|
|
|
|
The Process of Implementation Part Two |
|
Free Feature Article |
|
In Part one we discussed the process of implementation and that problem solving is a key activity.
Change management is the other key activity in implementation and, like problem solving, is a big topic on its own. There have been plenty of books written that deal with this topic extensively, however, in the space available here I am going to present a summary of the issues that you need to understand.
The main point is this: Change management requires an understanding of the human issues faced by you and your team
That’s right, implementation is a human process not a scheduling processes. Planning and scheduling are tools that help manage the human process; they do not replace it.
There are many models of the process for change. They usually include words such as stagnation, grieving, acceptance, relief, reality, resistance, confrontation, critical mass and point of no return (typically in that order). Because of the human element in change management these models are based on psychology and the words used often have little meaning in this context to the average manager.
Here is a much simpler approach that works. No matter which change model you subscribe to the key issues that you need to address are communication, taking action and reinforcement. Here are my six key actions:
Let’s discuss each of those items in turn.
Communicate the vision and new process: Communicating the vision and the process to achieve that vision is repeated here because this requires at least three times the effort than most companies put into this step! Too often companies leap into the ‘just do it’ approach and the only people that really understand why new things are happening and where this is all going are the ones that wrote the plan. People need to understand where they are going and how they are expected to get there.
Take action: Taking action requires you to get others involved and start doing something different – preferably executing the actions in your plan.
Reinforce the desired behaviour: Once you take action you must then reinforce the desired behaviour. Positive reinforcement is clearly preferred but behaviour correction and follow up also have a place – not in a berating sense but in a ‘that’s not the way we do things anymore’ sense.
Further, do not underestimate the power of a review meeting with those assigned responsibility. This provides a forum to air issues that arise, the catalyst for problem solving, the opportunity for positive reinforcement and a chance for behaviour correction. Tracking and review must be seen as important and this can be achieved by demonstrating the willingness to dedicate time to the meetings.
It constantly amazes me how many businesses develop a plan and then expect it to be followed with little or no follow up. They adopt an attitude of ‘I told them what I want, they should just go do it’ – sorry the world doesn’t work that way.
At this point measurement systems are a must and keeping score is important. However, you need to track and measure actions not just outcomes. Let me explain this.
In many situations outcomes, such as reduced cost or inventory, can be achieved in a number of ways and in some that are just not sustainable. For example, eliminating maintenance, or reducing quality control, or buying inferior products, or cutting a layer of management can reduce cost. Any one of these actions will produce a short-term result but not necessarily a sustainable outcome. If you have been working on developing actions that will lead to sustainable cost reduction, why not make sure that those actions are implemented? This can be as simple as having a system that also tracks ‘have we done action A’ rather than just ‘have we achieved outcome X’.
Manage the tension between the old and the new: Change ultimately requires a transition and this transition creates a tension between the old culture, where people know what to do and are generally comfortable, and the new culture, where there may be uncertainty and people are not yet comfortable. As a rule of thumb most people prefer what they know, there is less risk and uncertainty.
This tension shows itself as a resistance to change. What you must do in implementing change is manage this tension. That is, understand that it exists and that it is normal and that the way to relieve the tension is to move people step by step towards the new. The more people understand as they progress the less fear and uncertainty they will have about the change.
What you must not do is allow the old culture to design the new way of doing things. Invariably, this approach manages the tension of change by designing something that is not too different to the current situation or requires everyone else to change (blame shifting).
To manage the tension effectively there are seven things about people that you must remember:
By remembering and applying these points you will be able to manage this tension and smooth the path to success.
Signposts For Failure
Finally there are some warning signs that you must look out for. Once you recognize any one of these you must take action and reenergize your change process or review your problem solving.
The signposts for failure are:
If you recognize any of these, take action now!
Final Thoughts
As someone who spent several years moving a manufacturer from near closure to a profit star I can tell you that there are few more satisfying journeys than the one that you are now undertaking. Be patient but maintain rigor. Demand urgency but accept that not everything will work.
Taking this approach requires strength for implementation and the courage to admit mistakes. The real benefit comes from changing how the business is managed; this is the secret to long-term sustainable results.
Finally, remember that ultimately it is the team that will execute the plan, treat them with respect.
About The Author
Phillip Slater is the author of the book A New Strategy for Continuous Improvement. For more information visit his website at http://www.InitiateAction.com.
Note: You are welcome to reprint this article online on the condition that it remains complete and unaltered (including the ‘About the author’ info at the end) and you send a reprint to enquiries@InitiateAction.com |
|
Initiate Action Pty Ltd 49 Vida Street, Aberfeldie Vic 3040 Australia phone: +61 3 9331 3181 fax: +61 3 9331 3180 USA and Canada Free Call 800-581-7678
|