: Maintaining standards of
honesty and integrity
 Conscientiousness: responsibility in managing
oneself
 Adaptability: flexibility in adapting to change or
obstacles
Motivation:

 Knowing how to initiate effort, direct


effort, and maintain effort for yourself
under any circumstances
 Achievement Orientation: guiding drive
to meet and internal standard of
excellence
 Initiative: Readiness to act
Social Skills:
 The ability to interact with, communicate with , and
influence others effectively
 Developing Others: sensing needs and bolstering
abilities
 Leadership: Inspire and guide
 Influence: use interpersonal influence tactics
 Communication: send clear and convincing
messages
 Change Catalyst: initiate and manage change
 Working with Others
 Conflict Management: resolve disagreements
 Building Bonds: build relationships with others
 Teamwork & Collaboration: work w/others
shared goal
Self-awareness Questions
 What are your strengths?
What are your weaknesses?
 How do your friends describe you?
Do you agree with their descriptions? Why or
why not?
 List two situations when you are most at ease.
What specific elements were present when
you felt that way?
 What types of activities did you enjoy doing
when you were a child?
What about now?
 What motivates you? Why?
Self-awareness Questions
 What are your dreams for the future?
What steps are you taking to achieve your dreams?
 What do you fear most in your life? Why?
 What stresses you?
What is your typical response to stress?
 What qualities do you like to see in people? Why?
Do you have many friends as you just described? Why
or why not?
 When you disagree with someone's viewpoint, what
would you do?
Personal development through
Self Awareness
 Skill development.
 Helps managers in which they will be most
effective.
 Skill development-Skill gap
 Knowing your strength & weakness
Seeing big picture
 Stress-
 Motivation. It is very difficult to cope up with
poor results when you don’t understand what
causes them
Personal development through
Self Awareness
 Leadership
 Practicingthis management skill
 Ask somebody
 Questionnaire
 Seek professional help
 21st century leadership based on self
awareness
 Johari window
 MBTI (Myers Briggs Type Indicator)
WHAT IS SELF-ESTEEM?
 Itinvolves one's mental perception of
one's qualities, not of one's physical
features.
 Most people's feelings and thoughts about
themselves fluctuate somewhat based on their
daily experiences.
 The grade you get on an exam, how your
friends treat you, ups and downs in a romantic
relationship-all can have a temporary impact
on your wellbeing.
WHAT IS SELF-ESTEEM?
 Psychologists usually regard self-esteem as
an enduring personality characteristic (trait
self-esteem), though normal, short-term
variations (state self-esteem) occur.
 Self-esteem can apply specifically to a
particular dimension (for example: "I believe I
am a good writer, and feel proud of that in
particular") or have global extent (for example:
"I believe I am a good person, and feel proud
of myself in general").
Where Does Self-Esteem Come From?

 Our self-esteem develops and evolves throughout our


lives as we build an image of ourselves through our
experiences with different people and activities.

 Experiences during our childhood play a particularly


large role in the shaping of our basic self-esteem.
When we were growing up, our successes (and
failures) and how we were treated by the members of
our immediate family, by our teachers,
coaches, religious authorities,
and by our peers, all contributed to the
creation of our basic self-esteem.
Healthy Self-Esteem
 Childhood experiences that lead to
healthy self-esteem include-
 being praised
 being listened to
 being spoken to respectfully
 getting attention and hugs
 experiencing success in sports or school
 having trustworthy friends
Low Self-Esteem

Childhood experiences that lead to low


self-esteem include-
 being harshly criticized
 beaten
 being ignored, ridiculed or teased
 being expected to be "perfect" all the
time
 experiencing failures in sports or school
Self-efficacy

 Perceived self-efficacy is defined as


people's beliefs about their
capabilities to (perform a task)
produce designated levels of
performance that exercise
influence over events that affect
their lives.
 Self-efficacy beliefs determine how
people feel, think, motivate themselves
and behave.
 Such beliefs produce these diverse
effects through four major processes.
They include cognitive, motivational,
affective and selection processes
Self-efficacy

A strong sense of efficacy


enhances human
accomplishment and
personal well-being in many
ways.
People with high assurance in
their capabilities approach
difficult tasks as
challenges to be mastered
rather than as threats to be
avoided.
Such an efficacious outlook fosters
intrinsic interest and deep
engrossment in activities. They set
themselves challenging goals and
maintain strong commitment to
them.
 Inmanaging personal change, self efficacy is
major determinant for success.
 People with higher SE can overcome
obstacles and challenges that are inevitable
part of any change effort.
 (SE help people who doubt their
capability shy away from difficulties &
challenges which they view as personal
threat )
Self-efficacy

 They quickly recover their sense of


efficacy after failures or setbacks.
 They approach threatening situations
with assurance that they can exercise
control over them. Such an efficacious
outlook produces personal
accomplishments, reduces stress and
lowers vulnerability to depression.
Sources of Self-Efficacy
 People's beliefs about their efficacy can be
developed by four main sources of influence.
 The most effective way of creating a strong
sense of efficacy is through mastery
experiences.
 Successes build a robust belief in one's
personal efficacy. Failures undermine it,
especially if failures occur before a sense of
efficacy is firmly established.
Self-efficacy
A resilient sense of efficacy requires
experience in overcoming obstacles through
perseverant effort.
 The second way of creating and
strengthening self-beliefs of efficacy is
through the vicarious-(sensational)
experiences provided by social models.
Seeing people similar to oneself
succeed by sustained effort raises
observers' beliefs that they too possess
the capabilities master comparable
activities to succeed
Self-efficacy

 Perceived self-efficacy is concerned with


people's beliefs in their capabilities to
exercise control over their own
functioning and over events that affect
their lives.
Self-efficacy

 Beliefs in personal efficacy affect life


choices, level of motivation, quality of
functioning, resilience (toughness) to
adversity and vulnerability to stress and
depression.
 People's beliefs in their efficacy are
developed by four main sources of
influence.
Self-efficacy

People must have a robust


sense of efficacy to sustain
the perseverant effort needed
to succeed.
Self-efficacy

 Succeeding periods of life present new


types of competency demands requiring
further development of personal efficacy
for successful functioning.
 The nature and scope of perceived self-
efficacy undergo changes throughout the
course of the lifespan.
Organizational Roles:

Role is a set of functions, which


an individual performs in
response to the expectations of
the significant members of a
social system, and his own
expectations about the position
that he occupies in it.
The concept of role is VITAL
for the integration of the
individual with an
organization.
Organizational Role efficacy

Role efficacy means the


“potential effectiveness of an
individual occupying a
particular position in an
organization.”
Role Conflict & Role ambiguity

Role ambiguity occurs when an


employee is uncertain about
assigned job duties &
Responsibilities.
Role is the convergence region
between the individual &
organization – what is given in
organization structure is position
& when individual occupies a
position it becomes a role.
Ithas been defined as a “set
of behavior enacted by
person as a result of his
occupying certain position in
an organization.
Role Efficiency

The performance of a person working


is an organization depends on his
own potential effectiveness,
technical competence & managerial
experience as well as on the design
of the role that he performs in an
organization.
Role Efficiency

Itis the integration of the two (the


person & the role. that ensures a
persons effectiveness.
Unless a person has the requisite
knowledge, technical competence &
skill required for the role, he cannot
be effective.
Role taking is responding is the
expectations of others.
(REACTIVE),
while role making is taking initiating
to creatively design the role
(PROACTIVE),
so that the expecting of both others
& the role occupant one integrated.
If the role does not allow the
person to use his competence if
he constantly feels frustrated in
the role, his effectiveness is
likely to be low.
 Similarly role set is a pattern of
interrelationship between one role
among many others.

 Role efficacy has also been found to


related to age, the type of role & the
location of the work place & length of
employment.
Organizational Role

 Organizational roles are a method of


providing service entitlements to
individuals within the system.
 If individuals are assigned to an
organization role, managed resource
available to the role then become
available to the individual in that role.
Organizational Role efficacy

 It Is Important to Understand That The


Performance of People Working In a
Programme or in an Organization Depends on
their technical Competence, Managerial Skills,
and Their Potential Effectiveness In The Role
They Perform in the Organization.
 It Is the Merging of the Two (The Person and
the Role) That Ensures the Individual’s
Effectiveness in the Organization.
The Ten Aspects of Role Efficacy

Role efficacy has ten aspects to


consider. These aspects can be
classified into three groups, or
dimensions namely, role making,
role centering and role linking.
"Role making" is an
active attitude towards
the role, i.e. defining
and making the role one
likes to take on.
"Role centering" is
concerned with
increasing the power of
the role, making it more
important.
“Role linking" is concerned with
extending the relationship of the
role with other roles and groups.
The three dimensions have been
further subdivided into the ten
aspects of role efficacy
Organizational Role efficacy