Changing how organizations are managed makes a huge difference in people’s lives, not all the time and I understand most of the time it doesn’t. But when this is done well people can go from dreading going to work to enjoying going to work, not every single day – but most days, and it can change our lives so that most of the time we are doing things that we find valuable and we enjoy instead of just going to work to get a paycheck so we can enjoy the hours that we have away from work.
John Hunter, Zion National Park, Utah, USA
Here are some links where I go into more detail on some of the topics I discuss in the podcast:
If you would limit yourself to paying attention to 5 thinkers to advance your understanding of managing organizations Ackoff should be one of them. Of course, many managers don’t even try to learn from 5 leading management thinkers to do their jobs better over their career. So for many people just learning from Ackoff, Deming, Scholtes etc. they would be far ahead of the path they are now for their career. Of course you are not limited to learning from 5 people so you can learn from more if you want to be a better manager and leader.
I probably remember a great deal from maybe 5 talks from the more than 5 years I attended the Hunter Conference (and they were the best conferences I have attended – this might explain why the last conference I attended was maybe 7 years ago). This was one of them. And I realized that Ackoff was someone I could learn a great deal from and it caused me to learn a great deal from Russ Ackoff over the next decade.
Watch the video for much more but the basic idea of idealized design is to create a new design for a product, service or the organization based on existing feasibility but without the constraints of the existing setup. Then you can use that ideal to figure out a plan to move from the existing state to that idealized design. Russell Ackoff co-authored a good book on the topic: Idealized Design.
In this short video, Dr. John Toussaint describes how ThedaCare applied leadership standard work to create a successful management transformation. The changes to the management system were tested by applying standard work for all positions in 2 parts of the organization (including all senior management positions) and learning and adapting and then spreading the new methods to the rest of the organization.
Changes to the management system require the same testing and piloting of changes on a small scale as other process changes. Experiment by going an inch wide and a mile deep, iterate over PDSA cycles, and once we have a solution that works adopt it widely (the A in PDSA).
The first step is transformation of the individual. This transformation is discontinuous. It comes from understanding of the system of profound knowledge.
The individual, transformed, will perceive new meaning to his life, to events, to numbers, to interactions between people. Once the individual understands the system of profound knowledge, he will apply its principles in every kind of relationship with other people. He will have a basis for judgment of his own decisions and for transformation of the organizations that he belongs to.
I believe for significant changes to culture transformation of the individual is required. And I have seen this take place many times. Real gains can be made by applying a few tools and concepts effectively; without transformation. But changes to the culture come from significant changes in how people think.
In order to create a culture that enhances your effort to continually improve you must crate systems that move things in that direction. Part of that system will be the continual assessment of how your organization is falling short of your desired culture. This requires honest assessment of the current state. And it requires those in leadership to design systems to get a clear picture on what is really happening in their organization.
A Case Study Madison, Wisconsin (1981-1993)
Step 1: Educate and inform everyone in the organization about the vision, the goals, and Quality Leadership. This step must be passionately led by the top leader.
Begin discussion with top management team and train them.
Discuss and ask employees; get feedback from them.
Share feedback with the chief and his management team.
Get buy-in from top department managers.
Survey external customers—citizens; those who live and work in the community.
Create an employee’s advisory council; ask, listen, inform, and keep them up to date on what’s going on.
The chief keeps on message; tells, sells, and persuades, newsletters, meetings and all available media.
Step 2: Prepare for the transformation. Before police services to the community can be improved, it is essential to prepare the inside first — to cast a bold vision and to have leaders that would “walk the talk.”
Appoint a top-level, full-time coordinator to train, coach, and assist in the transformation.
Form another employee council to work through problems and barriers encountered during implementation of the transformation and Quality Leadership.
Require anyone who seeks to be a leader to have the knowledge and ability to practice Quality Leadership.
Step 3: Teach Quality Leadership. This begins at the top with the chief and the chief’s management team.
Train all organizational leaders in Quality Leadership.
Train all employees as to what Quality Leadership is, why the transformation is necessary, and what it means for them.
Step 4: Start practicing Quality Leadership. If top managers within the organization are not authentically practicing Quality Leadership neither will anyone else.
This article describes an organizational transformation effort undertaken at the White House Communications Agency. It shares the Agency’s efforts through the period of 1992-1998, beginning with a Deming-based approach to continuous quality improvement through implementation of a total organizational redesign using systems thinking precepts. It describes the obstacles to implementing quality concepts in a high visibility, high security organization and examines the influence of Agency’s organizational culture on quality performance and improvement. The discussion examines the applicability of several broadly accepted quality concepts to the “ultimate command-and-control” organization.
The article is informative and interesting, enjoy. A couple years after this article I went to work for Gerald Suarez at the White House Military Office (WHMO). WHCA is one of seven operational units of WHMO, others include: Air Force One, Camp David and the White House Medical Unit.
Dave Gleditsch, Chief Technology Officer, Pelion Systems, makes many excellent points in: Transforming Your Business To Lean: Lessons Learned [the broken link was removed]:
First and foremost, we should always keep the customer at the forefront of the planning and implementation process. A key to success is in being able to find the customer in every single metric you choose to measure your Lean transformation progress by.
Often measures become the focus and the reason for improvement is obscured. Improvement should eliminate waste and improve value to the customer. Measures should help determine the success along that path but improving the numbers is not the aim, the numbers are merely proxies for that aim.
In truth, there are a variety of best practices and methods that will drive significant Lean improvements. American Standard had a significant variety of products and manufacturing processes
Successful management improvement is not about mindlessly applying quality/lean tools. The tools and concepts are very helpful but then people must make judgements about what is needed, what to emphasis, where to focus, how to proceed given the current organization…