Organizational context is everything.
The data in our reports only leads to improved alignment when those who have provided the data discuss the findings together. This is because, as we know from the social sciences, people cannot be told to align. They need to make sense of things, through dialogue with others, on their own terms.
Use our alignment data as a platform on which to add more value. Show teams where their common ground and differences are. Show them what they are doing that is working, and what is holding them back.
Mirror Mirror can be used in a number of ways. The illustration below uses three products in a ‘top tier’ approach. Click on the product description for detail, or visit the product deep-dive for practitioners here.
When people become more conscious of new mental models that will serve them better, they are better able to adopt them. And when people share their views and assumptions in an open and respectful environment, they can reach a better and more actionable shared current reality.
Use the power of data to see where the common ground and differences are at the team level. Include everyone in the process.
Put your finger on the problems and get them on the table – safely and constructively. Anonymous inputs, simple visualizations: a new level of insight that is made to measure.
Quantitative ratings measure learning behaviours
Behavioural alignment is about the meaning that sits between people. So, to spot behavioural alignment gaps, we ask people about what they observe for the team, not what they think as an individual. When combining the results, we show the average score and the spread of scores so you can see the general result and the extent of alignment around that.
Qualitative questions capture perception on context
We take open text responses to capture how people relate to the strategy on their own terms. Because artificial intelligence is not yet at the point where responses with the same meaning can be accurately matched, we use trained experts to do this part by hand.
Sometimes the different responses in the legend show conflict, sometimes they just show that people are thinking along the same lines in different ways.
Extent to which team effectiveness is enabled by the organization
While organization enablement is outside the team’s control, it is partly in their sphere of influence. If a team is to come to terms with its current reality, the team members need to accept what is and provide clear feedback to influence what they cannot directly change. Allowing people to voice their views and be heard in this way promotes acceptance, allowing the team to move on.
“This is the blind spot, the bane of major change programmes. By clearing the ‘fog’, you are removing the friction in the organization. It’s an area we really need to get on top of – if not just for survival.”
CHIEF STRATEGIST AND EDUCATION
“Mirror Mirror was different. It is focused on the understanding and interactions between team members. it’s about alignment, not just strategic alignment, but alignment in how those team members collaborate.”
Alix Horsch / Skarbet Consultant
This a team of high performers who were focused on short-term new business development. They sensed they needed a catalyst to help them clarify their purpose, direction, and what they wanted to achieve together to thrive as a business. Mirror Mirror was that catalyst. The process uncovered where their strenghts were and what they needed to work on as an effective team. It was the safe space for them to be open and re-focus.”
Global Boutique Consultancy
“I was very happy to see the open participation – everybody really spoke up. I’m impressed because we don’t see this in our operational meetings. I hope we can bring it back there.”
“A valuable process to help teams reflect and supports in building a foundation for new process generation. Good exercise and test for our group’s cohesiveness, alignment, goals, collaboration Clear criteria, forces you to think about things you wouldn’t think of yourself It was good to take time and reflect instead of assuming things. “
COMMENTS FROM MULTIPLE PARTICIPANTS
MSC, INNOVATION STUDENTS, ROTTERDAM SCHOOL OF MANAGEMENT