Making Change in Complex Organizations

George K. Strodtbeck

Description

This book is written for the leader or management team of any complex organization attempting to lead an organization-wide change. Successfully leading change has never been easy. Many realities of life in the 21st century have combined to intensify the challenge. This book captures the lessons learned during more than 43 years of experience working in complex, large-scale organizations, 14 years between West Point and the United States Army and more than 29 years in two large, very different American companies. These lessons learned are shared in the hope that it will help others lead change successfully and avoid at least some of the pitfalls that come with it.
The principles and questions in this book also benefit leaders making changes in the small organization or those who desire to transform their small organization into a large one. This book is intended to serve as a leaders’ guide of things to think about and how to plan for successful change.
Many books have been written about management and leadership, as well as the dos and must-dos of leading an organization. But few books discuss what it takes to make changes in today’s complex organizations, and those that do are often written by consultants who have not practiced what they propose over any significant period of time. This book, by contrast, draws lessons from a successful long-term change made by leaders who had a personal and financial stake in the organization’s success and saw the change all the way through.
hr"In my 40 years at Cummins one of the most successful changes made was our adoption of Six Sigma. When I became CEO it was clear that we needed to improve our product and overall business performance. We chose Six Sigma to help us do that. George's book concisely captures many of the things we had to think about when implementing Six Sigma throughout the company. I believe this is a good guide for any leader contemplating making an organization-wide change." Tim Solso former CEO Cummins, Inc.
"As CEO I have discovered that just saying I want something done doesn’t make it happen. Change done well is hard work. George’s book is a practical go-to guide for driving lasting change." Tom Linebarger CEO Cummins, Inc.
"In medicine today ever-higher quality has become an expectation. This expectation is causing us increasingly to transition from volume-based to value-based medicine. As an industry we are quickly adapting to this new value-based world. However, organizations don’t transform easily. It requires dedicated and engaged teams to be leaders of change in their industry. I have been waiting for a book like this for years…whether you are a medical student or a senior attending physician…George Strodtbeck’s book on Making Change is a must read!!!" James Grant, M.D. Chair, Department of Anesthesiology Beaumont Health System, Royal Oak, Michigan
"George Strodtbeck draws on more than three decades of personal experience in planning and executing change in complex organizations. His incisive, fast-paced writing explains, engages and motivates. His guidance is candid about challenges faced but simultaneously practical and actionable in today’s organizations. This book is for any leader seeking to accelerate the pace of change, improvement and innovation in their organizations." Mohan V. Tatikonda, PhD Professor of Operations Management Kelley School of Business, Indiana University

Sujets

• Business
• Qualité, hygiène, sécurité, environnement
• Gestion et management
• management
• Organizational culture
• Economics
• Leadership

Informations

• Publié par: ASQ Quality Press
• Date de parution: 14 avril 2016
• Nombre de lectures: 0
• EAN13: 9781953079558
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

MAKING CHANGE IN COMPLEX ORGANIZATIONS

GEORGE K. STRODTBECK, III

Making Change in Complex Organizations

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To request a complimentary catalog of ASQ Quality Press publications,

call 800-248-1946, or visit our Web site at http://www.asq.org/quality-press.

Making Change in Complex Organizations

George K. Strodtbeck, III

ASQ Quality Press Milwaukee, Wisconsin

American Society for Quality, Quality Press, Milwaukee, WI 53203 © 2016 by ASQ All rights reserved. Published 2016. Printed in the United States of America.

22 21 20 19 18 17 16 5 4 3 2 1

Library of Congress Cataloging-in-Publication Data

Names: Strodtbeck, George K., 1954- author. Title: Making change in complex organizations/George K. Strodtbeck, III. Description: First Edition. | Milwaukee, WI : American Society for Quality, Quality Press, 2016. Identiîers: LCCN 2016005439 | ISBN 9780873899284 (hardcover : alk. paper) Subjects: LCSH: Organizational change. | Communication in organizations. |  Corporate culture. Classiîcation: LCC HD58.8 .S787 2016 | DDC 658.4/06—dc23 LC record available at http://lccn.loc.gov/2016005439

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Printed on acid-free paper

Dedication

To my wife Alanna, whose love and encouragement makes this book possible.

Contents

List of Figures. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Prologue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Acknowledgements. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Chapter 1 An Introduction to Organization Change . . . . . . . . . .  The Audience. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  Leaders as Builders. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  Why Is This Book Dierent?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  Six Sigma as an Example of How to Make Change . . . . . . . . . . .

Chapter 2 The Importance of the Goal . . . . . . . . . . . . . . . . . . . . . .  The Aircraft Carrier . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  The Goal—Deîning the “Why”. . . . . . . . . . . . . . . . . . . . . . . . . . .  What It Takes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Chapter 3 Leadership: The Indispensable Ingredient . . . . . . . . .  Management Capital . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  Three Leadership Impediments to Successful Change . . . . . . . .

Chapter 4 Deîning the Change. . . . . . . . . . . . . . . . . . . . . . . . . . . . .  Where Are We Now?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  What Change We Will Make?. . . . . . . . . . . . . . . . . . . . . . . . . . . . .  The Beginning—A Great Idea. . . . . . . . . . . . . . . . . . . . . . . . . . . . .  Why Is The Change Important To Senior Executive  Leadership?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  Why Is It Important To Me?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  How Are We Going To Get There?. . . . . . . . . . . . . . . . . . . . . . . . .  Creating A Goal Tree . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

vii

x

i

xii

x

v

1 1 2 3 4

7 7 8 13

17 19 20

25 25 27 28

29 30 31 33

viiiContents

What Are You Going To Do To Help Me?. . . . . . . . . . . . . . . . . . . What’s My Incentive?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Chapter 5 Making Change and the Role of the Consultant. . . . .  The Consulting Contract . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  The Kinds of People You Want (And Don’t Want). . . . . . . . . . . .

Chapter 6 Making the Consulting Engagement Efective. . . . . .  Selecting a Consultant . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Chapter 7 The S-Curves. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  How Change Occurs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  Starting Point, Future State and an  Organization’s Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  Aïnity Diagrams or KJ Processes. . . . . . . . . . . . . . . . . . . . . . . . .  Using S-Curves to Make Forward Progress . . . . . . . . . . . . . . . . .

Chapter 8 Communication and Education Planning . . . . . . . . . .  Ineectiveness of the “Tell and Do” Approach. . . . . . . . . . . . . .  Supporting the “Do And Tell” Approach. . . . . . . . . . . . . . . . . . .

Chapter 9 The Organization Is a Living Thing. . . . . . . . . . . . . . .  The Kano Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  The Eect of Culture. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Chapter 10 Change Takes Time . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  The Seven Management Planning Tools . . . . . . . . . . . . . . . . . . . .  FMEA (Failure Modes and Eects Analysis). . . . . . . . . . . . . . . .  Small Experiments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Chapter 11 The Importance of a Common Language . . . . . . . . . .  Developing a Common Language . . . . . . . . . . . . . . . . . . . . . . . . .  Deîning Big Process Elements. . . . . . . . . . . . . . . . . . . . . . . . . . . .

Chapter 12 It’s the Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  The Processes Around Us . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  Process Nerd Fest . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Chapter 13 Looking Inside . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  Auditing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  Assessment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

35 35

37 37 39

43 47

49 49

51 52 53

57 59 59

65 66 70

73 74 74 75

77 78 80

85 86 87

91 91 94

Contentsix

Chapter 14 A Continuously Improving Continuous  Improvement Culture. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  The Importance of a Continuous Improvement Culture . . . . . .

Chapter 15 One Company’s Experience Creating a  Continuous Improvement Culture. . . . . . . . . . . . . . . . . . . . . . . .  Why It Works. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  How It Works. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  How to Get the Most Out of It . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Chapter 16

Final Comments. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Bibliography . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

References. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Index. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

97 98

103 103 104 105

109

113

115

117