ASQ has asked their Influential Voices to respond to the question: What are some recommended strategies or tactics to help achieve successful change management? See my past blog posts as part of the ASQ Influential Voices program (I have participated since 2012).
I have explored the idea of how to create a culture that promotes effective change management in several previous posts on the Curious Cat Management Improvement Blog.
Change Management: Create a Culture Seeking Continual Improvement or Use Band-Aids?
You can try to push change in an ad hoc basis by adopting some strategies to create a similar feeling about the individual change effort. But that isn’t as effective as establishing them in the culture are. Strategies such as: going the gemba, pdsa, build trust via respect for people…
These tools and concepts build trust within the organization. The do that by showing people are respected and that the change effort isn’t just another in the long line of wasted effort for ineffectual change. The first part can be addressed, normally the second part can’t be addressed effectively. Often that is at the core of the issue with why the change effort isn’t working. It is a bad solutions. It hasn’t been tested on a small scale. It hasn’t been iterated numerous times to take a seed of an idea and grow it into a proven and effective change that will be successful. If it had been, many people would be clamoring for the improvement (not everyone, true, but enough people).
How To Create a Continual Improvement Culture
Very few organizations take nearly enough time to train and educate employees. If you want to create a culture of continual learning and improvement you almost certainly need to focus much more on education and learning than you are. Education can be formal but also focusing on learning as you apply quality tools is extremely useful and very overlooked. Coaching is a big part of doing this well, but coaching is another thing that is massively under-appreciated. Most supervisors and managers should be spending much more time coaching than they are.
This effort should be iterative. Create systems focused on continual improvement (which require changes that make a positive impact on results) with built in checks for frequent assessment, reflection and adjustment to the changes the organization attempts to make.
Building the capacity of the organization to successfully adopt improvements will directly aid change efforts and also will build confidence that efforts to change are worthwhile and not, as with so many organizations, just busy work. People will be skeptical if they have a good reason to be so, and poor management practices found in many organizations give people plenty of reason to be skeptical that their efforts to improve will be successful.
Why Do People Fail to Adopt Better Management Methods?
One of the most costly mistakes in management is neglecting methods that have been known for a long time due to the mistake belief that if it was better everyone would already be doing it. Plenty of better management practices exist. All you have to do to gain an advantage is start using them.
It is amazing the lower expected value overhand free throw style has survived this emphasis on exploiting opportunities to improve. But even in very visible, very competitive arenas well known better methods can be ignored by most everyone.
I believe the best way to communicate such changes are to explain how they tie into the long term vision of the organization. This requires that such a vision actually exists (which is often not the case). Then all strategies are communicated based on how they support and integrate with that vision. In addition that communication strategy incorporates an understanding about what weaknesses with past practices are addressed by this new strategy.
Build Your Circle of Influence to Grow Your Ability to Lead Change
On some current issue, I may have a very low chance of success for getting the organization to adopt an improvement I think is best. But certain actions can build the understanding that will allow me later to have more influence. This can even be completely separate from how people normally think of circle of influence. By building an organization that moves toward data based decision making and therefore reduces HiPPO (Highest Paid Person’s Opinion) decision making I increase my ability to influence decision making in the future.
Long term thinking is a very powerful, and much under-practiced, strategy. Your influence within an organization is limited today but has great potential to expand, if you act wisely.
Related: Getting Known Good Ideas Adopted – Making Your Case to Senior Executives – Far Too Often Change is Not Improvement – Making Your Case to Senior Executives
Thanks John for sharing this. The ideas exposed can effectively help to improve how organizations work.
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