How can patterns be controlled?
By managing everything that influences the interaction between people.
Typically, High-Performance organizations with a strong culture display healthy interaction patterns. In healthy interaction patterns -between the team members themselves and the team and other groups-, 6 very distinct key parameters and variables can be identified.
- The presence of an extremely strong, common goal-driven attitude.
- A high positivity/negativity utterances ratio.
- Lots of sustained connectivity between team members and groups.
- A balance between an enquiring and advocating attitude.
- Attention for both internal as well as external issues related to the team.
- The continuous adapting of the functioning of the team to a changing reality.
PIM is a method to reach the optimal balance between these 6 elements.
FACTOR+ have developed the PIM methodology with an ideal quantitative target level for each variable. In order to change the culture of an organization, FACTOR+ recommends a P/N ratio (positivity/negativity ratio between 3:1 and 6:1). For the other parameters and variables, there are equally specific target levels.
All variables and parameters can be observed and quantified in every team meeting. By carefully determining what variable should be developed in the mix, teams and organizations can be trained to develop new patterns and steer the culture in the right direction.
Organisational patterns change the culture fundamentally but not simply through one massive corrective action. By “nudging” the patterns in the desired direction, culture change is assimilated as new habits, thoughts and behaviors emerge.
PIM steers patterns by implementing "Micro Organisational Patterns" (mops). This is in essence the 6th variable: continuously adapting the team dynamics to a changing reality by implementing small new actions.
Let’s take as an example this large organization that wishes to change the corporate stodgy culture into one of entrepreneurship. This is done by creating patterns that down-play the role of the traditional hierarchical boss and stimulate the risk-taking nature of the people. An example of a "mop" could then be a decision to turn the privilege parking space of the boss in front of the building into client parking space. This small change will communicate to the organization that management puts clients first. Or, another "mop" could be to have small tokens of reward and recognition be distributed by co-workers instead of by management. This "mop" will directly address the pattern that only the boss decides what is good and what is not. It will support a change of patterns to one where the teams in the organization get more empowerment and develops entrepreneurship.
Note that finding and implementing mops can be done with anything imaginable: from re-thinking the processes, to changing the lay-out of the workfloor, to re-designing the office building, implementing a new routine, changing teams, etc… Everything that touches on the interaction patterns can be considered a possible “mop”! By carefully selecting these mops, PIM brings a scientific approach to what has been considered the art of managing an organizational culture.