Team Building Using the Workforce Engagement Equation September 20, 2012
Posted by Jeff Fuchs in change management, workforce.Tags: change management, workforce
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Michael Sinocchi of Lean Insider interviews Jamison J. Manion, who has authored the book The Workforce Engagement Equation: A Practitioner’s Guide to Creating and Sustaining High Performance. Manion explains that people must constantly sharpen and improve their skills in today’s economy, especially owing to the fact that many fields have become so niched. Real-world solutions are needed rather than overly simplistic or redundant suggestions about how to proceed. The comprehensive approach includes knowing what people need, management and leadership response, and employable tools and techniques.
Read the rest of Manion’s thoughts and ideas here.
The Management Myth September 20, 2012
Posted by Jeff Fuchs in change management.Tags: change management
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At Evolving Excellence, Bill Waddell takes to task the concept of hierarchical, total-control management. While such a system might work well in the military, it doesn’t necessary apply to a one-building metalworking company, for example. A one-size solution doesn’t fit all – and neither does each new fad that comes along. The new default business approach, Waddell contends, is a blank sheet of paper.
To read the rest of Waddell’s post, head here.
Securing the Elusive Lean Buy-In March 29, 2012
Posted by Jeff Fuchs in change management, lean.Tags: change management, lean
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Jamie Flinchbaugh, writing over at IndustryWeek, presents a four-step process for a successful lean buy-in. Among those steps are treating those you are seeking to buy into not as enemies, but as customers; and overcoming the valid “no” by responding to questions and concerns about the buy-in.
Check out Jamie’s IndustryWeek article here.
ThedaCare’s “Business Performance System” – and a 10% Target February 27, 2012
Posted by Jeff Fuchs in change management, healthcare, lean.Tags: change management, healthcare, lean
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Mark Graban speaks about the book On the Mend: Revolutionizing Healthcare to Save Lives and Transform the Industry by John Toussaint in a blog post at Lean Blog. Mark highlights the lean efforts of ThedaCare in a blog post by Toussaint as well, including the failure of achieving their goal of increasing productivity by 10% annually. This caused a period of intense self-reflection, and importantly, ThedaCare did not blame its employees but rather their system of management.
To read Mark’s post, head on over here.
The Failure of “Don’t Bring Me Problems, Bring Me Solutions!” February 27, 2012
Posted by Jeff Fuchs in change management, leadership, workforce.Tags: change management, leadership, workforce
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Jamie Flinchbaugh writes about the management line that solutions, not problems, should be brought to the management’s attention, saying this is wrong. Oftentimes, bringing attention to problems is conflated with whining. Rather, talking openly about problems and identifying problems is the only way to begin to solve them. And that takes courage.
Check out Jamie’s excellent post here.
How to Design a Lean Implementation so Failure is Guaranteed June 2, 2011
Posted by Jeff Fuchs in change management, lean.Tags: change management, lean
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Lonnie Wilson, founder of Quality Consultants, provides three characteristics that will help those implementing lean determine their rate of success. In her IndustryWeek article, she talks about these characteristics –such as whether or not a company’s culture change has been integrated into everyday activities. The associated error with this characteristic is giving people tools, and the theory of the tools, but leaving them without the proper capacity to actually apply them.
Read Ms. Wilson’s article here.
How to Design a Lean Implementation so Failure is Guaranteed June 2, 2011
Posted by Jeff Fuchs in change management, lean.Tags: change management, lean
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Lonnie Wilson, founder of Quality Consultants, provides three characteristics that will help those implementing lean determine their rate of success. In her IndustryWeek article, she talks about these characteristics –such as whether or not a company’s culture change has been integrated into everyday activities. The associated error with this characteristic is giving people tools, and the theory of the tools, but leaving them without the proper capacity to actually apply them.
Read Ms. Wilson’s article here.
13 Ways of Looking at a Story June 2, 2011
Posted by Jeff Fuchs in change management, culture.Tags: change management, culture
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Mark McGuinness, writing at Lateral Action, provides a list of thirteen ways of looking at a story. A story is a shortcut to the emotional brain, for example, by using passionate language and relating personal experiences to have a profound impact on an audience. A story is like the Trojan Horse –it gets an audience to lower their defense to get a point across. And stories can also be rallying cries for greater causes and action.
This post is especially important for leaders and change agents!
For these and other ways of looking at a story, check out Mr. McGuinnesses’s post here.
13 Ways of Looking at a Story June 2, 2011
Posted by Jeff Fuchs in change management, culture.Tags: change management, culture
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Mark McGuinness, writing at Lateral Action, provides a list of thirteen ways of looking at a story. A story is a shortcut to the emotional brain, for example, by using passionate language and relating personal experiences to have a profound impact on an audience. A story is like the Trojan Horse –it gets an audience to lower their defense to get a point across. And stories can also be rallying cries for greater causes and action.
This post is especially important for leaders and change agents!
For these and other ways of looking at a story, check out Mr. McGuinnesses’s post here.
Six Questions for Company Transformation April 20, 2011
Posted by Jeff Fuchs in change management, culture, workforce.Tags: change management, culture, workforce
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The difference between businesses that have and have not been able to handle the recession of 2008 has been their ability – or inability – to evolve. David Shaner, writing at IndustryWeek, says if you have one last shot at change, do it. If you are going to change, you must first answer six questions. For example, you must be able to answer the question of just whose culture it is that is changing. You must be able to make your people believe that their culture is theirs to own.
Check out Mr. Shaner’s article here.
Six Questions for Company Transformation April 20, 2011
Posted by Jeff Fuchs in change management, culture, workforce.Tags: change management, culture, workforce
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The difference between businesses that have and have not been able to handle the recession of 2008 has been their ability – or inability – to evolve. David Shaner, writing at IndustryWeek, says if you have one last shot at change, do it. If you are going to change, you must first answer six questions. For example, you must be able to answer the question of just whose culture it is that is changing. You must be able to make your people believe that their culture is theirs to own.
Check out Mr. Shaner’s article here.
Making Change Happen, and Making it Stick February 4, 2011
Posted by Jeff Fuchs in change management, leadership, workforce.Tags: change management, leadership, workforce
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In an extensive article at Strategy+Business, a trio of authors explain that global transitions and technological innovations have reshaped entire industries and how they operate. Making changes depends on the people in the companies themselves –from management on down. And the authors present five factors for successful change. Among them are making the emotional and rational case for change, and ensuring that leadership is an example for the rest of the organization.
Check out the Strategy+Business article here. (registration required)
Making Change Happen, and Making it Stick February 4, 2011
Posted by Jeff Fuchs in change management, leadership, workforce.Tags: change management, leadership, workforce
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In an extensive article at Strategy+Business, a trio of authors explain that global transitions and technological innovations have reshaped entire industries and how they operate. Making changes depends on the people in the companies themselves –from management on down. And the authors present five factors for successful change. Among them are making the emotional and rational case for change, and ensuring that leadership is an example for the rest of the organization.
Check out the Strategy+Business article here. (registration required)
John Shook to Replace Jim Womack as CEO of Lean Enterprise Institute September 14, 2010
Posted by Jeff Fuchs in change management, leadership, lean.Tags: change management, leadership, lean
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Jim Womack, co-author of Lean Thinking and long-time founder and CEO of the non-profit Lean Enterprise Institute, recently announced his pending retirement. Mark Graban over at Lean Blog has posted some thoughts on the Womack’s retirement from LEI. Mr. Graban notes how Mr. Womack has had a very important role in sharing and promoting lean around the world. Mr. Womack’s replacement will be John Shook, LEI’s senior advisor and former Toyota manager.
Check out Mr. Graban’s thought on the switch here.
John Shook to Replace Jim Womack as CEO of Lean Enterprise Institute September 14, 2010
Posted by Jeff Fuchs in change management, leadership, lean.Tags: change management, leadership, lean
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Jim Womack, co-author of Lean Thinking and long-time founder and CEO of the non-profit Lean Enterprise Institute, recently announced his pending retirement. Mark Graban over at Lean Blog has posted some thoughts on the Womack’s retirement from LEI. Mr. Graban notes how Mr. Womack has had a very important role in sharing and promoting lean around the world. Mr. Womack’s replacement will be John Shook, LEI’s senior advisor and former Toyota manager.
Check out Mr. Graban’s thought on the switch here.
The End of Management September 14, 2010
Posted by Jeff Fuchs in change management, Lean Thinking.Tags: change management, Lean Thinking
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Alan Murray’s Wall Street Journal article examines the idea that 20th Century management methods will not survive in the 21st. Yes, Mr. Murray elaborates, modern management fueled the prosperity and luxury available to massive numbers of people. Management has become bureaucratized. They are attuned to self-perpetuation, says Mr. Murray, which makes them change-resistant. The new corporations, it is explained, must be like the modern market: fast, agile, and receptive and adaptable to market changes.
Read the well-written and very thought provoking article for Lean Thinkers here.
The End of Management September 14, 2010
Posted by Jeff Fuchs in change management, Lean Thinking.Tags: change management, Lean Thinking
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Alan Murray’s Wall Street Journal article examines the idea that 20th Century management methods will not survive in the 21st. Yes, Mr. Murray elaborates, modern management fueled the prosperity and luxury available to massive numbers of people. Management has become bureaucratized. They are attuned to self-perpetuation, says Mr. Murray, which makes them change-resistant. The new corporations, it is explained, must be like the modern market: fast, agile, and receptive and adaptable to market changes.
Read the well-written and very thought provoking article for Lean Thinkers here.
Innovation and Change: What Are You Afraid Of? July 16, 2010
Posted by Jeff Fuchs in change management, culture.Tags: change management, culture
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Mark Swiecichowski over at Innovation Weblog relates how the biggest fear people have is having to change. Self-interestedness in doing things a certain way and responsibilities for specific tasks can lead those needing to change to resent having to change things. Yet Mr. Swiecichowski lays out a brief list of things to keep in mind when overseeing change. Among them, expect resistance, and demonstrate to people why the change needed is better.
Check out Mr. Swiecichowski’s article here.
Innovation and Change: What Are You Afraid Of? July 16, 2010
Posted by Jeff Fuchs in change management, culture.Tags: change management, culture
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Mark Swiecichowski over at Innovation Weblog relates how the biggest fear people have is having to change. Self-interestedness in doing things a certain way and responsibilities for specific tasks can lead those needing to change to resent having to change things. Yet Mr. Swiecichowski lays out a brief list of things to keep in mind when overseeing change. Among them, expect resistance, and demonstrate to people why the change needed is better.
Check out Mr. Swiecichowski’s article here.
Want Your Organization to Change? Put Feelings First June 18, 2010
Posted by Jeff Fuchs in change management, workforce.Tags: change management, workforce
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Dan Heath observes that knowledge rarely leads to change (knowing that smoking is dangerous won’t necessarily make you quit). GM had long known that it was too dependent upon SUVs and large vehicles, but it didn’t change up its lineup. Rather, an appeal to emotions must be made. “Smoking kills” doesn’t strike quite the same chord as yellow teeth or the knowledge that “smoking causes impotence.” To get employees to change, put them in touch with underserved customers, Mr. Heath suggests. Or get them fired up about a competitor.
Check out Mr. Heath’s article here.
Want Your Organization to Change? Put Feelings First June 18, 2010
Posted by Jeff Fuchs in change management, workforce.Tags: change management, workforce
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Dan Heath observes that knowledge rarely leads to change (knowing that smoking is dangerous won’t necessarily make you quit). GM had long known that it was too dependent upon SUVs and large vehicles, but it didn’t change up its lineup. Rather, an appeal to emotions must be made. “Smoking kills” doesn’t strike quite the same chord as yellow teeth or the knowledge that “smoking causes impotence.” To get employees to change, put them in touch with underserved customers, Mr. Heath suggests. Or get them fired up about a competitor.
Check out Mr. Heath’s article here.
Why Change Is So Hard: Self-Control Is Exhaustible June 18, 2010
Posted by Jeff Fuchs in change management, personal productivity, work-life balance, workforce.Tags: change management, personal productivity, work-life balance, workforce
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Failure to change is written off as laziness. But Dan Heath at Fast Company says it isn’t laziness, but rather exhaustion. A study claims to prove it. Subjects left in a room with cookies and radishes were told to eat one or the other, and not both; and then were asked to solve a problem that had no solution. After an average of 8 minutes, the radish-eaters gave up; after an average of 19 minutes, the cookie-eaters gave up. Self-control is demonstrably exhaustible, which helps explain why one might snap at a spouse or have another drink after a long day at work.
Check out the FastCompany article here.
Why Change Is So Hard: Self-Control Is Exhaustible June 18, 2010
Posted by Jeff Fuchs in change management, personal productivity, work-life balance, workforce.Tags: change management, personal productivity, work-life balance, workforce
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Failure to change is written off as laziness. But Dan Heath at Fast Company says it isn’t laziness, but rather exhaustion. A study claims to prove it. Subjects left in a room with cookies and radishes were told to eat one or the other, and not both; and then were asked to solve a problem that had no solution. After an average of 8 minutes, the radish-eaters gave up; after an average of 19 minutes, the cookie-eaters gave up. Self-control is demonstrably exhaustible, which helps explain why one might snap at a spouse or have another drink after a long day at work.
Check out the FastCompany article here.
The Fine Print About Lean Transformations June 18, 2010
Posted by Jeff Fuchs in change management, Lean Thinking.Tags: change management, Lean Thinking
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Jon Miller, in creative fashion over at Gemba Panta Rei, highlights the difficulty of the lean transformation process. People want positive results fast, yet when the going gets difficult, they abandon the process. In other words, as Mr. Miller explains, they haven’t read the fine print –they were simply attracted to the large, bold print.
Check out the article, and the fine print, here.
The Fine Print About Lean Transformations June 18, 2010
Posted by Jeff Fuchs in change management, Lean Thinking.Tags: change management, Lean Thinking
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Jon Miller, in creative fashion over at Gemba Panta Rei, highlights the difficulty of the lean transformation process. People want positive results fast, yet when the going gets difficult, they abandon the process. In other words, as Mr. Miller explains, they haven’t read the fine print –they were simply attracted to the large, bold print.
Check out the article, and the fine print, here.
