Written By: Dr. Russ K. Decker

Theoretical frameworks help drive change processes by which we understand personal and professional experiences to create meaning and structure in life. As an executive coach, theoretical frameworks are established to provide organizations with a path to drive program goals, objectives, and functions. In order to implement an effective change model for an organization, it is important to elaborate on two theoretical underpinnings. Briefly, Social Learning Theory and Attachment Theory will be discussed as cutting-edge approaches to increase organizational efficiency and profitability.

In this review, please keep in mind organizational behaviors, work and life stress, relationship building, and employee confidence as it pertains to the theory of change within organizational development.

Social Learning Theory

Social Learning Theory is a way of learning through one’s social context (Liebert, 1998). This theory associates learning through watching, following, and imitating others. There are three themes from this theory (modeling, reciprocity, and desensitization) to help drive organizational change.

First, modeling is a term used which refers to learning through experiences and social interactions. The human brain is designed for social learning (Perry, 2008; Siegel, 2007; Tronick, 2007) which develop pathways to mirror or mimic observed behavior. As the employee responds to organizational stress, they unconsciously follow what they are seeing and become more physiologically aroused. Once the neural pathways are developed, the employee expects the organization to respond in the same manner to similar situations. As an executive coach, my approach changes the dynamics of the organizational response in order for employees to develop new neural pathways. Modeling, then becomes a major contributing factor as a change model for organizational culture.

Second, reciprocity is a term which describes a give and take relational interaction. A person will respond or reciprocate with a smile when someone smiles first. Moreover, affect, tone of voice, and facial expressions also set the tone for similar responses. When the executive is stressed, the employee becomes stressed, which promotes stress at all levels of the organization. This cycle continues in a reciprocal manner. Reciprocity compliments modeling as the executive changes language and the way they interact with their employees. When the executive is selectively looking for bad behaviors in their organization, the employees display more negative behaviors. When the executive compliments their employees who are cooperative and following directions, the employees are more likely to reciprocate. This theory prescribes that employees will display either positive or negative behaviors depending on the nature and amount of attention they receive (Doumen et al., 2008; Siegel, 2007; Stamm, 2007).

Third, desensitization is a term used to describe decreasing the emotional intensity in a situation. Sometimes silence may be used to decrease intensity since it is a very powerful mechanism to stop the negative interaction cycle (Siegel, 2007). It is important for the executive to emotionally disengage when upset or stressed. This is not meant to suggest that walking out of a management meeting is appropriate, but rather, the executive has the awareness and emotional capability to engage or disengage in verbal confrontations when appropriate. Other terms used to support desensitization are selective attention (Hembree-Kigin & McNeil, 1995) and here-and-now (Siegel, 2007). In the moment, executives have the ability to be aware of, and reflect on the dynamics of the situation. As the executive becomes aware of their patterns, they can change their approach, which in turn, modifies the culture of the organization.

Attachment Theory

Attachment theory is the cornerstone for executives and employees to engage in relationships, have a sense of security, be resilient to stress (Bowlby, 1988), trust others, and thrive (Gil, 2006) in the work environment. When employees feel safe and cared for, the effects of stressors in the environment are minimized, providing a more stable platform for learning and long-term effectiveness.

Even so, adults are not always emotionally available or capable of connecting to others (Stamm, 2007). Many adults carry unfinished business or traumas from their childhood. Some employees may have underdeveloped brains due to disturbances within their family structure, lack of caregiver responsiveness, or emotional instability (Newmark, 1999; Siegel, 2007; Stamm, 2007). Some adults are unable to emotionally bond because of past related traumas resulting in an insecure or avoidant attachment style (Gil, 2006). If this is the case, they become emotionally unavailable to help others with basic tasks (Tronick, 2007). A detached executive or manager with these issues will have a very difficult time managing others.

Children whose attachment needs are not met, typically lack adult resources and coping mechanisms (Gil, 2006; Perry, 2008). This results in the construction of insecure or anxious-ambivalent attachment, followed by periods of disorganization. As the adult brain becomes disorganized there is an activation of attachment behavior. Behaviors are activated, accompanied by anxiety, to which the adult responds in an emotional deregulated state (Siegel, 1999). When adults become disregulated or overwhelmed, they intrinsically become less organized and chaotic. An executive or manager who is unorganized and chaotic negatively impact organizational culture.

In summary, attachment theory is a relational approach emphasizing emotional closeness, security, protection, and comfort. Therefore, attachment is a key component for organizational success. An employee who feels connected, valued, and cared for by the organization is more likely to support the company, add value to culture, and lead for the future.

Utilizing these skills from Social Learning Theory and Attachment Theory, Dr. Decker designs and facilitates workshops to increase organizational efficiency and effectiveness. He partners with clients to achieve breakthrough results. Additionally, he provides a fully integrated solution of consulting, training, coaching, change methodology, and tools; everything clients need to radically improve outcomes. He is an expert in unleashing extraordinary human performance, transforming culture to enable that performance, and developing leaders to implement sustainable change.