Miranda, Consultant, Netherlands 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?
Changing Mindset and Values E Gordon Whyte, USA 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, USA 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, Papua New Guinea 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, USA 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.
Feel Good Factor Bantwal Prabhu, India 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.
Mindset Change Saint-Macary, France 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.
Measuring Mindset Changes Ivan Kohlinsky, UK 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, Switzerland 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, USA 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 Culture Change: Before, During and After David Wilson, Canada 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, India 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, Russia 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, India 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, France 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, Indonesia Culture change management is one of outcomes oriented approach. Measurement should have at least three dimensions in an outcomes framework: readiness, alignment and integration.
Measuring Mindset Change Michael de Groot, United Kingdom 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, UK 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.
Changing Organization Culture Arif ur Rehman, Pakistan 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, UK 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, Philippines 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, USA 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, UK 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, Nigeria 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, Spain 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, USA 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, India 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, USA 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, UK 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, USA 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, France 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.
- 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, Switzerland 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, China 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, Switzerland 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, Netherlands 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, Switzerland 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, China 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, India 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, Netherlands 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, Netherlands 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.
Ways to Add Weighing Factors Jagdish B Acharya, India 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, Pakistan ‘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.
Measuring Mindset Changes with Attitude Surveys Ivan Kohlinsky, UK 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, India 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, The Netherlands 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, Australia 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, Philippines 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.