Criteria

This section provides explanation about the Criteria in the MINCE Maturity Model.

Criteria: overview

Figure 15 – Physical positions of the MINCE Towers

MINCE uses five Criteria: Five different views on MINCE maturity aspects that are taken into account from each of the six MINCE Towers. The adjecent visualization at the right hand side shows the way to consider the physical position of these Criteria, which are considered for each of the six Towers.

All Towers in the MINCE "castle" each have observation holes in five directions (see the picture at the left hand side). These "windows" are available at each of the five levels in each Towers. In our language, we do not speak of "holes" – instead, we speak of Criteria (plural: the whole set) or (singular: one out of the set) Criterion.

Figure 16 – Physical positions of the MINCE Criteria

A Criterion allows us to view outside of the Tower, and reflect on what we see.

Five Criteria, used in combination, allow us to see all around a Tower from different heights. Each Tower for that purpose has five observation holes, one set at each of the heights the Tower provides. These Criteria, in a neat round manner, cover the environment. The Criteria provide us with a full-circle view. They have to do with maturity aspects that can be considered in relation to the organizational aspects in the Towers. These are those five Criteria:

1. Leaderhip;
2. Staff;
3. Policy;
4. Means;
5. Instructions.

This visualization illustrates the way to consider the physical position of these Criteria in each of the Towers. In this drawing the Criteria within Level 5 of a Tower are indicated. These five Criteria, indicated A-E, are repeated at each of the five Levels. Criteria deal with the perspectives (angles) used in order to determine the maturity levels with each Tower. Consider the Tower as being a fixed point in the landscape and the Criterion a direction in the distance, that you're looking at. In that way you can determine the maturity level of the section you're evaluating at that moment. While remaining in the same Tower, you turn and there is the next Criterion – the next direction to be evaluated. It may well be the case that, while you are evaluating a Tower and a certain Criterion in it, at a certain point, you will find out you are actually judging an interrelation between two Towers. In such a case, for example, from the Tower IV in below visualization, whilst looking through one of the Criteria-holes in there, at the fifth Level, you will realize that you are in fact looking into one of the Criteria-holes of Tower III (x). This might be (does not have to be) similar in the opposite direction (y).

Figure 17 – Criteria (x) en (y) interconnecting

There are many variations in how the contents of one Tower might be observed from another. Such observations of an opposing Tower will surely not always occur, but it might happen and it should not be considered an error – quite to the contrary. It should be considered a good sign, since it shows that there is apparently a cross relation. An example of such a cross relation is the following: The Policy Criterion with the People Tower indicates that the organization is supportive about the spread and development of individual knowledge. In the opposite direction, in this example it is from the Knowledge Tower, you can observe how with the Means Criterion the organization actively provides the means for assembling and developing knowledge.

Criterion A: Leadership

Criterion A, about Leadership, is the perspective from any Tower that relates to the degree an organization is able and willing to fulfill the leading position. Typically leading organizations will set the tone for each of the six Towers. Setting the tone implies others recognize the leading status of such an organizationb and as a result they are thet willing to follow their strategy, without too much discussion. Others adapt to the behavior of organizations with a strong Leadership position (i.e. organizations with a high maturity level in the Leadership Criterion). A typical organization with little leadership will need to follow others in that respect. (Note that such organizations may for the time being flourish nevertheless.) Such organizatiobns will have to compensate for this with one or several of the other Criteria. Organizations lacking a good reputation on leadership will often not have a front line position: They are positioned behind that zone – out of the heat of that "fight". Perhaps they will compensate for this by offering lower proces. Or higher quality products at the same price as others.

Criterion B: Staff

Criterion B, Staff, is to be considered the most important of all Criteria. The truth of the matter is that the better employees are in the fulfillment of their tasks, the stronger your organization will be. Is not the quality of an organization greatly determined by the quality of its employees? Having the best staff qualified for a job is not merely a benefit – it also brings responsibilities and additional requirements. In order to keep well trained staff working for an organization, it will be necessary to keep them as close to the organization as possible. The organization will have to keep them in flow as much as possible: being in flow in change management is an indication of the emotional state of optimally performing employees (Csíkszentmihályi, Mihály; 1990). If they gave the impression that they are not learning and contributing as well as they would be able to, they will swiftly move on to the next, more challenging job. The way an organization handles staff, the way the personnel are tracked and hired, the manner in which an organization bids them farewell as soon as the end of their co-operation is reached – all determine the maturity level for the Staff Criterion with each Tower.

Criterion C: Policy

Criterion D: Means

Criterion E: Instructions