Improvement Process Flashcards
According to Nadler & Tushman, Explaint the 3 Problems that should be taken into account in Management of Change
- Problem of Power
- Problem of Anxiety
- Problem of Control
How do you deal with the problem of Power?
Shaping the Political Dynamics
- Gain support of key groups
- Create Simbols
- Good Leadership
- Build Stability
How do you deal with the problem of Anxiety?
Encourainging Constructive Behaviors
- Create discomfort of the current state
- Let people disegage the current state
- Create ways of participation
- Reward Desired Behaviors
How do you deal with the problem of Control
Managing the Transition State
- Recieve Feedback from Employees
- Transitions Device
- Communicate Clearly Future State
- Multiple and Consistent Leverage points
Explain the AIM Method and the more crucial Steps
STEPS OF AIM METHOD
- Formulating the question
What was the biggest problem…..? Be carefol on being too wide or narrow - Warm up
Each Participant express her/his opinion without being judged. - Collecting Data
Post it (R), Based on facts, ladder of abstraction, Multi valued (Numbers, not good or bad), Write full sentences.
This tipe of silent brainstorming allows to collect information from everybody avoiding the influence of the most talktative people
- Clarifying the meaning
Author of post its explain what post its mean. - Grouping
Grouping without talking
1st level Grouping: No more than 3 Post its - Higher level grouping
Make headings for 1st level grouping
2nd level grouping
3rd Level Grouping until have 3-5 Maing Groups - Show connections
- Final layout
Change layout in order to not cross arrows - Evaluation
Show the most impotan issues influencing the question
Red 3 Points
Blue 2 Points
Green 1 Ponts - Concluding
Write conclusions sentences before reach the final conclusion. The conclusion shluld contain the issues prioritized and the interrelationship
How could you use the 7QM Tools and QC Tools and AIM in each stage of the Learning Cycle (PDSA)
7 QC and / 7 Mngmt Tools are base of two main principles of the TQM (According to Cornerstone Model). They are frequently used in the Corners of Continuous Improvement (PDCA or Learning Cycle) and Make decisions based on Facts.
QC control tools allows us to represent and analyse data and in most of the cases they are inputs for Q Management Tools.
During the PDCA Cycle, Management and QC tools are done as follows
Plan:
1. Indentify Problem
2. Collect Data
3. Identify Root Causes
During this phase, a method such as AIM (Which is the combination of Interrelationship Matrix and Affinity Diagrams) could be powerful to identify the problem and create awareness of it. But also AIM needs QC Tools as input, especially in the Step Formulting Question, Because the theme of the AIM reflection should be distributed to the AIM team with antelation, and the team should came up with facts to feed the AIM process.
Once, it has been created awareness of a problem by using AIM, It is necessary to again, collect data (Which is one of 7QC Tolls) and use 7QC tools in order to Identify root causes, but now with a well understanding of the problem. Check In the act phase, 7QC tools are determinant to understand if the Plan and Do Phase where well done, Act. 1. Reflect 2. Standardize 7 Mgmt tools are critical in the reflection Phase, and again a AIM method could be done in order to identify if the problems have been solve, or what we have learned about the way how a problem was tackle in the previous PDCA Cycle, 7 Quality Control Tools Data Collection Fishbone Diagram Pareto Diagram Control Chart Histogram Scatter Plot Stratification Chart (Flow Chart)
7 Management Tools
Interrelationship Diagram Affinity Diagram Activity Network Diagram Problem Decision Chart Tree Diagram Matrix Data Analysis Matrix Diagram
What is cohercive persuation and how it has been used in the corporate world? Shcein Article.
Organizational Learning vs. Brainwashing
Learning is not fun – it is guilt and anxiety
Coercive persuasion: when people cannot physically escape and are pressured into adopting new beliefs.
Companies provide ”golden handcuffs”
Cleansing of the Mind: you have to replace something already there with something new –imposed by the employer It is not a joyful process to give up your values and beliefs
Coercive Persuasion in the Company World
- GE Indoctrination Center in Crotonville
- IBM Song Book
- In the early 1960s converted into educational centers
- Japanese, Korean and Taiwanese companies outperformed US companies by celebrating indoctrination, company spirit and individual subordination to the team.
- Shock: Lead to culture change programs
- Jack Welch made his goals non-negotiable: If you wantto stay you have to learn what Jack wants you to learn.
Where does the change start? (Schein)
- Change often starts in a small group and only gradually spreads
- The organization’s autoimmune system may reject new innovations from small groups
- Resilence is often the ability to make yourself unvisible –lie, cheat, go underground
- If the organizations as a whole is to learn, top management must coercively impose new beliefs and practices on the entire membership
- Coercive persuation seems not only efficient but also entirely legitimate if we can justify the validity of what we are trying to teach and make individuals comfortablewith the learning process.
When learning happens? (Shein)
The Basic Principle: Learning only happens when survival anxiety is greater than learning anxiety
- Increase of survival anxiety – easier but creates strong resistance to learning
- Decrease of learning anxiety – harder-
- Leaders have to educate their workers to make their message credible – when they gain credibility they can create an anxiety that leads to a safer learning environment
- See the need to change or find it questionable
- Real change does not begin until the organization experiences real threat
