Performance Increases Require a Change in Attitude:
A Level 4 Achievement
Attitudes and opinions are directly reflected by performance. Increasing performance, whether requiring an increase in skill, an increase in productivity, an increase in sales, an increase in profitability, or an increase in any measurable aspect of getting effective work done through others, demands an understanding that something needs to change and that something must fundamentally begin with a change in attitude. In order to begin the process of changing attitudes that affect performance, one must first get agreement on a simple tenet, things are not now where we need or want them to be. For all adult learners, the process of getting a positive, desirable and perpetual change begins with a desire for change must be created. Creating thatdesire demands an understanding of what motivates people to act. It demands creation of an understanding of what benefit they, personally, will receive from changing their behavior and, making the answer to the question “Whose goal is it?” an unconditional ”MINE!” for everyone involved. The driving desire for change is founded in an understanding of both what needs to change and why. In order to find out the answer to both of those questions, one must properly diagnose the need.
As has been clearly outlined in Dr. Donald Kirkpatrick’s (1979) Four Level Evaluation Model, and asserted by the many, this task is no less than daunting, it is difficult to measure the appropriate attitudes and opinions that must change in order to achieve a measurable Level 4 Return on Investment (ROI) or monetary value assigned to the transference and utilization of trained materials and increase in performance. There is, however, an instrument that has been used with management groups for more than 25 years, the Management Beliefs Questionnaire (MBQ)©, a survey of management values. It has been proven not only to be very effective in diagnosing the need for changing attitudes and behaviors to increase productivity, but also in creating the needed documentary evidence to prove a definitive return on investment for the training provided as a result of diagnosing the need. It also delivers a programmed set of interventions to address each identified deficiency.