Replying to LO24386 --
Michael Orth asked about identifying factors which make change efforts
successful and unsuccessful. The literature has several theories, but I
have found very few empirical studies.
Change is hard. Improvement is easier. As I try to help companies improve
their operations I find many reasons why they have not succeeded.
Very often it is because they wanted to change from who knows what to who
knows what. They want teams because it is popular, they wanted SPC because
the Japanese made it work, they wanted a learning organization because
there is a great book and a friend read it, they wanted lean manufacturing
or cells because it is more efficient, they want ISO registration because
their customer said so etc etc.
Change is hard because those we are trying to change must see the benefit
of change when they do they adopt he change.
Grandpa delayed many years before he bought a tractor at first because he
did not see the benefit. His brother never bought a tractor he still
believes there was not benefit to the tractor. It cost too much it took
fuel and required maintenance. On his balance scale it cost more to run
than it saved. It brought no benefits to his way of reasoning.
Grandma did not need a portable phone much less 900 megahertz. The dial
wired to the wall worked fine. But after we brought her one, it took just
a couple days for the new device to take a place in her heart. It gave her
a new freedom and security. Though we almost lost it when the lighting
destroyed the new phone and the old one kept working.
Change occurs only when we see the light. Where is this new idea taking
me? What will it be like when I get there? When management adequately
answers these questions and then lives the new philosophy improvement
occurs.
Very often Management wants to buy the change. So they hire someone to
consult or even hire them to run the operation that needs change.
Unfortunately management still lives the old philosophy, continues to have
the same meetings with the same agendas. They ask the same questions so
nothing happens or just as likely things get worse and trust goes down
hill. As mangers walk one talk and ask other to live the new talk.
Frequent attempts to buy change cause another problem - Golf ball of the
month syndrome. Employees lose faith and trust and become cynical and
immune the attempts to change.
Management often fails to answer a critical question for themselves and
consequently for the organization, "Where are we going and what will it be
like when we get there?" When this is done well improvement is possible.
Staff change artists often confuse creating mission and vision statements
with actually understanding where we are going and what will it be like.
Sometime these do work but it depends on how well management has
understood the improvement they want to make.
People will not follow blindly unless there is great faith and trust in
the leadership. Most management conduct themselves in a manner that has
caused varying degrees of mistrust. So whether it be improving or change,
it is harder. The lower the level of trust the more the managers must
struggle to make change happen.
Managers frequently do not accept that attitude is caused by their actions
or lack of action. So they do not see culture as what they manage. In fact
is almost all they do manage. While their self images tell them to make
decisions, control the money and keep those lesser people form making
mistakes. While doing living to their self image they cause attitude.
Until this self image is changed change does not happen.
This topic is with end and I have only a few minutes to ramble. Lack of
leadership is the reason improvement does not happen.
Good luck with your paper.
Eugene Taurman
interLinx
http://www.execpc.com/~ilx
--"Eugene Taurman" <ilx@execpc.com>
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