CATALYSING SHIFTS IN MINDSETS
Author : Mr. Sanjiv Narang,Innovation Systems
Competitionamong organizations is not resources vs. resources or efficiency vs. efficiency, it is mindset vs. mindset. A competitive edge is directly related toa competitive mindset. Since , competitive edges do not last a lifetimeand need to be continously generated , the corresponding chgange in mindsetsis vital.
Says, the operation Manager of a leading MNC, "Changing mindsets of our salesofficers is one of my most important tasks".Says the Regional Sales Managerof a turnaround company,"Our Sales function is one of the worst in theindustry". This obviously are issues related to mindsets and the skillsof changing them. But to be able to change a mindset , we need to firstunderstand the process of formation of one.
ANATOMY OF A MINDSET
N=neurons, K=mental patterns, S= stimulus
(Fig1)
Whena stimulus is provided to the brain , neurons develop interconnectionsamong themselves resulting in formation of a pattern. This pattern becomesstronger on the provision of further stimuli. Over a period of time if the stimulus does not change, the mental pattern has a tendency to becomea mindset. Looking at a mindset , from a different direction , severallayers in it become visible.
LAYERS IN A MINDSET
(Fig2)
Ifyou take one of your strong belief and examine its formation , presenceof the above mentioned layers would be evident. The success rate of changinga mindset by challenging or negating a belief is close to zero. If we wantto change the mindset , we need to either provide different observabledata or trigger a different interpretation of observable data or challengeassumptions or trigger examination of influences in relation to observabledata or reanalyze past successes and failures inbuilt into a mindset orcatalyse the perception of neww successes / failures and their analysis.
Inone of my workshops conducted with a traditional manufacturing organizationknown for strong mindsets, a supervisor stated that he would implement360* feedback in his unit and involve team members in strategy formulationsessions , where inadequacies and improvements would be discussed. Thischange in mindset was acheived through a process depicted in Fig3. Thestimulated experiences consisted of as set of exercises designed to stimulatethe parameters of a work situation and provided experiential data relatedto the impact of involvement of team members in strategy formation andremoval of process inadequacies on results and the impact of 360 degreefeedback on developing shared perception. Subsequently , this data wasanalysed in a review , which helped the participnats to process , analyseand synthesize the data , resulting in the creation of New Mental Patternsrelated to the involvement of team members and 360 degree feedback.
(Fig3)
AnotherCompany , which is currently in the pains of a turnaround , has major problemsin the area of strong and outdated mindsets of its sales force. These strongmindsets are visible in the aversion of the sales force to any sort oftraining. In such a situation , the strategy mapped below , can be usefulfor creating a mindset open to innovation and improvement. The data collectedregarding Sale Process Inadequacies , Process Improvement Opportunities, Competency Gaps and Dominant Mental Patterns can be used in facilitationsession to evolve a sales enhancement plan. The subsequent review wouldtrigger analysis of new data generated , resulting in the strengtheningof New Mental Patterns generated . Through this strategy , we are consciouslytrying to create a shift in the old mindset be addressing all the layersof a mindset.(Fig2)
InMotorola , the mindset of quality has been consciously created throughthe measureemnt of number of defects in comparison with the number of defectmaking opportunities. The data so collected is thoroughly interpreted andanalysed in relation to the objective of 6 sigma (3.4 defects per 100,00,00defect opportunities) quality level. This data collection ; its interpretationand subsequent analysis creates the dominant mindset related to worlsclassquality. On correlating this process with the layers of a mindset(Fig2)again , we can immediately perceive creation of the different layers ofa mindset.
Now, shifting our mindset and taking up an example from a totally differentsituation. One of the people , very close to me (labelled A) had strongmindset regarding supporting a particular political party (labelled B)in the recent elections. On probing the mindset I discovered that it wasdue to the influence of A's father resulting in the emotional attachmentto the political party (B).
Thevisibilizing of real life data and conscious triggering of its interpretation, analyses and evaluation has helped A to shift mindsets. Here , the questionof ethics regarding controlling people does arise. However, if the focusis to expand perception of personnel and make them more aligned to thefuture , the positive power of changing mindsets needs to be unleashed.
Aleading food company K , wanting to improve its sales training is consciouslycollecting data from sales personnel regarding their key processes , competencies, dominant mental patterns and values. This database would be utilizedto design and implement Improvement Interventions . By this process , theorganization has ensured reduction of resistance from old mindsets andthe corresponding triggering of the formation of new mental patterns.
AnotherFMCG Company M which wanted to create the dominant mindset of lateral thinkinghas consciously collected data regarding success stories from within thework environment. This data has been circulated to key influential peopleinternally resulting in the acceptance of a new mental pattern relatedto lateral thinking in the upper echelons of the organization and on furtherfollow through has the potential of becoming a positive mindset.
Thecomponents of the process of changing mindsets are visibilized below. Achange in any of these components has the potential of catalysing a changein mindset. This process is similar to the functioning of a Kaleidoscope,wherea change in position of any of the component bangle pieces , results inthe formation of a totally new pattern.