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: 9781953079565
• Langue: English

Extrait

Making Change in Complex Organizations
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Failure Mode and Effects Analysis (FMEA) for Small Business Owners and Non-Engineers: Determining and Preventing What Can Go Wrong Marcia M. Weeden
The Quality Toolbox, Second Edition Nancy R. Tague
Root Cause Analysis: Simplified Tools and Techniques, Second Edition Bjørn Andersen and Tom Fagerhaug
The Certified Six Sigma Green Belt Handbook, Second Edition Roderick A. Munro, Govindarajan Ramu, and Daniel J. Zrymiak
The Certified Manager of Quality/Organizational Excellence Handbook, Fourth Edition Russell T. Westcott, editor
The Certified Six Sigma Black Belt Handbook, Second Edition T.M. Kubiak and Donald W. Benbow
The ASQ Auditing Handbook, Fourth Edition J.P. Russell, editor
The ASQ Quality Improvement Pocket Guide: Basic History, Concepts, Tools, and Relationships Grace L. Duffy, editor
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. Identifiers: LCCN 2016005439 | ISBN 9780873899284 (hardcover : alk. paper) Subjects: LCSH: Organizational change. | Communication in organizations. | Corporate culture. Classification: LCC HD58.8 .S787 2016 | DDC 658.4/06—dc23 LC record available at http://lccn.loc.gov/2016005439
No part of this book may be reproduced in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher.
Publisher: Seiche Sanders Acquisitions Editor: Matt T. Meinholz Managing Editor: Paul Daniel O’Mara Production Administrator: Randall Benson
ASQ Mission: The American Society for Quality advances individual, organizational, and community excellence worldwide through learning, quality improvement, and knowledge exchange.
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To place orders or to request ASQ membership information, call 800-248-1946. Visit our Web site at www.asq.org/quality-press .
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 Different?
Six Sigma as an Example of How to Make Change
Chapter 2 The Importance of the Goal
The Aircraft Carrier
The Goal—Defining the “Why”
What It Takes
Chapter 3 Leadership: The Indispensable Ingredient
Management Capital
Three Leadership Impediments to Successful Change
Chapter 4 Defining 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
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 Effective
Selecting a Consultant
Chapter 7 The S-Curves
How Change Occurs
Starting Point, Future State and an Organization’s Purpose
Affinity Diagrams or KJ Processes
Using S-Curves to Make Forward Progress
Chapter 8 Communication and Education Planning
Ineffectiveness of the ”Tell and Do” Approach
Supporting the ”Do And Tell” Approach
Chapter 9 The Organization Is a Living Thing
The Kano Model
The Effect of Culture
Chapter 10 Change Takes Time
The Seven Management Planning Tools
FMEA (Failure Modes and Effects Analysis)
Small Experiments
Chapter 11 The Importance of a Common Language
Developing a Common Language
Defining Big Process Elements
Chapter 12 It’s the Processes
The Processes Around Us
Process Nerd Fest
Chapter 13 Looking Inside
Auditing
Assessment
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
List of Figures Figure 2.1 The aircraft carrier USS Nimitz at sea Figure 2.2 Moving from random action to aligned and synchronized action Figure 2.3 The Goal Tree Figure 2.4 The Dark Night of the innovator Figure 2.5 The effect of Six Sigma on net revenue and net earnings Figure 3.1 Levels of leadership and their roles Figure 4.1 Basic Goal Tree flowdown structure Figure 5.1 The Superstar Figure 5.2 The Gray Hair Figure 5.3 The MBA Figure 5.4 The Good Guy Figure 5.5 The Dud Figure 7.1 The development of S-Curves Figure 9.1 The Kano Model is a useful tool for organizations looking toward change Figure 9.2 The combination of the Kano Model with S-Curves allows an organization to see where it is going and classify changes Figure 10.1 Time guideline for making change Figure 10.2 The Failure Modes and Effects Analysis (FMEA) Figure 11.1 The different elements of the organizational framework Figure 14:1 The continuous improvement cycle
Prologue
I, unfortunately, had to visit a cardiologist recently because of a poor stress test result. This, I am sure, is not unusual for people my age who are in the back half of the sixth decade. The doctor was faced with giving me the news that I needed an additional catheterization “procedure,” as Billy Crystal, the comedian, would refer to it.
It is a fairly common procedure involving the insertion of a probe into the arteries of the heart, monitoring it on a live x-ray camera, checking out the amount of blockage, and then deciding whether remedial action such as angioplasty or stents or something more or less serious is required.
In explaining how straightforward this process is, the doctor explained that the risk of death was only 1 in 200, or 0.5 percent, so “how risky could it be.” He seemed comfortable with that fact. I was terrified! I was scared not just because I am a cowardly male, but any manufacturer in the United States making ANYTHING, never mind a life-and-death product, with a 0.5 percent death rate would be out of business.
We worry about flying having a failure rate of less than one in a million. Yet, we are supposed to be OK with a death rate of 1 in 200 for a routine surgical “procedure”? Worse than that, he told me that he has done thousands of these (maybe an exaggeration) without a fatality. So, what the heck am I am supposed to take from that? As an old manufacturing guy, I suspected he was due some deaths to make the average work. Therefore, my fear!
However, I am obviously still here. Fortunately, the medical community has demonstrated a relentless pursuit of perfection. So, the surgical procedure was a success and I am one of the many medical miracles walking around today that a generation ago would not have been. The medical community has shown a tremendous capacity for making successful change.
As in the medical community, one of the greatest lessons learned about manufacturing products in the 20 th century, which will continue to be true in the future, is the value of establishing an environment and mentality of continuous improvement toward the unachievable goal of perfection.
To achieve improvement, we need to change what we are doing. The old saying about insanity is true: If you keep doing what you are doing the way you are doing it, you will undoubtedly achieve the same result.
But making change is a pain!
As a small personal example, I once asked a group I was teaching to do something for me. “When you dress tomorrow,” I said, “consciously change the sequence of putting on your socks and let’s discuss how it felt tomorrow.” The predominant feeling the next day was one of annoyance. People had to think about it, to do something different and for no great reason other than I had asked them to do it. I agreed with them that even small changes can be annoying.
I lived and worked in large companies for 35 years and have been asked many, many times to change what I was doing without any good reason, that I was aware of, so I didn’t like it. So here is the lesson I learned and applied to a major corporate change: Spend time, a lot of time, understanding who is being asked to make a change. Who is affected by the change? Prepare a rationale for what they are being asked to do and explain why. Then figure out how the company can reward each of those groups of people for their successful participation. When making a decision about rewards and recognition, whether it is personal recognition, money, promotion, exposure to senior executive leadership, identification as role models, or any other form of reward, decide what it will be and do it. This means the traditional tee shirts, ball caps and belt buckles just won’t cut it. Make the reward meaningful and reinforcing of the change you are making.
Then launch the program with all the fanfare of a pr