Policymaker Mindsets: Wrap up
Understanding mindsets is not about pigeonholing individuals but rather about enhancing our interactions with them
In this series of posts, we have had a closer look at the mindsets you will come across in the excellent policy teams at work across the civil service.
We’ve explored what makes them tick and how people working in digital and design teams might build rapport and find common ground.
It's crucial to remember that understanding mindsets is not about pigeonholing individuals but rather about enhancing our interactions with them.
In this final post, we wanted to wrap up by exploring the dynamic nature of mindsets, the power of combining different perspectives, and how to gracefully accept when user-centred design (UCD) isn't the right fit.
Common values and core principles
Whilst each of the Policymaker Mindsets has a distinct focus and approach, there are 6 core principles and values they all share.
Evidence-based approach: Each mindset values the use of evidence to inform policy decisions. This ranges from empirical data and historical precedents to stakeholder feedback and real-world impact assessments.
Risk management: All mindsets emphasise understanding and managing risks. This includes evaluating potential negative outcomes, assessing the feasibility of initiatives, and considering the broader implications of policy decisions.
Balanced advice: Providing balanced, well-rounded advice to ministers or decision-makers is a key attribute across the mindsets. Whether it’s through challenging the status quo or ensuring policies are inclusive and equitable, each mindset seeks to offer advice that considers multiple perspectives and potential impacts.
Commitment to positive outcomes: All mindsets are ultimately geared towards achieving positive outcomes—whether those are innovative solutions, stable and reliable operations, protective measures for vulnerable populations, or efficient and effective policy implementations.
Alignment with organisational or ministerial goals: Each mindset operates within the context of broader organisational or governmental objectives, aiming to align their specific focus and methods with these overarching goals.
Adaptability and responsiveness: While the degree may vary, each mindset shows a capacity for adaptability and responsiveness, understanding the need to adjust policies and approaches based on changing circumstances, feedback, and evolving evidence.
The fluidity of mindsets
Mindsets are not static; they can evolve and shift depending on the situation, context, or over time as individuals gain new experiences.
Recognising this fluidity is essential. Contextual influences might mean a policymaker exhibits traits of The Pragmatist in one project but leans towards The Innovator in another, depending on the challenges and goals at hand.
Exposure to new ideas, successes, and even failures can lead individuals to shift from one mindset to another as they reassess their approaches and priorities.
Team dynamics
Some mindsets naturally complement each other, creating powerful synergies that can enhance policy development.
At Lighthouse we have James and Jon, very much a Collaborator and a Visionary respectively. This combination is particularly effective for us because James can harness and direct the energy of diverse groups towards Jon’s big ideas.
It works because Jon provides the big-picture thinking and bold aspirations, while James ensures these ideas are pragmatically vetted through a broad consensus, increasing the feasibility and acceptance of innovative solutions.
We’re lucky, while our mindsets complement each other and foster synergy, others may naturally clash, leading to challenges in teamwork, policy development and implementation.
For example, the combination of The Guardian and The Innovator can be problematic due to conflicting priorities. The Guardian prioritises protection and equity and The Innovator is drawn to experimental and transformative ideas.
There are ways to mitigate tricky combinations (establish common ground, facilitate dialogue, leverage a mediator), but they just take time and patience to get things right.
User-centred design isn't for everyone
We looked at the user-centred design lens in this series, exploring each mindset’s attitude to design. It is important to acknowledge that some do not align well with user-centred design principles.
The Veteran may prefer established methods over the experimental approaches of UCD. That's perfectly legitimate. It’s important to recognise and respect these perspectives.
Effective collaboration sometimes involves finding a middle ground or alternative approaches that can meet the project's needs without compromising core values.
Identifying mindsets in real life
Understanding the mindset of the policymakers you are engaging with can be challenging, as people rarely self-identify with a specific mindset. Here are some strategies to help you:
Observational insights: Pay attention to their language, priorities, and how they respond to different types of information or proposals. Are they more motivated by data, fear of risks, or the potential for impact?
Engagement reactions: Note how they react to various engagement strategies. For example, does a focus on detailed data appeal to them, or are they more inspired by visionary narratives?
Feedback and inquiry: Sometimes, simply asking about their previous experiences and perspectives on policy can provide direct insights into their mindset.
Summary
Embracing the fluidity of mindsets enhances our ability to navigate complex policy environments.
By understanding the dynamic nature of mindsets, leveraging synergistic combinations, and respecting inherent resistances, we can more effectively engage with a diverse range of policymakers.
Get in touch
We’d love to hear what you make of all this. Does this sound familiar? How are you going to make use of these mindsets?