Replying to LO30175 --
In a message dated 5/15/03 12:16:53 AM,
learning-org-digest-approval@world.std.com writes:
> Jeff Miller wrote:
> I'm in need of a good article or two that does a
> nice job of illustrating
> the concept of working harder vs. working smarter.
Jeff, you went on to describe how the management group felt applying a
little more pressure, a little more focus, a little more "just get those
turkeys to do what I want, when I want, the way I want!" My words not
yours. I am not aware of any 'magic' articles, but will share a few
thoughts. I have been working primarily with organizations on improvement
for more that twenty years. I was originally taught by Dr. Deming (whom I
had a great deal of trouble listening to initially) and Dr. Juran. I find
the biggest challenges in the dilemmas you described to be:
#1. Helping people to listen (I am not sure if this is more of a problem
for me, for Americans (US variety) or is true around the world - I still
have to work on this to this very day. Not to be sexist, but women seem
to do a much better job on this then men. Or maybe they just do a better
job then me.
In your case, what can you do to help your client listen? What can you do
to help your client ask, "What is someone truly saying? How can I
minimize my filtration process?" Especially when one's listening style is
to quickly assess what is being said, and then wait for them to pause, so
'I'might talk.
When they think they have heard something, can you work with them to
probe by asking questions like: "Is this what you meant? or What do you
mean by that?"
Bridging questions - I hear what you are saying..... vs. I completely
disagree
Restating questions - You are concerned about..... vs. So you feel
like.....
Probing questions - How would you proceed or what would you do or Tell me
more information about.... vs. a Closed ended question - Should we make this
adjustment this way (only allows a one word response.)
Summarizing questions - Let me review what I believe you said or Let me tell
you what I heard you say.... vs. Let me tell you how it really is.
The vs. responses obviously shut down communications and do not lend
themselves to further dialog. One thing to point out to the management
group, is just because they practice more responsive listening, does not
mean the other person is right. They are simply getting more data points
and increasing their understanding. This just touches the surface of
course on the world of effective or responsive listening.
#2. Is helping people learn to see. It's similar to #1, but different.
We also filter the way we look at the world. In my twenty plus years of
working on organizational change, it is absolutely amazing how much things
have changed, yet in the end, they are still the same. Not the outcome I
would have predicted in my thirties.
I find helping people create pictures of the situation is extremely valuable.
A picture is indeed worth a 1000 words. (so much for this treatise)
These are not artistic (talented) Andrew C. type pictures. They are simple
diagrams.
Make a Value Stream Map (Womack - Learning to Think or Jones - Learning to
See) What happens outside the company, organization, or department to get
things started. Go from suppliers to customers for the service or
products being delivered. I like to blend a strong time element into
these pictures.
Make a Cross Functional Process Map. As a consultant, the place one goes
to find improvement opportunities is where one function (department) hands
something off to another department. The requirements are never clear,
and improvement opportunities almost always exist. These maps tend to do
a good job of showing delays and rework. They also reveal complexity.
A third map is a "Moments of Truth" diagram. I first read about this in
"Service America" by Carl Albrecht (don't buy the book, it was not very
good, but this is a neat tool). It's very hard to put ones self in your
customers shoes. To see the world the way a customer sees it. This is
extremely simple to do. Draw a Circle on a flipchart. Let's use making a
bank deposit as an example. (the old way when we used to go to the bank)
The first thing a customer might see is the lobby, then look for signs to
find a table with deposit slips, then find a deposit slip......find teller
line, make the deposit, etc. It's a great way to see the world the way
other people look at it, for an extremely cheap cost.
Not sure if the learning to see tools would be useful in your situation.
But using some of these to show the work the employees do and the (likely)
inefficiencies in the existing processes might help the management group
see their world through new eyes.
Did not mean to write for so long. Hope the ideas help.
Best wishes,
Michael Bremer
thecumberlandgroup.com
630-789-8262
--Learning-org -- Hosted by Rick Karash <Richard@Karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>
"Learning-org" and the format of our message identifiers (LO1234, etc.) are trademarks of Richard Karash.