Friday, October 5, 2007

18.Active and Passive Opposition to:Lean/Six Sigma


Reactions/Resistance to Change

- Resistance is predictable and understandable
- Why do we resist change?

1) It’s new and different --full of uncertainty
2) It feels like it’s being imposed
3) There are specific parts of the change that I don’t like

- How do we resist change?

1) Suppressed anger --Shut down, don’t listen, sit there fuming
2) Displaced anger --Don’t get mad, get even
3) Outward anger --Emotional outburst

- What can we do?

1) Ask questions --learn more about what is involved
2) Look for opportunities --are there aspects of the change that could help make things
better? How many options can we generate?
3) Be clear about specific concerns or issues --consider who might have similar concerns and who might have opposite preferences.
4) Build agreements that take into account everyone’s interests

Caution

- Accelerated implementation will generate gaps inleadership behaviors
+ Some people will move ahead quickly, grasping new "operating
assumptions" and others will "not even know what they don’t know"
+ The logic of becoming "lean" can create significant pressure on individuals
+ Be hard on the problem – such as tangible waste in the system – not the people

- Remember the words of Dr. Deming:
Don’t blame the people – fix the syste
- For exceptions --individuals who really can’t make the change -ensure fair systems for performance management

- This module can help in two ways:
1.The "Transition Curve" can be a useful tool for individual self- assessment or feedback/coaching
2.The "Transition Curve" can also be useful for overall stakeholder analysis in planning for systems change


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