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Can lean / growth / learning / pdca approaches to change mitigate the inherent problems in change?
Can we learn from the typical problems that occur in change to approach change in a way that mitigates the problems? David Nadler¹ identifies three problems that are inherent in change and the resulting implications for change management: Each of the implications in the figure above can be viewed as a countermeasure to the associated…
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Blogging on a Book: If Disney Ran Your Hospital: 9 1/2 Things You Would Do Differently: The Management Culture Matters
I love the simplicity in the emphasis of the impact of the management culture when using Deming’s ideas and philosophy: “Much has been written about the success of Deming’s ideas and philosophy in Japan. In the United States, however, it has not been nearly so successful, although it has been almost universally adopted. At first…
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Random Thoughts: Still on my Elimination of Waste Soapbox
I was just skimming / reading my dissertation (part of an effort to make some of the knowledge in it more accessible. That dissertations aren’t widely read is not a secret 😉 I was thinking / realizing how much my thinking and understanding has advanced in the 3.5 years since I wrote it and it…
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Blogging on a Book: Inside the Mind of Toyota. Developing People: Start with Motivating
“Where motivation exists, technical knowledge and skills will follow.” -Satoshi Hino, Inside the Mind of Toyota “Production is the starting point for creating value and creating civilization. Without production there is no technological progress. Production always takes place by virtue of people and their accumulated know-how. Unless you nurture people, therefore, you can’t even begin…
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Why and How: What is the relationship with What is done and What is achieved?
I’m a big fan of seeking to understand. To the point where I have a paradigm of caring far more about the intention behind actions than the actions themselves. Though I hope that the actions are supportive of the intention. But when they are not, what is important is to understand why the action did…
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Change Process: Engaging People and Overcoming Resistance
Resistance to change is a commonly noted problem in the process of change. Given my obsession with understanding I like to start with understanding and respecting the resistance. Kathleen Dannemiller, building off the work of David Gleicher, presents the following change formula as a diagnostic tool and planning model: “D x V x F >…
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Building on a Previous Post: Understanding Motivation: Can It Help Influence Willingness to Change?
Respecting and understanding where people are at using motivation interviewing was discussed in a previous post: Understanding Motivation: Can It Help Influence Willingness to Change? Capital One has provided a phenomenal resource by compiling and sharing material on using motivation interviewing: Coaching Past Denial and Resistance.
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Willingness to Learn and Change
Willingness to learn and change is one of the core factors (maybe the only one) for lean efforts to be successful. If you are willing to learn you can work through all of the challenges to meet your objectives. It can be easy to ask this as a yes or no question. If no, do…
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Every situation is different: Why I love contingency theory, but not how it is sometimes used.
“It depends” is by far one of my favorite answers when someone asks if they should do something. The answer to the questions asked are dependent on what they are trying to achieve and what their current reality is, which they have a far better understanding of than I ever could possibly have. There is…
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How we approach improvement: Does it matter?
There is an assumption that lean efforts have two purposes: 1) A business objective / problem to be addressed (The purpose usually made explicit). 2) Development / enhancement of a problem solving culture: improving people’s (who do the work) problem solving and improvement skills. The first objective can be met with many means. It often…