How people see problems The assumptions they make

1. Mindset refers to the way people think about, feel about and act towards any situation with they are faced. It determines : • How people see problems • The assumptions they make • The way they define opportunities and threats in the market • The way they assess strengths and weakness • The areas of priority the identify • The way they rationalise away problems and justify inaction • The solution they come up with • The way they go about changing or effecting change

2. SUMMARY • there are six common missing links or internal gaps in management, which need to be bridged before an organisation can be expected to respond to change. • The Competence-Performance Gap exist when a person’s actual performance remains far below the person’s ability, due to low motivation. • The Competence-Resources Gap exists when inadequate resources and support are provided to a person who has the ability to perform. • The Responsibility-Authority Gap exist when a person is given the responsibility but not the authority to do a job. • The Performance-Reward Gap exist when the rewards given are not aligned to performance. • The Responsibility-Information Gap exists when a person is not given adequate or accurate information to work effectively. • The Perception-Reality Gap exists when what is perceived is very different from the actual situation at hand.

3. SUMMARY • There are seven typical Down Syndromes that afflict organisations and block any initiative to change. • Under the Paralysis By Analysis Syndrome, most change initiatives are blocked by requiring more study and analysis. • Under the No Action Talk Only (NATO) Syndrome, leaders pay lip service to the virtues of change but never actually carry their words through to action. • Under the Hopelessness Through Helplessness Syndrome, people in the organisation feel they powerless to do anything productive. • Under the Talk It Down Syndrome, every initiative for change is viewed negatively and shot down before it has a chance to be tried. • Under the Passionate Historian Syndrome, people are locked into old ways of doing things, even if these are no longer valid or relevant. • Under the Escapist Syndrome, people avoid addressing any problems and issues facing the organisation by sweeping them under the carpet. • Under the Short-term, Inward and Narrow (SIN) Syndrome, people do not look to the future or the outside world, and they have a very narrow perspective on issues facing the company.

4. DIAGRAM 3 : THE MINDSET MODEL HIGH CONTINUOUS ACHIEVERS Good achievement record, enthusiastic and responsive to change ENLIGHTENED PROFESSORS Good past achievement record, entrenched and resistant to change ACHIEVEMENT YOUNG LINCOLNS Low achievement record, enthusiastic and responsive to change MIDDLE-AGED CLERKS Low achievement record, entrenched and resistant to change LOW LOW HIGH COMPLACENCY

5. DIAGRAM 4 : THINKING, FEELING, ACTION (TFA) ANALYSIS

6. DIAGRAM 5 : MOVING WITHIN THE 4-MINDSET MODEL HIGH CONTINOUS ACHIEVERS YOUNG LINCOLNS ENLIGHTENED PROFESSORS MIDDLE-AGED CLERKS ACHIEVEMENT LOW LOW COMPLACENCY HIGH

7. TABLE 3 : DECREASING COMPLACENCY

8. TABLE 4 : INCREASING ACHIVEMENT

9. SUMMARY • Changing an organisation first requires understanding and changing employees’ mindset. • An individual’s mindset is a function of his or her levels of achievement and complacency. • There are four types of mindset : Continuous Achievers, Young Lincolns, Enlightened Professors and Middle-aged Clerks. • To change mindset, managers must change the Thinking, Feeling and Action (TFA) of their employees. • By decreasing complacency and increasing achievement using TFA analysis, managers can make employees change from one mindset to another, more productive one.