The usage is straightforward. Just draw a scala, e.g. on the door or the wall. People can now mark with a cross or a sticky what corresponds to their mood.
I use the Happiness Door to get fast feedback in my workshops. I hang it on the door to exit the room and ask participants to put a Post-It in the category of their happiness. That gives me a feeling if I am on the right track. Now the problem is to find out why people maybe are unsatisfied, and I had to ask the participants after their break why they voted in that category and what I can do to raise happiness. That took a lot of time, and sometimes people forgot their point, or they felt embarrassed when I asked them for feedback in front of the group. When I ask them to write on their Post-It, what has to happen to get to the top of the Happiness Door dynamic changed. People were too lazy to write feedback and started to stick their Post-It to the highest rating to avoid to write a text.
Now I ask people to put their sticky on the Happiness Door and ask the weakest feedback giver what should be changed. For me, that is the right mix of qualitative and quantitative feedback.
There was a time when I was forced to use the Happiness Door as a measurement for my workshops, and I was rewarded for excellent feedback and punished for bad feedback. I decided to draw a very colorful flipchart, and when I explained the way how we use the Happiness Door, I put a sticky and marked the highest category to show an example. In this way, I was able to influence the participants, and they automatically gave a better ranking. But I lost the valuable opportunity to find ways to improve myself.
But that is not the only way I use the Happiness Door. In retrospectives, I regularly use it to track the team’s mood and collect it in a sheet. In this way, I can measure the trend of the spirit of the group. If the overall happiness decreases, we should talk about the reasons and how what we can do to raise satisfaction.
You can find more on the Happiness Door at the Management 3.0 Homepage: