When using these materials please adapt the spellings to suit your own situation. Please note that both UK-English and US-English spellings may appear for certain terms on this website, for example organization/organisation, behavior/behaviour, etc. Respect, compassion, trust, empathy, fairness, objectivity - qualities like these characterize the Psychological Contract, just as they characterize a civilized outlook to life as a whole. The way we define and manage the Psychological Contract, and how we understand and apply its underpinning principles in our relationships - inside and outside of work - essentially defines our humanity. This reflects its deeply significant, changing and dynamic nature. It is a hugely fertile and potentially beneficial area of study.Īt the heart of the Psychological Contract is a philosophy - not a process or a tool or a formula. Hopefully what follows will encourage you to advance the appreciationĪnd application of its important principles, in whatever way makes sense to you. The concept of 'psychological contracting' is even less well understood in other parts of society where people and organisations connect, despite its significance and potential usefulness. Unlike many traditional theories of management and behaviour, the Psychological Contract and its surrounding ideas are still quite fluid they are yet to be fully defined and understood and are far from widely recognised and used in organizations. Interestingly the theory and principles of the Psychological Contract can also be applied beyond the employment situation to human relationships and wider society. The words 'employees' or 'staff' or 'workforce' are equally appropriate in the above description.Īt a deeper level the concept becomes increasingly complex and significant in work and management - especially in change management and in large organizations. how the employee is treated by the employer, and.Simply, in an employment context, the Psychological Contract is the fairness or balance (typically as perceived by the employee) between: The Psychological Contract is usually seen from the standpoint or feelings of employees, although a full appreciation requires it to be understood from both sides. Primarily, the Psychological Contract refers to the relationship between an employer and its employees, and specifically concerns mutual expectations of inputs and outcomes. The Psychological Contract is a deep and varied concept and is open to a wide range of Many other experts have contributed ideas to the subject since then,Īnd continue to do so, either specifically focusing on the the Psychological Contract, or approaching it from a particular perspective, of which there are many. It is wise to consider not only what we see but also what is underneath the surface of any iceberg, whatever that might be.'The Psychological Contract' is an increasingly relevant aspect of workplace relationships and wider human behaviour.ĭescriptions and definitions of the Psychological Contract first emerged in the 1960s, notably in the work of organizational and behavioural theorists Chris Argyris and Edgar Schein. So it is good to be more cautious regarding decision making in general. Sometimes I make decisions based on the information I see or have, which is not enough in alignment to total information that exists. I just react spontaneously most of the time. I know it is totally wrong, but I can’t help it. The whole point is that our goals to change behavior need to start at what drives that behavior, including our beliefs, our values and our thoughts about the world and about ourselves.įor example, I tend to jump to conclusions and hypotheses quite often. It can also take only a slight shift below the surface to have an immediate impact on behavior above the surface. Like moving an iceberg, it can be difficult if not impossible to change behavior without understanding and shifting what is below the surface. Things that drive our behavior are hidden to others below the surface. The Hemingway’s model says we are like icebergs, with our behavior above the surface visible to others. There is a conscious part of the information, but there is also another unconscious part underneath. The rest goes unnoticed, which can be compared with an iceberg. Hemingway’s Iceberg theory in psychology is to say that we only deal with that which we perceive with the naked eye. You can’t see that underneath the iceberg is another gigantic mass of ice hidden from our view which maintains it and keeps it solid. Try to imagine that you are traveling in a boat, and in the distance you catch sight of an iceberg, you look at it, and what do you see? A mass of ice.
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