Last time we looked at the Thinking step of MindSet change, leaving us with the Talking and Doing steps.

What’s a Rozer and what the devil is slipping it into Snide?  That is not the point.  If something is even a little bit complex, telling a person to do it and expecting immediate success is hallucinatory.  This brings us to the Talking step of MindSet change.

If the change is complex (which is the case for a lot of training) people also must talk about it.  The key things to talk about include, but are not limited to:

  • What is this training all about?
  • Why do we need to do it?
  • What will our job look like after the training has taken place?
  • What are our goals relative to this training?  How are we going to achieve them?
  • What are the new roles or changed roles of everyone involved in the training?  What are our new accountabilities?  What new skills will we acquire?
  • Because of the training, what do we need to measure?   How will we measure it?  What is the best way to give (and get) feedback?
  • What do we need to communicate?  How are we going to communicate it?

How you implement the Thinking and Talking of MindSet change is driven by the nature and complexity of the training.  If, for example, your people are trained often and are comfortable with changing their behavior from time to time, then the Thinking and Talking can be as simple as saying, “The Engineering Department has found a more efficient way to slip the Rozer in Snide.  Let’s take a look at how that’s done.”  Then implement the training interactively.

On the other hand, if the people don’t even know what a Rozer is and / or have never heard of slipping anything into Snide, the Talking step is essential.  One of our clients, for example, changed its approach to manufacturing from Piece Work, that is each hourly worker individually produced a sub-component with functionally no interaction with other Piece Workers, to Production Cells.  In the Production Cells a newly formed team was responsible for producing the finished product as a team.  In this case, the Thinking and Talking were structured events that spanned a period of six months.

Next time we’ll wrap up our look MindSet change.



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