Change Management Fundamental Basics “Gangnam THE ROCK Style” – Part 30
Christiano will learn over time that during periods of change, organizations should promote the belief that “Multiple Personality Disorder (MSD)” syndromes can be triggered to cope with change situations that are beyond Human Resources’ skill set range when employees start to blame a secondary fictitious individual, created in their mind, for disturbing actions of the mentally insane.
In my opinion, organizations need to embrace the notion that during periods of change it is critical to insure that policies and procedures are in place to identify early symptoms of “Multiple Personality Disorder (MSD)” syndrome also known as “Dissociative Identity Disorder (DID)”.
It is important for organizations to acknowledge that “Multiple Personality Disorder (MSD)” syndrome can arise in the context of change management as an inadvertent by-product of change.
First, “Multiple Personality Disorder (MSD)” is defined as a mental disorder characterized by at least two distinct and relatively enduring identities or dissociated personality states that alternately control a person’s behaviour, and is accompanied by memory impairment for important information not explained by ordinary forgetfulness. These symptoms are not accounted for by substance abuse, seizures, and other medical conditions or imaginative play in children.
Diagnosis is often difficult as there is considerable co morbidity with other mental disorders. Co morbidity is the presence of one or more disorders in addition to a primary disorder. In the context of change management, if an individual feels threatened in the sense that they may lose their job as a result of change, they may experience a form of “Multiple Personality Disorder (MSD)” triggered by a “Post Traumatic Stress Disorder (PTSD)” as previously discussed.
That is, the perception by an individual of a severe threat to the center of their universe can create severe anxiety that triggers PTSD that can then trigger MSD as a coping measure to deal with the perceived reality of the underlying threat situation.
It is important to note that the human psyche continuously searches for coping mechanisms during PTSD that can be referred to as the need to find a façade in order to try to find comfort once again against the perceived traumatic situation.
In cases of PTSD triggered by change situations, the stronger the self-perceived trauma, the higher the probability that the individual will experience a form of “Multiple Personality Disorder (MSD)”.
That is, in order to find psychological comfort against PTSD syndrome, an individual may in the extreme case create a secondary personality as the ultimate source for a façade in order to be able to digest the reality of the perceived threat from the change situation.
By creating a secondary personality in one’s mind, an individual deals with the traumatic event by blaming a secondary fictitious individual, created in their mind, for actions beyond their control.
In this way, the individual can overcome the traumatic event by in effect taking any blame off themselves and focusing it on a third person, which in this case is a fictitious individual, which serves as the façade to be able to deal with the gravity of the perceived traumatic situation.
The key point to note is that a perceived traumatic event by an individual can trigger multiple psychological reactions to the point that not even the Human Resources Department can solve the problems internally at which point external professional psychologists and psychiatrists are required to work with the traumatized individual in order to correct the damage caused by a perceived traumatic situation.
In summary, I refer to “Change Management Gangnam THE ROCK Style” as the belief that MSD syndromes can be triggered to cope with change situations that are beyond Human Resources’ skill set range.