The Role of Hearts & Minds in Organisational Change| Stephy Publishers

 




Journal of Psychological Science and Research - (JPsSR) | Stephy Publishers


The aims of this paper are as follows:

1.    1. To put Hearts & Minds on the map as a key approach to organisational change.

2.    2. To explain the underlying mechanism of Hearts & Minds.

3.    3. To show that Hearts & Minds can be equally successfully deployed for organisational change in the commercial sector.

4.    4. To explain how Hearts & Minds achieves a higher level of permanence compared with other approaches.

The paper traces the military origins of Hearts & Minds from the Malayan Emergency and the Borneo Campaign through to the final version in Operation Storm. The method centres around working within the values of the target audience, focusing on the needs of that audience and mimicking the military model. The results from the commercial adaptation are equally reliable as in the military model and permanence of the transformation is equally present.

The key reasons why Hearts & Minds is effective and reliable is as follows:

1.    • In an inverted way, fixes problems that are important to the target audience, neither the Administrators nor C-suite

2.    • Addresses Needs & Wants of the target audience

3.    • Allows the target audience to participate

4.    • The target audience are given the skills by a Training Team who chaperone them throughout the task

5.    • The Training Team always work within the values of the target audience

6.    • Achieves a high level of permanence

7.    • Dignity is maintained at all times

Keywords

Training Team, Needs & Wants, Permanence, Values,Communication, Awareness

Introduction

Hearts & Minds was conceived by Sir Gerald Templer, the British High Commissioner for Malaya, during the Malayan Emergency. The exact moment at which he first used the phrase ‘winning the hearts and minds of the people’ does not seem to be officially recorded, but it was very soon after his arrival. It was a telling phrase and caught on rapidly”.1 The Malayan Emergency lasted from 1948-1960. “The shooting side of the business is only 25% of the trouble and the other 75% lies in getting the people of this country behind us”, wrote Templer in November 1952.

This required the notion of understanding people’s needs and desires and linking those desires to a sensible civil development programme. It meant delivering it without qualification, yet undertaking all of this within the culture of the people, rather than the culture of the change agents. Gathering intelligence constantly and communicating free of propaganda always took place within the context of the civil developments in progress. Issues were dealt with as they arose.The outcome was success.


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