Small improvements can make a big difference in any continuous improvement journey. David Galloway shares his thoughts and observes how leadership, innovative thinking, and lean six sigma principles can be used to drive safety and process improvements.
Senior leadership issues a clarion call for new ideas. “We need to generate more revenue!” Or more likely, “Our costs are too high and we want your input on how to cut our expenses!” But this is not just any request to submit some ideas into a suggestion box or idea database. Instead, there is a sense of urgency and perhaps even an expectation that every person contributes. Groups across the organization are assembled for brainstorming sessions. Perhaps edicts are issued. “No one can leave the room unless they submit at least 5 ideas.”
What’s the outcome of these sessions? Often it is disappointing. Sure, the quantity of ideas is impressive. But what about the quality? The same recycled ideas are offered, with nothing offered outside existing paradigms. Continue reading →
It’s a sad truth about the workplace: Just 30% of employees are actively committed to doing a good job.
According to Gallup’s 2013 State of the American Workplace report, 50% of employees merely put their time in, while the remaining 20% act out their discontent in counterproductive ways. These employees are negatively influencing their coworkers, missing days on the job, and driving customers away through poor service. Gallup estimates that the 20% group alone costs the U.S. economy around half a trillion dollars each year.
What’s the reason for the widespread employee disengagement? According to Gallup, poor leadership is a key cause.
Richard Sheridan, Founder of Menlo Innovations, describes an antidote for this lack of enthusiasm. He claims that “joy” is what is missing from the workplace. In a recent interview, Sheridan spoke about some of the ways that he purposely designed joy into the way that people work.
What are you curious about? Do you have a hobby or avocation that captures your interest? Is there an activity where you willingly devote many hours of your time without any kind of extrinsic reward or compensation? Most of us can think of something that meets one of these criteria.
We know from experience that we find it easier to learn when the topic is something about which we have a curiosity. Avid hunters can go into great detail about their firearms, ammunition, and strategies for tracking game. Imagine if we sent one of these hunters to a seminar to learn the latest information about these topics – and then quizzed them on what they learned. We would be astonished at what they remembered.
Likewise, we could do the same thing with a baseball enthusiast. This person would relish the opportunity to further their understanding of the game at a convention where like-minded fans are gathered. Their retention of new baseball-related knowledge would be equally impressive.
But what if we sent the hunter to the baseball convention and the baseball fan(atic) to an outdoor show? We could predict that their respective recalls of any new information would be significantly less. Why? In this case, neither individual is intrinsically motivated to learn. (They are not excited to learn just for the sake of learning). Continue reading →
When was the last time that you or someone on your team proposed a crazy, unique, absurd, outlandish, or otherwise unconventional idea? Has this ever happened? What kind of reception did the innovative idea (and the person who proposed it) receive?
William Barnett, Professor of Business Leadership, Strategy, and Organizations at Stanford, discussed this topic as part of a recent webinar. He described a “thought experiment” that helps us to consider what happens when someone comes up with a novel idea. This concept aligns with the notion of how the fear of failure can influence whether innovative ideas are surfaced.
Barnett asked the hypothetical question, “When you have a good idea, does everybody have to agree with that idea for it to be correct?” (Most people would say, “No”).
Barnett then asked, “When we have an innovative idea, what is often the first thing we do? We ask others, ‘What do you think?’ “If the people we ask don’t like our innovative idea, what do we do then? We often ask someone else. Basically, we are looking for affirmation that the idea that we have is a good one.”
Regardless of the approach that is used for continuous improvement, at some point in the process the team will engage in a discussion to identify potential solutions. The most common methods include silent brainstorming or a round-robin format, collecting the ideas from all team members for consideration by the team. Often, this can be very productive. A sufficient number of ideas is obtained and the team reaches consensus on which ones to implement.
However, one limitation of these conventional brainstorming techniques is that the ideas are generated within our existing paradigms. In other words, every one thinks about potential solutions in the context of how we currently do things. As a result, the improvements that are made tend to be incremental in nature.
But what if we are seeking significantly higher levels of performance? Will the ideas that the team implements be sufficient to get us there? Or what if we have already made several improvements to the process, but the performance level is still not where we need it to be?
The team may need to leverage an alternative way of thinking to generate new and different solutions. The Creative Challenge E/R/A approach is designed to question the current solutions. It allows us to investigate the current way that work gets done – and surfaces alternative solutions that could be even better than the existing ones.
Perhaps you have found yourself in this situation.
Your team has been diligent in using a structured process to solve a vexing problem. Most everyone seems to be engaged. Quite a few ideas have been generated. The team has used a criteria matrix or other sorting tool to narrow the choices to the best solution. It seems clear what action is next. The group needs to decide how to implement the improvement.
There is an uneasiness in the air. You can sense it.
You can see it in the way that Jennifer is tilting her head as the team’s proposal is summarized.
Matt prefaces his comment with, “I guess I’m OK with this solution, since everyone else seems to be.”
Susan wonders aloud if the crew will accept this new process design.
Suddenly, it doesn’t seem like all the team members are confident in the solution. You find yourself wondering, “Didn’t we stack hands on this solution already? Why didn’t I hear about these concerns earlier? What did I miss?”
At a time like this, it might be helpful to put on a hat. Or better yet, six hats.