Having made the argument for using Reversal Theory as an integrative theory for change management, this post introduces the theory, it’s history and it’s central tenets.

What is Reversal Theory?

Reversal Theory is a ‘general theory’ of human experience that is based around motivation, or specifically how people experience motivation. A general theory attempts not to explain human experience in parts (for example motivation, confidence, emotions), but as a whole.

Where does Reversal Theory come from?

Rather than being dreamt up in a business school, the initial studies that led to the development of Reversal Theory, by Dr. Ken Smith, and Dr. Michael Apter, a British psychiatrist and psychologist pairing, were done into truancy among school children in the 70′s.

At first it appeared that there were different types of children that skipped school. These were either children who were avoiding anxiety experienced at school, or those who wanted the fun and excitement of playing truant. One behaviour, two types of children. This is exactly what trait psychology would suggest.

With closer study, however, the researchers observed the ‘nervous’ children having fun and being excited in other situations, and those that seemed to seek excitement being anxious in other situations. In other words, the behaviour seemed to be better explained by states than traits. This started the development of the basic structure of Reversal Theory, and to the central observations of the theory.

Central Insights of Reversal Theory

Not only do individuals experience the world in different ways in different situations, but they also experience the same situation differently at different times. In other words, we are inherently inconsistent! Indeed, this inconsistency is not only inherent but necessary for fulfilment as it reflects a variety of psychological needs that we all have.

You cannot determine the motivations for behaviour simply by observation, and indeed behaviour is complex and often paradoxical. You may have found yourself shouting at your children because you care about them!

For the change professional or psychologist, this presents two major implications:

1)   If people are inconsistent, they are also changeable. So often we encounter trait explanations of behaviour that seem to suggest that people are fixed in their ways and change is difficult. So for those of us in change, it provides an optimistic perspecitive.

2)   Observation of behaviour is not the best indicator of intentions or motivations. Humans tend to be pretty good readers of behaviour, as we pick up on many different cues, but we often get it wrong. Only by asking can we actually infer motivations accurately. Of course, effective change managers already know that they have to talk to and listen to stakeholders!

By applying Reversal Theory, which maps motivations with emotional experience, we can better understand where people are coming from – and where we might want to get them. This requires taking the next step, which is to understand the structure of motivation in Reversal Theory (my next post).