Watching movies is a wonderful way to study human nature, help clarify our assumptions about human nature, and analyze how these assumptions influence our work as people concerned with how to improve working people’s lives and help them be more successful.  They also help us specifically with workplace improvement strategy.

If we assume people can’t, won’t or don’t want to change/grow/transform/or simply be more productive then why bother with any efforts to offer tools from training to coaching to just providing better direction?  Of course most  executives or HR/HRD folks certainly believe SOME level of change is possible or there wouldn’t be a multi billion dollar performance improvement industry (or would there?  now that is another question for another blog entry).  But by fine tuning our understanding of what is possible and not possible, by deepening our understanding of human nature and what is involved in deep growth and change as well as just “simple” behavioral change, we will spend time and money more astutely to support efforts to sensibly and sensitively help our people develop capability, make mind shifts that matter and truly develop their skills and abilities to perform and engage in their work and innovate.

The Heiress won an Oscar in 1949 and tells the tale of how a “no good guy” seen clearly by the Dad and not at all by the sweet woman he seduces, doesn’t change, is found out by this woman  he devastates emotionally and is revenged by her in a plot twist that has you wondering—especially if you believe that people have to change and have to improve over time.  Crazy Heart,one of this year’s contenders for the oscar, tells a tale of redemption and change that is unforgettable.  It doesn’t take change and transformation lightly and doesn’t make the characters redeem themselves simply or simplistically—and the ending is anything but tidy.  But growth and transformation and learning happens with a combination of understanding the need to change—commitment to change—and then seeking out resources to make the change happen.  Crazy Heart also provides a clear lesson about the laws of natural consequences—can’t and won’t spoil it for you if you haven’t seen it yet.   Yes, we can choose our “sins” or “transgressions” (saw the wife of Governor Sanford make this point) but there are inevitable consequences to actions and strategies we take.  A profound lesson.

So what about work?  How much help and support and resources should we provide and how much change and growth and development should we expect?  Here’s are some insights based on what we now know about human nature and the changing nature of the workplace all based on the lessons from these movies:

Providing as much learning, coaching, direction, and support as financially makes sense  in ways that people most want to absorb it—that means using technology, AND using classrooms and in person one to one efforts—there is absolutely no research suggesting that going all one way or the other makes sense since there is a need and people who want and need different approaches to learning/coaching.  Looking at the new performance study at IBM/Columbia (see T&D Jan 2010) suggests what many of us have long thought—quick and easy assess to small amounts of information via smart phone is an important new addition to workplace development.  And notice in the films who was able or not to grow by the resources available or not as needed.

Most people want to change and grow–Change Ahead my mid decade multi organizational research study turned book clearly supports people’s commitment to change and growth when it benefits them—and they work in an organization that supports change and openness.  The most important thing any manager can do to improve performance is to create an environment that encourages risk, experimentation, new opinions and adaptation to changing conditions—and urges people to develop themselves in all ways.  This support/environment helps  people arrive at step one—understanding  the need to change—-and if coupled with enough resources available people will reach out and grab the opportunities to learn, get coaching and grow. 

The laws of consequences matter.  If you have not treated people well, if you have used the recession to abuse people by heaping too much work on the survivors—lots of data out on that now—expect that as soon as things improve many of your good people will leave.  Just the laws of the universe.  Go see Crazy Heart and see what happens when the newly expanded lead character tries to re connect with someone he did many bad things to.  Organizations like people DEFINITELY reap what they sow.  So listen up managers, executives and HRD people—-be especially aware of how you communicate with, treat and make people feel now in the lingering but what we hope will soon be over tough times.  

Bottom line? Treating people respectfully and well, combined with providing as many resources as possible as easily as possible,  and encouraging an enviroment that encourages risk and change and adaptation will make you and your organizationa  a leader now and post the recovery. 

And for you the executive?  The person concerned with performance in your organization—here is my executive coaching suggestion—go to the movies often and  keep learning about human nature.