How To Measure Anything, Chapter 11: Preferences and Attitudes: The Softer Side of Measurement

How to Measure Anything, Finding the Value of “Intangibles in Business” Third Edition

Chapter 11 of How to Measure Anything, Finding the Value of “Intangibles in Business” Third Edition begins the fourth and final section of the book.  This section addresses topics that are beyond the basics. Hubbard titled Chapter 11 Preferences and Attitudes: The Softer Side of Measurement.  The softer side is a euphemism for attitudes and opinions.  Here is a summary of the chapter in a few bullet points:

·         Measure opinions and feelings.

·         Design out bias in surveys and questions.

·         Observe opinions and feelings through trade-offs.

·         Use trade-offs to describe risk tolerance.

 

Measurement: Start or Stop?

For all undertakings (home improvement as well as measurement programs) make sure you have resources, a plan and the right attitude.

Part of the Simple Checklist Series

Beginning or continuing a measurement program is never easy. The simple Measurement Checklist is a tool to help generate a discussion about the attributes that are important to be successful either as you implement a measurement program or when you have shifted into support mode.  The tool has been broken into 3 categories: resources (part 1 and 2), plans, and attitudes.  Each can be scored and leveraged separately. However, using the three components will help you to focus on the big picture.

Scale

The simple checklist can be used as a tool to evaluate how well you have prepared for your measurement journey.  As a reminder, each question in the survey is evaluated as a multiple-choice question.  The scale is high, medium, low and not present (with one exception), and each response is worth a point value (some are negative).  Scoring a question with a response that has a 0 or negative value is usually a sign that your program faces significant issues; in which case, proceed with caution.

Section and Question Weights:

Resources: Forty-two total points. Each component contributes up to 7 points.

Plans: Eighteen total points. Each component contributes up to 6 points.

Attitude: Forty total points. Each component contributes up to 8 points.

Scoring

Sum all of the scores from each of the three categories.

100 – 80  You have a great base. Go live the dream.  Use techniques like continuous process improvements and retrospective to make improvements to your program.

79 – 60   Focus on building your measurement infrastructure.  Use focused improvement projects to target weaknesses in your measurement program.  The changes will be bigger than the changes that are meant to be identified in a retrospective.

59 – 30   Remediate your weaknesses immediately.  If you have not started your measurement program, focus on the problem areas before you begin.  If you have begun implementation or are in support mode, consider putting the program on hold until you fix the most egregious problems.

29 –   0   Run Away! Trying to implement a measurement program will be equivalent to putting your hand in the garbage disposal with it running; avoid it!  In this case consider significant organizational change initiatives.

 

Measurement Readiness Checklist: Attitude

That’s a bad attitude.

Part of the Simple Checklist Series 

The simple Measurement Readiness Checklist will be useful for any major measurement initiative, but is tailored toward beginning a measurement program.  The checklist will provide a platform for evaluating and discussing whether you have the resources, plans and organizational attitudes needed to implement a new measurement program or support the program you currently have in place.

I have divided the checklist into three categories: resources (part 1 and 2), plans, and attitudes.  Each can be leveraged separately. However, using the three components will help you to focus on the big picture. Today we address attitude.

Here we continue the checklist with the section on plans and planning.  If you have not read the first three sections of the checklist please take a moment see (Measurement Readiness Checklist: Resources Part 1,  Measurement Readiness Checklist: Resources Part 2 and Measurement Readiness Checklist: Plans).

Attitude

When you talk about attitude it seems personal rather than organizational. But when it comes to large changes (and implementing measurement is a large change), I believe that both the attitude of the overall organization and critical individuals (inside or outside the organization) are important. As you prepare to either implement measurement or keep it running, the onus is on you as a change leader to develop a nuanced understanding of who you need to influence within the organization. This part of the checklist will portray an organizational view; however, you can and should replicate the exercise for specific critical influencers and yourself.

Scale and Scoring

The attitude category of the checklist contributes up to forty total points. Each component contributes up to 8 points (8, 4, 2, 0).

Vision of tomorrow

Is there a belief that tomorrow will be demonstratively better based on the actions that are being taken? The organization needs to have a clear vision that tomorrow will be better than today in order to positively motivate the team to aspire to be better than they are.

8 – The organization is excited about the changes that are being implemented.  Volunteers to help move the program or to pilot new concepts are numerous.

4 – Most of the organization is excited about most of the changes and their impact on the future.

2 – There is a neutral outlook (or at least undecided).

-5  – There is active disenchantment with or dissension about the future.

Support Note: Measurement organizations often fall into the trap of accepting and ignoring the organization’s overall vision of the future.  While a measurement program typically cannot change how an organization feels about itself, it can be a positive force for change.  Make sure your Organizational Change Plan includes positive marketing and how you will deliver positive messaging.

Minimalist

I once believed that the simplest process change that works was usually the best approach.  I have become much more absolutist in that attitude, demanding that if someone does not take the simplest route that they prove beyond a shadow of doubt that they are correct. Minimalism is important in today’s lean business environment.  Heavy processes are wearing on everyone who uses them and even a process is just right today, entropy will add steps and reviews over time, which may add unneeded weight.  Score this attribute higher if your organization has a policy to apply lean principles as a step in process development and maintenance.

8 – All measurement processes are designed with lean principles formally applied.  Productivity and throughput are monitored to ensure that output isn’t negatively impacted.

4 – All measurement processes are designed with lean principles formally applied; however, they are not monitored quantitatively.

2 – All measurement processes are designed with lean principles informally applied.

-5 – Measures and measurement processes are graded by complexity and the number of steps required with a higher number of steps being better.

Support Note:  In many cases embracing a lean philosophy is more important after the initial implementation of a measurement program as there is a natural tendency to add checks, balances and reviews to your measurement processes as time goes by.  Each step in a process must be evaluated to ensure the effort required adds value to information measurement delivers to the business.

Learner

A learner is someone that understands that they don’t know everything and that mistakes will be made, but is continually broadening their knowledge base. A learner understands that when made, mistakes are to be examined and corrected rather than swept under the carpet. Another attribute of a learner is the knowledge that the synthesis of data and knowledge from other sources is required for growth.  In most organizations an important source of process knowledge and definition are the practitioners — but not the sole source.

8 – New ideas are actively pursued and evaluated on an equal footing with any other idea or concept.

4 – New ideas are actively pursued and evaluated, but those that reflect the way work is currently done are given more weight.

2 – The “not invented here” point of view has a bit of a hold on the organization, making the introduction of new ideas difficult.

0 – There is only one way to do anything and it was invented here sometime early last century.  Introduction of new ideas is considered dangerous.

Note:  The Buddhists call this the beginner’s mind which seeks new knowledge with free eyes.

Goal Driven

The organization needs to have a real need to drive the change and must be used to pursuing longer-term goals. The Process Philosopher of Sherbrooke argues that being goal-driven is required to be serious about change.  In many cases I have observed that a career near-death experience increases the probability of change, because it sharpens focus (assuming it does not create a negative atmosphere). A check-the-box goal rarely provides more than short-term, localized motivation.

 8 – The organization has a well-stated positive goal and that measurement not only supports, but is integral to attaining that goal.

2 – The pursuit of the measurement is about checking a box on a RFP response.

-10 – Measurement is being pursued for no apparent purpose.

Overall Note:  Measurement programs that are not tied directly to supporting organizational direct goals should be stopped and restarted only after making sure of the linkage.

Conviction

Belief in the underlying concepts of the measurement (or other change framework) provides motivation to the organization and individuals. Belief provides a place to fall back upon when implementation or support becomes difficult.  Conviction creates a scenario where constancy of purpose (from Deming’s work) is not an after-thought, but the way things are done. Implementing measurement programs are long-term efforts — generally with levels of excitement cycling through peaks and valleys.  In the valley when despair becomes a powerful force, many times conviction is the thread that keeps things moving forward. Without a critical mass of conviction it will be easy to wander off to focus on the next new idea.

 8 – We believe and have evidence that from the past that we can continue to believe over time.

4 – We believe but this is the first time we’ve attempted something this big!

2 – We believe  . . . mostly.

0 – No Organizational Change Plan has been created.

 

Next up: scoring and deciding what to do with the score.

 

Measurement Readiness Checklist: Resources Part 1

A measurement program is like building a wall. Make sure you have all your resources in place.

Part of the Simple Checklist Series (Resources Part 1)

Beginning or continuing a measurement program is never easy. Many times measurement programs begin because an organization or individual thinks it necessary for survival or to avoid pain. Measurement can be thought of as a balance between the effort to collect and report measurement data and the value gained from applying what is learned from the measurement data.  Measurement programs targeted only the at gathering and reporting part of the measurement program will languish in the long run. On the other side of the equation, i.e. measures need to be used in order to generate the value needed to eclipse the effort of collection and reporting. Everyone must be educated on how to use measurement data and then continually asked to use the data. Both sides of the equation are necessary. The simple Measurement Readiness Checklist will be useful for any major measurement initiative, but is tailored toward beginning a measurement program.  The checklist will provide a platform for evaluating and discussing whether you have the resources, plans and organizational attitudes needed to implement a new measurement program or support the program you currently have in place.

I have divided the checklist into three categories: resources, plans, and attitudes.  Each can be leveraged separately. However, using the three components will help you to focus on the big picture. We will address each component separately over the next several days.

Scoring

This checklist can be used as a tool to evaluate how well you have prepared for your measurement journey. The following questions are the evaluation criteria.  To use the checklist, answer each question with high, medium, low and not present (with one exception). Each question will contribute points toward the total.

Section and Question Weights:

Resources: Forty-two total points. Each component contributes up to 7 points (7, 3, 1, 0).

Plans: Eighteen total points. Each component contributes up to 6 points (6, 3, 1, 0).

Attitude: Forty total points. Each component contributes up to 8 points (8, 4, 2, 0).

Note that where support and implementation projects would need to take a different angle we will point out any possible nuances.

Resources

Resources are the raw materials that you will consume on your measurement journey.  As with any journey having both the correct resources and correct amount of resources will make the journey easier.  Just think of trying to canoe from New York to London for a meeting; the wrong resources can make the trip difficult.

Management Support: When initially implementing a measurement program, support from management is the most critical resource.  This is the time when measurement seems to be all effort, cost and bother.  Later, as value is derived, support can be less visible.  Note that the more management support you have across the whole IT structure, the easier it is to get a measurement program on its feet and keep it there.

Scoring

7 – Senior management is actively involved in guiding which measures and metrics are collected and how they are used.  Senior managers stop people in the hall to discuss progress in collecting and using measurement data. Discussion of progress is an agenda item at all management-staff meetings.

3 – Senior and middle managers attend formal measurement informational meetings and talk about the need to support the measurement initiative.

1 – A senior manager or two attended the kick-off meeting, then relocated en mass to Aruba, leaving the middle managers in charge.

0 – The measurement initiative is a grass-roots effort.

Support Note:  Whether you are answering from a support or implementation perspective does not matter.  Management support is important.

Change Specialist: Measurement is a form of organizational change that typically requires skills that are not generally found in an IT department. The skills needed to start and perpetuate a measurement program include sales, marketing and communication.

7 – An organizational change specialist has been assigned as a full time resource for the project.

3 – An organizational change specialist is available within the organization and works on many projects simultaneously. The specialist may or may not have experience with IT change programs.

1 – Someone on the team has helped craft an organizational change plan in the past.

0 – Organizational change websites are blocked and your best bet is buying a book on Amazon using your own cash.

 Support Note: A change specialist is needed for ALL change programs regardless of whether we are discussing implementation or generating ongoing support.

Expertise: A deep understanding of measurement will be needed in a dynamic IT environment.  Experience is generally hard won. “Doing” it once generally does not provide enough expertise to allow the level of tailoring needed to deploy a measurement program in more than one environment. Do not be afraid to get a coach or mentor if this is a weakness.

7 – The leaders and team members working to implement and/or support the measurement program have been intimately involved in successfully implementing measurement in different environments.

3 –At least two team members have had substantial involvement in implementing a measurement program in the past, in a similar environment.

1 – Only one SME has been involved in a measurement program and that was in another environment.

0 – All of the team members have taken basic measurement classes and can spell measurement, assuming they can buy a vowel.

 Support Note:  You can never have a measurement program without someone with (or without access to) measurement knowledge.

We will finish the resource part of the checklist tomorrow.

 

Daily Process Thoughts: Empty or Full?, January 31, 2013

 

None of this half full or half empty stuff! Is the cup full or empty? Does it really depend on perspective? No, the cup is full of air! Our view of the world; our paradigm will define how we view the environment around us. In any project we will be faced with situations (issues, problems or opportunities); each representing decision points. How we perceive that decision point will dictate the options we recognize that are available.

Your attitude and how you perceive the world is 100% up to you – unless you are stuck worrying about the needs in bottom rung of Maslow’s Hierarchy of needs (basic needs like breathing, eating and existing) . . . as for me, after my first coffee, the cup is full. Have that first cup and then remember that you choose how you respond to your environment.

 

Interested or Interesting?

I recently heard the suggestion that it was more important to focus on being interested rather than being interesting. The rational for the suggestion was that being interested would be helpful in at least two ways. The first was that being interested will cause you to be a sponge, continually expanding your horizons. The second was that by being interested you tend to be quite and listen making the first point easier. Listening allows one to make sense of and understand what another person is saying.

I would suggest that the attribute of being interested is a reflection of an outward rather than an inward focus. Being interested will require searching continually for new inputs. Inputs are the building block from which knowledge can be built. Another impact of being interested is that an outward focus improves memory because being interested means you are paying attention and paying attention allows you to remember what you are paying attention to.

The acquisition of information and knowledge is not a simple linear process. All human beings filter inputs. The process of decoding color is one of those simple interpretations that can have more than one outcome based on the filter applied, just ask any color blind person you know to describe the world around them to you. The difference between your interpretation and his (most color blind people are male – trust me I know as I am one of them) can be eye opening. It is important to realize that the effectiveness of your input process is dependent on your individual filters. Some are permanent like color blindness while some can be controlled. One of the most important controllable filters is your perspective on life. I would suggest that those with a positive view of the world will filter inputs differently than those that have a negative point of view. Our perspective on the world informs our attitudes. An attitude is “a process of individual consciousness which determines real or possible activity of the individual in the social world”*. In my opinion a positive view of the world will tend increase the scope of inputs available therefore making it easier to be interested in the world outside of specific sphere of influence. A larger sphere of interest yields more inputs and more to be interested in.

I see the line between positive and negative perspectives as a dichotomy. It is something I battle within myself. However I do not see the attributes of being interested and interesting as a strict dichotomy. The dichotomy comes when you focus on being interesting as a goal and curtail your journey as a seeker of knowledge. I suggest that being interested makes it far easier to be interesting at a deeper level. It is a common misconception that you must be an interesting person to get people to like you. Rather it comes down to your ability to make the other person feel special and make them feel that you really connect with them. These are acts of being interested. Which brings us back to the choices we make on how we approach the world around us. Having a positive perspective only makes it easier to be interested and to connect with the world.

* THOMAS, W. T., & ZNANIECKI, F. The Polish Peasant in Europe and America. New York: Knopf, 1927.

 

A Simple Tool… A pep talk

As a leader of people is easy to become weary to your bones after trying to convince a reticent organization team, team or person to become a butterfly when all it seem to wanted to do is to stay in its nice safe cocoon. The forces lined up against you can be daunting. Don’t work against yourself by making your attitude part of the problem. Your attitude is one of your primary tools that can be used to lend credibility to your message and convince people to engage and befriend you. I would suggest that there are three attributes you need to consider managing immediately: defeatism, sarcasm and partisanship.

Negativism is a habitual attitude of skepticism or resistance to the suggestions, order or instructions of others. This includes change and the belief that change is warranted or even possible. Leading change requires that you believe that you can succeed to motivate yourselves and those you are trying to influence. Without a belief that you can succeed it will be difficult to get up in the morning and impossible to motivate others. I must at admit that I sometimes find that it is easy to confuse being highly rational with negativism. In the wee hours of the night make sure you evaluate which side the line you are on and make corrections if you have strayed.

Behavior such as sarcasm might be acceptable amongst friends, close friends that is (and I would suggest that overuse is wearing even on them). The impact of sarcasm is even less predictable when people do not know you or might have a different cultural filter are involved in the conversation. How many time have you heard “hey can’t they take a joke?” The answer is maybe not if it is apparently funny to their point of view. Frankly just dropping sarcasm from your portfolio of communication techniques might be the best idea.

Another critical mistake that can be traced back to attitude is a need to have an enemy to strike against. Creating a “we/they” environment creates barriers between groups will make finding common ground more difficult. I would suggest that rarely are the benefits of process improvements maximized when one side is forced to capitulate to another (difficult to compromise with someone you view as the enemy). Your must recognize that as a leader and a negotiator your goal is to find the best solution for your organization.

Sarcasm, negativism and partisanship will minimize your effectiveness as a leader in the long run will add to the burden you need to shoulder in order to make change happen. Leading change is not an easy job. Don’t make it harder than it needs to be. Your attitude can either a simple powerful tool or concrete block to tow behind you.