BTFA DNA

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The BTFA Model is a revolutionary way of understanding how an organisation functions, has been 20 years in the making and, in my humble opinion, has not reached the levels of familiarity required for the betterment of organisations everywhere.

BTFA stands for: Believe, Think, Feel, and Act, and is the emotional cycle which runs in unison with the logical cycle of PDCA (Plan, Do, Check, and Act).

Created by David Bovis, M. npn , and further developed with his business partner Levent Türk (??Mr.BTFA??) , it provides a framework for gaining insight into what is happening in an organisation, which is essentially a number of communities of people, all with both personal cultural influences and collective allegiances, for example to HR, IT, Operations, Site location X, Business Y, etc.

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This society of multiple communities is commonly referred to as a company or business and it is often believed by its leadership that it can be managed into a culture that they have decided upon, with a set of values imposed through the communication strategy.

This, unfortunately, is a PDCA approach to change management, and severely misrepresents the majority of the company's assets, the People who work for it, as programmable automatons willing and able to change their brain patterns upon request.

Instead, if we're to truly deliver the change that we want in an organisational culture, it's crucial that we develop, across the organisation, an understanding of the individuals that constitute it, and the processes and workings of their brains that drive their beliefs, thoughts, feelings and actions.

If that sounds complex to you, then you're correct, it is, and that's where the BTFA model helps to provide the framework for assuaging the daunting feeling that it will elicit.

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The BTFA Model helps to explain why the obviously logical project, which has been meticulously planned for, fails, or why despite multiple training and communication events, team members will fail to do what has been asked of them, instead reverting to previous ways of working.

In essence, BTFA explains the humanity of work, and provides us with a way of thinking about how our colleagues are thinking, explaining the illogical, and supporting a people-centred delivery of change.

My personal view is that this model must be adopted by any organisation that is serious about engaging its workforce. One that aspires to levels of employee engagement that drive excellence and superior business results.

As Gallup state, and have the data to prove it:

"Your Business Strategy Hinges on Employee Engagement"

The global average for engaged employees is only 23%, whilst best practice organisations have an average level of 72% (source: Gallup ). I don't think that anyone can argue that the difference in those levels is startling, and just how differently two organisations, one with each of those levels of engagement, would feel, act and perform.

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As a result of my advocacy of the BTFA-model, David Bovis and Levent Turk (Duxinaroe), have provided me with a ￡100 discount code for their cutting edge BTFA course. It will change the way that you think about everything, and you can enrol using the code Philip100 at https://duxacademy.duxinaroe.com , or email / call them to discuss further discounts for multiple seats.

In my previous role, I introduced the BTFA model into the organisation, and it transformed the dialogue around our Lean Deployment. Discussions around our change initiatives would involve questions such as:

"Do we have the BTFA?"

"What is the Belief that we have in this?"

"Have we got the emotional involvement?"

We talked about the psychology of change, how what we were doing was impacting the people involved, both positively and negatively, and how it might be received by certain groups and individuals. It was massively additive to our already well-honed change leadership methodology and we saw the difference in results.

One 'watch-out' that I must highlight at this juncture, is the risk of overly focussing on the 'BTFA approach'. What I mean by this is that we sometimes saw an overemphasis on what was considered to be BTFA but was actually a dereliction of the importance of PDCA in the symbiotic relationship. To make change happen; to develop people's belief in what we are doing; we require positive outcomes, which we must still plan for, do, check, and act upon. Simply talking about our beliefs, thoughts and feelings, and how they drive our actions, won't actually develop the changes in our brains that we need to embed sustainable, positive change.

BTFA and PDCA are complementary and inseparable, and developing an understanding of BTFA is to add to your capability to develop people and to lead change.

Metaphorically speaking, we're trying to inject BTFA into our own, and the organisation's, DNA.

Interested to learn more? Then click on one of the links below:

• Leading Lean by Living Lean: Changing how you lead, not who you are
• The Simplicity of Lean: Defeating Complexity, Delivering Excellence
• Leading with Lean: An experience-based guide to Leading a Lean Transformation

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