Debunking Organisational Myths with James Healy: Embracing Behavioural Science for Meaningful Change

In the latest episode of the Change It podcast, I had the pleasure of speaking with James Healy, a behavioural science enthusiast and change management expert based in Perth, WA. Our discussion centred on challenging deeply ingrained societal norms and myths—not just in personal change, but in organisations entrenched in their cultures. These myths have, for too long, shaped change management practices and the broader field of organisational development.

Unpacking the Origins of Myths

Our conversation began with a historical look at the summer of 1969 when Swiss-American psychologist Elisabeth Kübler-Ross introduced the Five Stages of Grief. This model, initially designed to explain how individuals process their own mortality, was inexplicably adopted into change management. James was critical of this application, pointing out how it has been used to justify poorly managed transitions, attributing resistance to the "natural stages of change" instead of examining leadership failures or systemic issues.

The Truth About Personality Tests

Another significant revelation came from James’s critique of personality assessments like Myers-Briggs and DISC. He delved into their histories, exposing them as no more scientifically valid than horoscopes. Alarmingly, these tests are still widely used in hiring and organisational processes, which James equated to making decisions based on astrological signs.

For those seeking a scientifically robust alternative, James recommended the Big Five (OCEAN) model, which offers a more nuanced and evidence-based perspective on personality traits.

Behavioural Science: A Game Changer

James argued against the overemphasis on fixed personality traits as determinants of behaviour. Instead, he championed the role of context and environment, urging change practitioners to focus on reshaping these factors to drive desired behaviours.

By acknowledging humans as social, emotional, and story-driven beings, organisations can craft change initiatives that align with genuine behavioural tendencies—moving away from outdated notions of purely rational decision-making.

Rethinking Organisational Change

As the world evolves at an unprecedented pace, James expressed concern about the persistence of myths in organisational strategies. Drawing on anthropologist E.O. Wilson’s observation—"The main problem of humanity is that we have Palaeolithic emotions, medieval institutions, and godlike technology"—James called for a revolution in how organisations approach change. He emphasised the urgent need for strategies rooted in real human behaviour rather than mythical ideals.

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