Westcott Williams

Shifting Deep-rooted Mindsets

Another resounding success, the latest Wescott Williams client forum was held at the British Library on 25 November 2010, where delegates explored the issues around 'Changing Cultures and Deep-rooted Mindsets'.

Here, Wescott Williams' MD, Colin Williams, who facilitated the discussion on the day, reviews the outcomes of the informed and animated discussions that took place.

What is Mindset?

Mindset reflects the way people - both as individuals and groups - think and react to new and evolving situations.  It manifests itself in behaviours.  A "deep rooted" mindset is often locked in to the current mental approach and past experiences.  Mindset is often rooted and reinforced in the values system of an organisation - it embodies the corporate culture, the combination of values, views, rules and practices that govern behaviour, although they are often unwritten and implied.

Who is most impacted by mindset shift?

Those who are successful now, those who have the most to protect and those who feel entitled.

How do you go about shifting deep rooted mindsets?

• Use Data - Suppositions and opinions are rarely of use.  It is imperative to present issues using facts.
• Allow space for reflection - Having presented facts it is then important to give individuals or groups "space" to absorb, internalise and come to terms with the data presented.  Without this time they are unable to readjust their perspective.  In meetings, it is crucial to allow silences in order that this process can take place.
• Ensure there is a clear vision - Being able to conceptualise and feel excited about the purpose and direction of the organisation creates a further source of energy to mobilise a change.
• Influence via recruitment - Recognise that recruiting new people who embrace a different perspective influences the culture.  Use this lever as part of the process where possible.
• Reward systems - Changing the behaviours that are recognised and rewarded impacts on mindsets. Career progression and succession planning should be considered part of this is part of this.
• Influence job moves and team structures - Moving people around the organisation or giving them new projects or challenges often influences the "lens" through which they see their working world and hence engenders a mindset shift.
• Use "stories" and metaphors to communicate - These can often successfully help people begin the mindset shift process as they enable individuals and groups to adopt a new perspective on a situation.
• Manage your own feelings and energy - Being able to empathise with others and have the patience to "defer gratification" is essential.  Sharing views, feelings and thoughts with others who have similar experiences can be very helpful in this regard.

Explore these and other related issues by joining our new Linked In Group (http://www.linkedin.com/groupRegistration?gid=3696765 ) or contact colin.williams@wescottwilliams.com.