How can we MEASURE Mindset Change?

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Changing Organization Cultures > Forum > How can we MEASURE Mindset Change?

How can we MEASURE Mindset Change?
Miranda, Consultant, Netherlands, Member
To successfully change an organisation, one major step is often to change the mindset of the people. I am curious to your insights / knowledge:
1. How can we measure the improvements made on changing the mindset? (interviewing, observing, testing..?)
2. What exactly are we measuring? (stages, capabilities, reactions...?)
3. Did someone develop a tool such as an Excel sheet allowing us to keep track of the changes in mindset during a change process?
 

 
Organization Culture NOT Easily Measured or Managed
Jacob Andrews, Entrepreneur, United Arab Emirates, Member
The organization culture is constituted of beliefs, values and norms and these is not easily judged or measured like sales performance, a balance sheet or a profit and loss statement.
 

 
How Can we Measure Mindset Change
Tim Boone, Management Consultant, United States, Member
Miranda, step 1 is to define mindset. What exactly do you mean by "mindset"?
 

 
Changing Mindset and Values
E Gordon Whyte, Professor, United States, Member
The culture of an organization is influenced more by the "value set" of the leadership than it is by the "mindset". So the place to start is an assessment of the values that drive not only the major decisions such as directional strategies but also the daily decisions of the leaders and then the managers. Without a change at the value level the organization will not change at the cultural level.
I like the application of the consumer innovation adoption model using innovators, early adopters, early majority, late majority, and laggards. The biggest challenge is the movement from the early adaptors to the early majority. What you will frequently find is the organization getting stuck in the stage where the innovators and early adopters of the cultural change are on board with the new values and behaviors, but the conversion of the large group of early majority is slower, more frustrating and can cause exasperation with wondering why "they don't get it".
 

 
Measuring Mindset Change
Scott Coplan, Project Manager, United States, Member
My co-author Dr. David Masuda and I just wrote a book, 'Project Management for Healthcare Information Technology', where we address this issue. A designated change manager takes the results of either a formal or informal stakeholder analysis and prepares a stakeholder map.
Each stakeholder group classification defines the approach used to change their behavior as they transition from the current to future state.
The change manager prepares a stakeholder map using one or more of the following:
- Administering a survey
- Working in small group facilitation sessions
- Conducting interviews with stakeholders
This method measures the degree to which stakeholders embrace change.
The results becomes a stakeholder map.
Ira Blake and Cindy Busch, in 'Project Managing Change: Practical Tools and Techniques to Make Change Happen (Financial Times Series)', Prentice Hall, 2009 identified a stakeholder map that displays how to approach stakeholder groups. After applying various approaches, e.g. one on one coaching to group meetings, assess the stakeholders again to measure their mindset change.
 

 
How Can we Measure Mindset Change?
John Muka, Consultant, Australia, Member
How you measure the mindset change should be part of your overall change management strategy. You can look at few indicators to focus on depending on the type of change effort e.g. approach, attitude, perception, ownership, etc... And the list may go on but they should converge to measure organisational mindset with respect to the change effort.
First there must be critical and compelling business case for the change coupled with a clear picture of the end state articulated such that it has the flavour to motivate and cause people to support the change (e.g. shared vision / shared goals / shared success / win-win strategy). The next logical thing is to decide on a few metrics you want to set up to measure and organisational mindset is one of them. Link those measures to a overall change maturity chart and track progress.
 

 
Mindset or Action?
Richard Davis, Management Consultant, United States, Member
As the earlier posts state, measuring mindset depends on finding a useful definition then the mapping technique described may also become valuable.
On the other hand, isn't it the actions people take, based on their mindsets, that are truly valuable? When I work in an organization to change business processes, the most valuable thing is adoption of the new process/tools.
Perhaps the way to begin is to measure adoption first, then perform an employee attitude survey (do you like this one better and why/why not?) to help understand how to increase adoption to the target.
 

 
How we Can Measure Mindset Change? Answer
KHARAZMI, Professor, Iran, Member
To measure attitudes there are many standard questionnaires.
"Attitude change" is defined as: "different attitude" between two positions.
 

 
Feel Good Factor
Bantwal Prabhu, Teacher, India, Member
Mindset change is more or less subjective, but perhaps one can gauge it by the feel good factor in the organization. Objective parameters such as performance improvement will take place after some time. Cultural improvement will be the last in the long term effect which may not be visible.
 

 
Measurement of Changing Mindset in a Company
JJ Barnard, CEO, South Africa, Member
Climate surveys used as a baseline and then later on as a measure, is an effective means to establish the quantum and pace of change.
 

 
Mindset Change
Saint-Macary, Consultant, France, Member
Change in a company means improvement of the capacity of a group to do something. How to measure that? Looking at the level of risk that the group is able to assume together.
 

 
Employee Engagement Surveys
joseph noone, Manager, France, Member
You can measure mindset change by measuring employee engagement. The more employees are engaged, the more their mindset is aligned to company goals and strategy. Employee Surveys will help you measure engagement.
 

 
Measuring Mindset Changes
Ivan Kohlinsky, Management Consultant, United Kingdom, Member
I used to work for a well known American management consultancy and they used questionnaires 'before' and 'after', that contained a serious of statements (a few dozen) and respondents had to quickly complete it with the usual 'strongly agree' to 'strongly disagree' options... In case people don't know what I mean, the statement could be something like... My company is open to new ideas. And values my views... I feel uncomfortable when things are changing in my working environment etc'.
This can be applied at all management levels and the results can be very interesting and unexpected.
 

 
Mindset Change / Measurement
Richard de Laat, Change and integration Manager, Switzerland, Member
We have developed a readiness survey that is based on assessing the level of 'loyalty' that employees have for the change, based on Fred Reichheld's recommended question.
Obvisously, that can only be done after a vision for change has been communicated.
It has served us well to see the difference in readiness between managers (usually more involved) and followers (usally more critical). The score can be attributed to departments or roles as well, as such showing you a "stakeholder map"
I agree with the statements on mindset (values, believes, paradigms that form the internal part of culture). In change one has to focus on a particular situation, and get people's perspective (with open questions). That will subsequently tell you what to address. We work also with Prosci's ADKAR Model (Awareness, Desire, Knowledge, Ability, Reward) to figure out what is missing in the recipients' model of the world (mindset) to help them across the chance curve.
 

 
How Can we Measure Mindset Changes
Steve Neighbors, Strategy Consultant, United States, Member
By measuring the difference in the fruit of those changed beliefs from former beliefs. Attitude, behavior and actions all spring from one core beliefs (be it an individual or corporate entity). Mindset changes must therefore be reflected in changes in attitude, behavior and actions. If not, its a dead or pretended belief.
 

 
Measuring Values
Leona Meditz, Director, United States, Member
Is there a tool that you find easy to use to measure values?
 

 
Measuring Culture Change: Before, During and After
David Wilson, Manager, Canada, Premium Member
Many of the comments identify how to reactively measure culture change, but how would you measure change proactively? I believe the real answer will come when we can first determine and measure the change required before we make the change.
Deming's method of PDSA is one I like to use.
 

 
Culture Change, Mindset and Its Measurement
Madan Gopal Agarwal, Business Consultant, India, Member
Culture is primarily constituted of 'beliefs, values and norms' which are, in turn, influenced by mindset of people. Further, culture change is a top-down process. Any measurement can be by 'process parameters' or 'result parameters'.
In this case, it is easier to measure the 'results' for which the culture change was necessitated. The degree of result will roughly reflect the degree of success in changing the culture.
 

 
Measuring Mindset Changes by Attrition
Alexei Ilmetov, Manager, Russian Federation, Member
A relative index of such changes is the percentage of people leaving the company for the comparable time period (Attrition). Is it increasing or decreasing?
My company is on the way of culture change. I am a middle manager in my company and in some way I am an object and instrument of such changes. It's my experience that those personnel who do not believe in success of changes are going to leave an organisation.
 

 
Measuring Mindset Changes Deeply
Smitha, Student (MBA), Member
Measuring mindset changes deeply means:
- Study the body language
- Study the pattern of the work
- Concentrate on the feedback by the employees Employee feedback is the most essential to measure the mindset changes.
 

 
Engagement Surveys, Internet Survey, Benchmark
joseph noone, Manager, France, Member
Towers Watson do a lot of work on employee engagement surveys and you'll find a lot of information on their website. There are other companies that customize employee surveys and analyze the responses.
What's important is to have an effective Internet tool with standard questions which you can use over time.
What is also important is that using a company like Towers Watson gives you access to an industry/sector wide Benchmark.
 

 
Outcomes Framework
Firstep Eapl Astimen, Manager, Indonesia, Member
Culture change management is one of outcomes oriented approach. Measurement should have at least three dimensions in an outcomes framework: readiness, alignment and integration.
 

 
Establish Baseline First
rgbwrgb, Business Consultant, China, Member
Remember that if we don't have a baseline, we can not measure any change or progress in mindset.
 

 
Measuring Mindset Changes by Informal Chat
meena, Manager, India, Member
It is the same way how you read people. Have an informal chat. Allow them to be easy and feel at home and "the cat will come out of the bag".
 

 
Measuring Mindset Change
Michael de Groot
What a great question indeed. Have you come across Anthony Robbins's' 6 human needs? This tool would be interesting to evaluate where each member of the board of an organisations sits:
1. Certainty/Comfort. We all want comfort. And much of this comfort comes from certainty. Of course there is no ABSOLUTE certainty, but we want certainty the car will start, the water will flow from the tap when we turn it on and the currency we use will hold its value.
2. Uncertainty/Variety. At the same time we want certainty, we also crave variety. Paradoxically, there needs to be enough UNcertainty to provide spice and adventure in our lives.
3. Significance. Deep down, we all want to be important. We want our life to have meaning and significance. I can imagine no worse a death than to think my life didn't matter.
4. Connection/Love. It would be hard to argue against the need for love. We want to feel part of a community. We want to be cared for and cared about.
5. Growth. There could be some people who say they don't want to grow, but I think they're simply fearful of doing so—or perhaps NOT doing so. To become better, to improve our skills, to stretch and excel may be more evident in some than others, but it's there.
6. Contribution. The desire to contribute something of value—to help others, to make the world a better place than we found it is in all of us. My view is that mindset is created at the top of the organisation and measurement has to start there first. Once you get a view of this, you will know what exists within the rest of the organisation. Success!
 

 
The Focus of the Mindset Change
Keith Henderson, Member
The point of changing an organisation's mindset is presumably that the previous mindset is no longer appropriate. We should therefore focus on the behaviours/outcomes that we no longer value, benchmark their present state and then quantify the variance as we begin to implement the cultural change programme. After all, the value here is not in changing the culture for its own sake, but in changing the resultant impact it has on the business.
 

 
Organizational Culture and Stakeholder Mindset in Projects is Measurable
Huub Haverhals, Consultant, Netherlands, Member
Many projects fail due to relational problems, not rational problems. There is an innovative tool available that tells you what stakeholders think about a (large) change project, but in addition gives you also insight into thoughts and priorities of stakeholders. Knowing this will be of help in determining the appropriate intervention (what) and applicable style (how). The tool is called Stakeholder Attitude Yardstick (SAY).
 

 
Changing Organization Culture
Arif ur Rehman, Professor, Pakistan, Member
I'd go by @Gordon's views; it's fundamentally a question of values, and practicing them that brings us up with the question of mindset change and adaptability. Which again revolves around ethics and integrity. Do what you may, push and pull mindsets, but until the bottom line is on the ethics/integrity equation nothing will work.
 

 
Measuring Mindset Change
Steve Brand, United Kingdom, Member
There are only two human behaviours that can be measured in real, demonstrable terms - what we do and what we say (ok, I'll allow a nuance on that - how we do it and how we say it, but that's all).
Your thoughts, attitiude, opinions, beliefs, mindset, etc are all internal mental processes. As someone external to you, I can only measure your extrinsic actions - the way that you outwardly display your thoughts, emotions, mindset, etc.
Go back to the iceberg model for more info. So, to measure a mindset change, look to measure the change in what people do and say in relation to what they said/did previously. Don't make more of it than necessary. To measure verbal behaviour change consider using Rackham/Honey's behaviour analysis tool. Drop me a line if you want more info on this.
 

 
Measuring Mindset Change via Indicators
Lorna Calumpang, Consultant, Philippines, Member
Perhaps, this can be measured by coming up with indicators of successful mindset change. One such indicator perhaps would be the initiative of employees to acquire new new skills and practice these skills in ways that benefit the company.
 

 
Measuring Culture Change
Lynda Stack, United States, Member
The easiest method I can think of is to measure participation in optional activities. Things like wellness incentives, voluteer activities and safety programs. There is probably some benchmark data already available from HR and/or your safety department.
 

 
Measuring Mindset Change
Steve Brand, United Kingdom, Member
I'm following this debate with some interest... And a lot of concern.
As professional behavioural change experts (?), we should be familiar with what can be measured and what can't be measured. We cannot measure 'attitude' per se.... We can only measure the external manifestations of attitude... What we say and what we do.
The difficulty you are facing is answering the questions "What are the external manifestations of attitude" and "What are the differences in external behaviour between someone who displays what we call a 'good' attitude and someone who display what we call a 'poor' attitude"?
Once you answer those questions, you will know how to measure attitude/mindset change... Not until!
 

 
Measuring Mindset Change
aderoju, Consultant, Nigeria, Member
Quite an interesting subject. All individuals have their own mindset, which comprises of the totality of the experiences of their life.
From the words that people speak, you can ascertain if there has been a mindset change but you would need to compare past and current statements on a particular subject for measurement.
I believe as we have structured templates for appraisals, one can be created for measuring mindset change, where people will be asked questions on specific subjects and after a period of time asked the same question again. Mindsets are strong and not easy to change, so there must be a stronger and compelling trigger for any change to occur.
 

 
Measuring Mindset Changes with CPR
Jaime Miret, Director, Spain, Member
One of the most important tools that I've already used successfully is CPR (Continued Performance Reviews) related to each work space or work definition and personal skills evolution.
We measure over each team and person, the following items:
Participatory approach, focus in the action, ability to delegate, relationships level and communication, teamwork capabilities evolution, enthusiasm, self-control and regulatory skills feedback and global cooperation.
Those areas needs to be evaluated (1 to 10) and graph the results and outcome under a objective & subjective view.
In short words we must define a profile that defines the corporate culture and value each one of the items and their evolution.
 

 
Measuring Variance in Mindset Change with DMAIC
Patrick Cochran, Director, United States, Member
Measuring any change process implies that a potential need for change has been identified.
Six Sigma DMAIC, a well known change tool focuses on measuring variation. If one can clearly identify the desired change, the target (desired mindset) then variance from that target can be measured. This tool is commonly used in quality functions, but can be adapted to any environment,.
 

 
Measuring Mindset Change with DMAIC
Bantwal Prabhu, Teacher, India, Member
I agree with the idea of Patrick Cochran to try the techniques used in problem solving such as DMAIC, Six Sigma which have been used extensively by leading companies of the world in their manufacturing plants for maintaining high quality at all levels.
The only challenge is that these are objective techniques, whereas mind set change in humans is highly subjective and varies from sample to sample, region to region, and hence may not be easy for application.
 

 
Use Observed Behavior as an Indicator of Mindset Change
Patrick Cochran, Director, United States, Member
Mindset change implies a change in behavior. Human-centered change is linked to bahavior. We can use observed behavior as an indicator of change of mindset, either toward or away from the desired target.
There are numerous methods for measuring behavior, but in the context of an organization, one seeks alignment with the goals or expectations of that organization or the population served by the organization.
DMAIC does not have to be limited to objective techniques. When considered in the context of goal-setting, if the goal is to exhibit a specific set of behaviors, one is able to assess the relative degree of adaptation to that set of behaviors.
 

 
What Behaviors Demonstrate Mindset Change?
Steve Brand, United Kingdom, Member
Patrick, you're on the right lines. Observed behaviour (and change in that behaviour) is the only way to measure a person's mindset. Therefore the question that we should be answering is: "What are the behaviours that I need to measure and compare in order to demonstrate mindset change?"
Few seem willing to put their mind to this question in this forum..... Is that because it's all too hard?
Let's start with an easy one. What are the observable and measurable behaviors that demonstrate:
1. 'Understanding' (or 'understands')? Here are some ideas:
- Non-verbal: nods, smiles, makes eye contact, head up, etc.
- Verbal: says yes, I agree, I understand, asks intelligent clarification questions, confident tone, clear, audible voice, requests more in-depth information (beyond the scope of the discussion), etc.
Now try 2. 'Attitude'...
 

 
What Behaviors Demonstrate Mindset Change
Patrick Cochran, Director, United States, Member
It seems that one must first establish an "objective" in order to identify a measurable behavior. One may be willing to think of change as evidence of learning, i.e. change in behavior is evidence of a change in mindset as a consequence of learning something new.
In this case, the target of measurement should be directly tied to the objective.
Furthermore, it should be a dependable indicator (facial expressions and physical postures may be misleading. Humans are good actors and we are frequently influenced by perceived expectations).
We may be able to learn something useful from training concepts. Robert F. Mager stated: "an objective is a description of a performance you want learners to be able to exhibit before you consider them competent"..., and, "an objective describes an intended result of instruction, rather than the process of instruction itself".
I don't think this can be generalized. Measurement must be specific and linked directly to a dependable indicator of change; toward or away from the identified objective.
 

 
How Can we Measure Mindset Change?
joseph noone, Manager, France, Member
In the most recent issue of Strategy + Business, there is an excellent article on Edward T. Schein’s approach to changing cultural mindsets. The Schein approach to changing a culture — and to developing better ways of helping others within organizations — is one of observation, inquiry, and leverage.
This means:
- Observing the ways in which an organization’s employees act;
- Deducing (or Inquiring about) the ways they think; and
- Putting in place small behavioral changes that lead them, bit by bit, to think about things differently. Rather than try to change the culture, he suggests changing small behaviours gradually which will then impact the culture and change the mindset.
So for example if you want to change customer care, identify the specific behaviours you need to demonstrate to your customer and then measure them (turn around time, query response time, etc;). So you will be able to measure mindset change as your performance indicator improves because the improved behaviours act on the mindset.
 

 
Measuring Mindset Change
Richard de Laat, Change and integration Manager, Switzerland, Member
Great conversation, very rich. Makes me think of the Organizational Performance Model by Dave Hanna. Dave developed a brilliant model of the organization that one uses to diagnose, and subsequently design a performing organization.
He defines culture as: 1) actual behavior of individuals and 2) paradigms (mindsets). His systemic model shows that that behavior is actually caused by everything that affects the behavior: rewards, (access to) information, decision making, HR systems, org structure, processes, and before that, the purpose of the organization and ultimately the stakeholder needs. All of that impacts the mindset of people. So changing mindset means changing some, or all of the aforementioned parts of the organization. Systemic change, regrettably, is not the strenght of most change programs.
 

 
How Big is the Question?
rgbwrgb, Business Consultant, China, Member
The only thing we can see is behavior. Under behavior we find attitudes, then values, then needs. The last three make up the whole mindset. The big question is what we can change? And where are we (our people are distributed in mindset)? From where to where do we move?
 

 
Mindset Change - what Can we Change?
Richard de Laat, Change and integration Manager, Switzerland, Member
As to values - look at Clare Graves' Spiral Dynamics, his double helix model (‘the emergent, cyclical, double helix model of adult biopsychological systems development’) are the enviromentosocial problems for living (a‐b’) and the neuropsychological equipment for living (n‐ o’).
In organizations, the first are the contraptions of organizational design, and the latter the value systems that develop in people. Every individual is in their own "balance"; in order for people to cope with change in organizations, they have to either adjust their value system (and stay) or become disgruntled, resistant or leave.
Measuring Retention / Attrition is not necessarily an effective way - it is like measuring how many babies have been thrown out with the bathwater. As change managers, we have to be able to see how these systemic aspects can be used to support the change and steer them proactively when change is planned.
 

 
Summarized Approach to Measure Change of Mindset
Miranda Kok, Accountant, Netherlands, Member
Based on above comments, I have summarized the following approach. This approach I believe could be applied for any change to be adopted - it's quite general. The answers can be different though depending on the situation.
Please feel free to provide feedback to make this approach better and more stable.
The following steps could be considered an approach to measure mindset change:
1. Define the goal of the change: what are we trying to accomplish? It might be helpful to consider what is causing the need to change.
2. Define the ideal world: how should people act / think / behave / perform in the ideal world?
3. Define the parameters/values that characterize this ideal world. Try to define them as much as possible as dependable indicators. Parameters can be defined in terms of: Behavior / ownership / body language / attitude, Beliefs, Skills, Actions, Knowledge/ understanding, (Process) Results.
4. Define for each parameter the “terrible” to “perfect” scores
5. Find a way how to measure each parameter on an individual and/or department level. It is recommended to measure both the level of adoption of the change in general (ADKAR) as well as the performance from ‘baseline performance’ to ‘desired performance’ for each parameter.
6. Follow up: set a baseline performance and conclude the gap between the baseline and the desired performance. Define and execute a vision for change with aligned action steps. Execute the measurements a second time, in order to judge the success of the project (the gap to the ideal world narrowed).
 

 
Summarized Approach Measuring Change
Richard de Laat, Change and integration Manager, Switzerland, Member
Hi Miranda, I like the summary. What would make it even better is showing the relationship with the organizational attributes that should be designed to affect the behavior in the right direction. People do not change their value system because of a VISION alone - there must be a TENSION created that makes them change.
It takes the focus on stakeholder needs, a mission, a strategy, supporting processs, org structure, decision making processes, access to information, training, and the right reward structure.
 

 
The Causal System in Discussion
rgbwrgb, Business Consultant, China, Member
Consider the following causal system for change or measuring change:
The performance-set comes from the behavior-set.
The behavior-set comes from the mind-set.
The mind-set comes from the need-set.
 

 
Adding Weight Factors to Parameters
Jagdish B Acharya, Consultant, India, Premium Member
Miranda has done a really good job of summarizing as well as measuring the process of change.
I feel that adding weighing factors to the parameters will help to make it an even better tool for monitoring the progress of mindset change.
 

 
Weighing Parameters
Miranda, Consultant, Netherlands, Member
Please explain the added value within the 'measurement process' of weighing parameters. Can only think of it's use, if used to judge who or which department is adopting the change in mindset the best, so we can learn the why and use it for others. For this process, we want people to start think/act/perform differently.
What would weighing the parameters contribute to the end result?
 

 
Measuring Change in Mindset: the Change Mirror
M.A. Kieft, Manager, Netherlands, Member
The Research Centre facilitating change & organization dynamics of the Open University in the Netherlands has developed a research tool, called "The Change Mirror". This tool makes it possible to measure over time the images that people have about what is going on in the organization. The tool measures 'off stage' behaviour and sense giving. Until now it has been used in some 40 organizations in the Netherlands.
 

 
Measuring Change in Mindset: the Change Mirror
Madan Gopal Agarwal, Business Consultant, India, Member
Hi Mr. Kieft: it seems amazing. Can you please share some more details of this new tool e.g. what it is, how it works, where to find more details etc.
 

 
Ways to Add Weighing Factors
Jagdish B Acharya, Consultant, India, Premium Member
Real life situations are never black and white. We often have "grades" in change. The best state of changed behaviour could be given a score of 10 and next four / five could be given 8, 6, 4 2,0 scores.
This type of questionnaire when given to a set of people in various departments or groups would get different responses. Sum total of response values divided by number of questions would give a score between 0 to 10.
This could be given again later to the set of people to know how score has changed
Depending on importance they may be put in three broad classes with weighing factors as critical(5), major(3) and minor(1).
Change can be calculated by following formula.
Change = (sum(w(i) * qf(i) - sum(w(i) * qi(i)) / (sum(w(i))
Where qf is final score and qi is initial score for i=1 to n (for n questions).
Hopefully the equation adds some objectivity to the measurement process.
 

 
The Balance for Mindset Change
Arif ur Rehman, Professor, Pakistan, Member
‘When the rate of change outside,’ as held by Jack Welch, ’exceeds the rate of change inside, the end is in sight'. By chiseling political support and realising that mindset change cannot be managed but must be enabled, an environment must emerge conducive to mature and responsive relationship wherein connectivity, collaboration and corporate credibility become the hallmark for the organization.
 

 
How to Measure or Track Mindset Change?
lemos, Consultant, United States, Member
Organizational culture assessment is based on the competing values framework by Cameron & Quinn. It has 4 culture types are explained. It's the theoretical basis for your assessment... This is a very valuable tool that is easy to use and derive tangible data.
 

 
Measuring Mindset Changes with Attitude Surveys
Ivan Kohlinsky, Management Consultant, United Kingdom, Member
One way we used to measure it when I worked for a well known American management consultancy was to use an 'attitude questionnaire'. Before and after.
This was not a long thoughtful opinion by staff or management, but a series of statements and questions with the usual - strongly agree (mark as 5) to strongly disagree (mark as -5 the other way) completed before by everyone before any change programme, and after it.
Example statements were such as:
- 'Higher efficiency means that people will have to work harder and faster, and this will be an unpleasant place to work'...
- 'Our management are the main problem'
- 'No one ever accepts new ideas here'.
The question answering had to be supervised and time-limited, so that the answers came from the heart/soul and not from thinking.. (what would they want me to say...).
 

 
Mindset Change and Organizational Culture
Bantwal Prabhu, Teacher, India, Member
The culture of an organisation has two components, short term and long term:
- The short term focuses on survival against severe competition.
- The long term is based on core values which will not change with time and will remain as a hallmark of the organization. Its adaptation by the people is very important for the organization to have long life against environmental pressure.
One index of mind set change can be gauged by the profile of the customer who will continue to be with organization and the values he attaches and loves.
 

 
Mindset and Culture Can Be Measured!
Huub Haverhals, Consultant, Netherlands, Member
Based on over 20 years of experience in measuring culture, values and behaviour in over 40 countries and over 250.000 individual measurements, Sayteam has developed a successful web based methodology that measures mindset, perceptions and preferred actions of stakeholders in projects and programs.
Enabling better interaction, communication and ultimately leading to improved result. Several large institutions including companies like Heineken apply this method in project management.
 

 
Measuring Mindset Change: The SCARF Model
Sylvia Grant, Consultant, Australia, Member
Miranda, that is a really excellent question.
I have successfully used the SCARF Model [David Rock] to survey stakeholders before and after the change. The model consists of:
S - Status
C - Certainty
A - Autonomy
R - Relatedness
F - Fairness.
Each of the five characteristics is something that everyone believes they are entitled to.
The idea is to have stakeholders respond pre-transition, during the transition, and again post-transition. It is a simple, yet very effective method of measuring to what extent the stakeholders have adapted to the change[s], but also the extent to which the change[s] have become embedded in the "new" culture.
 

 
Measuring Mindset Change
Leodegardo M. Pruna, Professor, Philippines, Member
Mindset is internal to the individual owner. The individual's behavior pattern is an external indicator of what could be his/her mindset. This behavior could be noticeable from the way he/she talks, acts, relates, etc which are real and observable.
 

 
Measuring Mindset Change by Leading Indicators
Lafayette Howell, Director, United States, Member
I have found success by identifying "leading indicators" rather than lagging indicators. Typically, most change programs have something that is being done you can measure, such as attending training, joining kick off sessions, using tools being introduced, input shared, and so on. These are related to early behaviors or leading indicators that people are picking up in the change and engaged.
Try to keep it simple, and fit for purpose; your measurements should reflect your communications and engagement campaign that they are hitting the right notes and aimed at the right audiences.
 

 
Is the Mindset Change Succesful? Count Mistakes and Problems
Bernhard Keim, Business Consultant, Germany, Premium Member
The real challenge for the changed mindset is not the mind, but the shift in the daily routine. In the best case people start to think differently about things they are subsequently doing in a different way. This is the crucial point where change happens. Bus as with every new thing we have to get accustomed and used to it.
The people who try to apply the changed mind will fail at the beginning. Is there a support system in place to encourage them to move on? During this trial and error period people will make mistakes. If there are no mistakes made, if there are no questions, if there are no problems... Then there is a high probability that change hasn't happened!
So count the problems, listen to the people who act etc. That way you can measure mind shifts.
 

 
Measuring Mindset Change
Hesston Johnson, DBA, Manager, United States, Member
There are several valuable comments thus far identifying the use of survey instrumentation and check-re-check approaches.
I believe, before change in mindset may be assessed, it is critical to first identify what exactly one is seeking to change. As a dependent factor in the effort to understand the workplace evolution of thought, contributing and independent factors must be identified.
If you are seeking to measure change in terms of motivation or commitment, then ensuring an assessment that specifically identifies the emotional response to such contributing factors is critically important.
Specificity and clearly defined factors are essential before any mindset change can be measured.
 

 
Changing Mindset or Anything Else...
Eyal Policar, Entrepreneur, Israel, Member
Changing mindset of people is not about changing people but their behaviors. That can be done through incentives. Some organizations use money, sporty clubs cherish popularity. The military uses scare tactics and life cherishing training, etc etc..
If you want to change people... Well... It's possible... But get ready for a journey with many educational laps, relaps, and laps again...
 

 
Mindset Change Response
Victor Bergh, Management Consulting, South Africa, Member
@Michael de Groot: Great reply. Add to it the SCARF model and the Gallup survey constructs and I think we have something useful.
 

 
Mindset Change Response
mouna, Student (University), Member
I think we can measure the mindset change by collecting and analysing qualtitive data through surveys and questionnaires.
 

 
The Trend is more Important than the Numbers
Javier Elenes, Business Consultant, Mexico, Member
I sugest to perform a simple measure like a monthly or quarterly survey from 1 to 10. The trend in the results is more important than the accuracy of the measure. In the last 3 months, are the results improving, are they the same or are they deteriorating?
 

 
Use Attitude Questionnaires Before and After
Ivan Kohlinsky, Management Consultant, United Kingdom, Member
The questionnaire needs to be completed under supervised exam conditions so that the answers to a number of short questions are given as a knee jerk reaction - not 'what do they want me to say' answers.
The questionnaire is a series of 15 - 30 statements with the usual strongly agree to strongly disagree answers to circle.
Most 'statements' would apply to all organisations but some should be Company specific. Statements are of the type:
- 'There is no need to make changes as what we do 'works fine'.
- 'Working with less staff will lead to lower quality'.
- 'Management doesn't listen to anything suggestions we make' etc etc.
Use SAQ (Staff Attitude Questionnaires) and MAQ (Management Attitude Questionnaires).
The questions MUST be answered in a short timescale under exam conditions, so that the answers are a 'knee jerk' reaction and they don't have time to think - hmm what should my answer be etc. Also subtle near-duplicate questions should be in the list of questions to check for 'cheating'/consistency. There need to be up to 50 'statements' so that they must answer quickly to get through 50 statements in say 15 minutes.
 

 
Why are You Wanting to Change the Mindset?
John Hardwick, Business Consultant, United Kingdom, Member
In my view the answer to this question (Why are you wanting to change the mindset?) leads to the way to measuring success.
It is impossible to ‘observe’ the mindset as it is by definition hidden within the mind. All we can observe is the actions.
Presumably the intent to change the mindset is to some business end? The adoption of new ways of working, the increased acceptance of risk, quicker decision making etc.
Measuring the ‘mindset’ is not important, the measurement of the change in behaviour is what counts. (Is it important to measure the increase in flow of fuel to the engine when you press the accelerator, or is the speed of the car more important?) The first is more difficult to see, the second is easier to measure and also what matters.
 

 
Explain Objectives Clearly, and Describe Expected Performance
Maria Montero, Coach, Venezuela, Member
Managers and supervisors must listen to their collaborators to find fundamental questions on objectives and performance. From the information gathered, the managers or supervisors must clear out any misunderstanding, and accurately state what employees are expected to do, and outline the required performance on results.
Once this step has been achieved, managers or supervisors must perform follow up as coaches and provide feedback to be sure the collaborators stay on the right course. The processes of conversations must address objectives, performance and results, allowing collaborators to think and find their own answers.
This information should be recorded in any kind of chart that states the fundamental issues: Objectives (time lapses), Performance (things achieved and not achieved), Results (have the expected results been achieved).
It´s a process that goes on and on, while collaborators grow into a new mindset.
 

 
Measuring the Mindset of Behaviour
Maurice Hogarth, Consultant, United Kingdom, Premium Member
Consider a five-tier pyramid of cannon balls.
The top ball represents observable “behaviour” the bottom level balls represent “attitude”.
Moving and changing the top ball (i.e. changing ‘behaviour’) is easy.
Removing, to change, an ‘attitude’ ball will cause the whole pyramid to collapse (risking mental wellbeing).
Consider ‘mindset’ as the middle level of balls (i.e. the ‘drivers’ produced by the attitudes that cause the behaviour) and the implications of trying to change one of these also…
‘Managers’ and ‘trainers’ are unlikely to be qualified to change attitude or mindset, but should be competent to cause behavioural change.
Accepting that behaviour (e.g. smiling) influences mindset (e.g. feeling happy) then the measuring of behavioural change will give an indirect measure of mindset change. So, provide the (acceptable) motive/s (reason/s) for the required behaviour; then ‘measure’ the extent of behavioural change (with reasons) for an ‘indication’ of mindset change.
Similar thinking can be found in Krüger's Change Iceberg.
 

 
Measuring Organizational Change
SEKE Cyrille Cyro, Coach, Benin, Member
I am accompanying an institutional strengthening program that aims to «Boosting civil societies in French-speaking Africa through the development of Caritas associations».
This is implemented with a change-oriented approach, for 14 countries.

The main principle is to consider the parties as autonomous from the outset and to recognise them as subjects of their own development. So, how the measure the changes?
1. Initial assessments to get the baselines and then set targets (desired changes).
2. Accompaniment plan and actions.
3. Change steps appreciation, using interviews, satisfaction survey, actor’s saying, multicountries meetings for progress evaluation.

A challenge remains to help in organizational changes in specific environments, with different actors’ mindsets and the organizations’ own identities and values. So, each organization progresses step by step with its own speed, with a flexibility in reframing the pipeline.
This is self-measurement of organizational change.
 

 
Organizations are Constantly Changing
Gary Wong, Consultant, Canada, Premium Member
I've been one of many who have in the past used surveys, questionnaires, interviews to capture "before" and "after" differences. The problem has always been these tools are snapshots in time. They give us a scorecard glimpse of the Past. What we really need is a dashboard that doesn't measure but monitors the Present. Gauges that are constantly refreshed in real-time as the organization moves forward. A speedometer, not an odometer. A GPS screen, not a printed map.
In the Vector Theory of Change approach, we realize we are not qualified therapeutic experts so avoid trying to change a person's behaviour or mindset. What we do is influence the relationships and interactions between people by changing system constraints. Then monitor what emerges in the form of stories which people willingly tell everyday.
 

 
In my View, Changing Mind Set is Fundamental
Maria Montero, Coach, Venezuela, Member
@Gary Wong: I like your approach, but two things regarding "mind set":
1. It's not about becoming a therapist, but becoming a mentor.
2. Changing the mind set is fundamental to raise standards and get the results that make a company competitive in the global market.
 

 
Mentee Decides on a Mindset Change
Gary Wong, Consultant, Canada, Premium Member
@Maria Montero: Point well taken, Maria, regarding changing mindsets. The question for me is who decides? As a mentor I will share my experiences with my mentees hoping my stories will influence them. But I will never tell them to change - it's up to them.
I don't know if a mindset change is raising standards. It might be a situation when my mentee may need to lower hers to build an important relationship. Progress can be easily measured by listening to the new stories the next time we meet.
 

 
A Mind Set is Like a City Map
Maria Montero, Coach, Venezuela, Member
@Gary Wong: If you see the new reality through and old mind set, It would be like using your city map of 1980s to get to a new restaurant in your city today. How effective would that be?
 

 
A Great Survey to Use
Kathleen A. Paris, Consultant, United States, Member
I recommend Paul Herr's Horsepower System survey tool which measures change in attitudes. It asks the right question. Here’s a link.
 

 
Use a Narrative Map
Gary Wong, Consultant, Canada, Premium Member
@Maria Montero: If I was a mentor carrying around a city map of 1980s, I certainly wouldn’t be a very effective one. So it's incumbent that I keep my map updated.
I see a difference between a mentor and a coach. A mentor shares his/her experiences in the hope the mentee is influenced enough to choose a mindset change. A coach provides a future state and drives the student to that end-in-mind.
 

 
Influencing Mindset or Changing Behaviour or Vice Versa
Maurice Hogarth, Consultant, United Kingdom, Premium Member
@Gary Wong: I agree that managers are unlikely to be competent to change attitude & mindset but... "we avoid changing behaviour" yet we "influence relationships and interactions". This seems somewhat contradictory. "Interactions" are behaviours and relationships are the cumulation of behaviours over time. Comment?
I agree that the mentor informs (in hopes that the protégé will learn and adapt) but does not advise. Also agree that mindset changing may relate to (many) things other than a raising of a standard.
@Maria Montero: I agree with your distinction of mentor & coach roles but have concerns about a coach "driving" an idea. This seems to indicate telling, requiring and I would suggest that this is not part of a coach's role.
 

 
The Trend of the Measure is More Important than the Precise Number
Javier Elenes, Business Consultant, Mexico, Member
A SIMPLE way to Measure Everything it is to use a scale from 0 to 10. For example, I used it in one company to measure the working environment.
Observe that in these measurements, what is most important is the TREND: Are we worse/same/better than previous month/quarter?
 

 
Change versus Influence
Gary Wong, Consultant, Canada, Premium Member
@Maurice Hogarth: I agree interactions are observable behaviours. My comments are more directed at changing a person rather than influencing a person.
A coach has an ideal future state and works to change the person to achieve it. A mentor also has an end-in-mind but sees it as direction worth heading towards, and shares his/her experience to influence the person.
 

 
Weakness of Numerical Trends: No Context (Background)
Gary Wong, Consultant, Canada, Premium Member
@Javier Elenes: I like the idea of monitoring trends but using 1-10 Likert scales can quickly become a burden instead of a helpful tool"
  • One month the score is 6.5. Next month it's 6.7. What does that really mean? If asked what moved the needle 0.2, what do you say? My bet is you’ll probably look for answers in the written comments. These are valuable because they provide context. Numbers don’t. The danger is incorrectly biasing your assessment on a few comments.
    In my previous posts I suggested collecting stories as data. A score 6 out of 10 is an average of experiences, perhaps a great one (10. And a bad one (2). We can learn at lot more from the 10 as well as the 2 stories.
  • There’s another risk of using a numerical scoring system. Management arbitrarily picks a target of 8, now what do you do? Do you really know what interventions to introduce? I’ve been in this situation and it keeps you awake at night. A better alternative is to avoid the numbers pitfall and proactively ask Management: What stories would you like to see more of? Fewer of?
    The shift in the type of stories people tell measures Mindset change.
 

     
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