1. How people see problems
Mindset refers to the way people think about, feel about and act towards any situation with they are faced. It determines :
How people see problems
The assumptions they make
The way they define opportunities and threats in the market
The way they assess strengths and weakness
The areas of priority the identify
The way they rationalise away problems and justify inaction
The solution they come up with
The way they go about changing or effecting change

2. SUMMARY
there are six common missing links or internal gaps in management, which need to be bridged before an organisation can be expected to respond to change.
The Competence-Performance Gap exist when a person’s actual performance remains far below the person’s ability, due to low motivation.
The Competence-Resources Gap exists when inadequate resources and support are provided to a person who has the ability to perform.
The Responsibility-Authority Gap exist when a person is given the responsibility but not the authority to do a job.
The Performance-Reward Gap exist when the rewards given are not aligned to performance.
The Responsibility-Information Gap exists when a person is not given adequate or accurate information to work effectively.
The Perception-Reality Gap exists when what is perceived is very different from the actual situation at hand.

3. SUMMARY
There are seven typical Down Syndromes that afflict organisations and block any initiative to change.
Under the Paralysis By Analysis Syndrome, most change initiatives are blocked by requiring more study and analysis.
Under the No Action Talk Only (NATO) Syndrome, leaders pay lip service to the virtues of change but never actually carry their words through to action.
Under the Hopelessness Through Helplessness Syndrome, people in the organisation feel they powerless to do anything productive.
Under the Talk It Down Syndrome, every initiative for change is viewed negatively and shot down before it has a chance to be tried.
Under the Passionate Historian Syndrome, people are locked into old ways of doing things, even if these are no longer valid or relevant.
Under the Escapist Syndrome, people avoid addressing any problems and issues facing the organisation by sweeping them under the carpet.
Under the Short-term, Inward and Narrow (SIN) Syndrome, people do not look to the future or the outside world, and they have a very narrow perspective on issues facing the company.

4. DIAGRAM 3 : THE MINDSET MODEL
HIGH
CONTINUOUS ACHIEVERS
Good achievement record, enthusiastic and responsive to change
ENLIGHTENED PROFESSORS
Good past achievement record, entrenched and resistant to change
ACHIEVEMENT
YOUNG LINCOLNS
Low achievement record, enthusiastic and responsive to change
MIDDLE-AGED CLERKS
Low achievement record, entrenched and resistant
to change
LOW
LOW
COMPLACENCY
HIGH

5. DIAGRAM 4 : THINKING, FEELING, ACTION (TFA) ANALYSIS

6. DIAGRAM 5 : MOVING WITHIN THE 4-MINDSET MODEL
HIGH
CONTINOUS
ACHIEVERS
YOUNG
LINCOLNS
ENLIGHTENED
PROFESSORS
MIDDLE-AGED
CLERKS
ACHIEVEMENT
LOW
LOW
COMPLACENCY
HIGH

7. TABLE 3 : DECREASING COMPLACENCY
MINDSET
DRIVES
THINKING
FEELING
ACTION
1. Set higher goals
Get people to think bigger, higher and better
Get people excited about higher goals
Help people take the right action towards higher goals
2. Liberate talents
Encourage people to think positively about their abilities and talents
Get people excited about discovering new abilities and talents
Help people apply their abilities and talents at work
3. Appeal to self-esteem
Get people to think of higher achievement as the key to better self-esteem
Get people to feel good about themselves when they achieve more
Get people to take up the right opportunities at work
4. Present work as a challenge
Get people to think of work as a challenge to achieve new records
Get people excited about overcoming challenges
Give people encouragement to surmount challenges
5. Compare with peer performance
Make people understand that competition is healthy and rewarding
Exert the right pressure to make them want to outperform themselves
Provide clear, measurable results to encourage fair competition
TABLE 3 : DECREASING COMPLACENCY

8. TABLE 4 : INCREASING ACHIVEMENT
MINDSET
DRIVES
THINKING
FEELING
ACTION
1. Provide opportunities for achievement
Highlight the benefits of achievement
Get people excited making use of opportunities
Help people take the right action to achieve desired goals
2. Empower people to achieve
Emphasis the benefits
of empowerment
Make it safe for people to use their new power
Ensure that people use empowerment effectively
3. Recognise and reward outstanding achievement
Teach people to appreciate the inherent value of achievement
Make people feel good about achieving new goals
Provide ways for people to improve and achieve more
4.Increase skills, knowledge and experience
Get people to think about the value of increased competence
Get people excited about learning, growing and improving
Provide the appropriate training and experience
5.Build the confidence and courage to achieve
Get people to think about the importance of taking risks
Get people motivated to take risks
Provide the necessary support and safety net for people to take risks

9. SUMMARY
Changing an organisation first requires understanding and changing employees’ mindset.
An individual’s mindset is a function of his or her levels of achievement and complacency.
There are four types of mindset : Continuous Achievers, Young Lincolns, Enlightened Professors and Middle-aged Clerks.
To change mindset, managers must change the Thinking, Feeling and Action (TFA) of their employees.
By decreasing complacency and increasing achievement using TFA analysis, managers can make employees change from one mindset to another, more productive one.