Measuring Change

Despite many worthy pursuits, the ability to quantitatively demonstrate change has eluded the social and behavioral sciences over many decades. The Kantor Institute, in partnership with the Massachusetts School of Professional Psychology is conducting a groundbreaking study aimed at producing evidence of change in team results through the application of Kantor’s Model for Accelerating Team Performance.

The goal of this research project is to generate scientific evidence as to why some teams thrive and others struggle, and to define common patterns of behavior on high performing teams. The work with participating teams will reveal each team’s ideal kind of discourse, and modify unproductive behavioral sequences to allow them to achieve their goals with greater ease and efficiency. Members on participating teams will learn to identify their own preferred behavioral patterns and those of others, enabling them to modify their own behavior and that of the team to sustain higher levels of functioning.

If your team is interested in participating in this study and dramatically improving your ability to perform together both efficiently and effectively, contact us.

Accelerating Team Performance – Stage 1

  1. Take the Kantor Behavioral Profiles baseline individual and team instruments and review individual and team results.
  2. Establish a new culture of learning. Briefly, this involves exchanging being rewarded for being right with actively acknowledging gaps and flaws in order to grow and change.
  3. Teach the structural dynamics language system. Expert consultants observing the team in the team’s normal meetings will begin to make observations for the team to consider and become aware of their patterns.
  4. Identify and explain ATP goals. In essence they are communicative competency and collective intelligence.
  5. Receive and discuss first feedback from asynchronous Structural Dynamics analysis of the team’s behavioral patterns in meetings. Here the team is looking at its structures and dysfunctional patterns; individual stuck behaviors and gaps; and ways to reinforce a culture of learning.
  6. Identify team goals and ideal structural discourse for reaching them.
  7. Teach basic intervention skills.
  8. Identify current high stakes issues and begin applying intervention skills.
  9. Receive and discuss second feedback from asynchronous Structural Dynamics analysis. Here the team is looking at how high stakes issues change behaviors.
  10. Set goals for individual and team behavior change.