organization for quality chapter 7. objectives change management leadership teams some project...

Organization for Quality

Chapter 7

Objectives

Change managementLeadershipTeamsSome Project Management information

Starting Quality Initiatives

Common errors made when starting quality initiatives include senior management delegation and poor leadership; team mania; the deployment process; a narrow, dogmatic approach; and confusion about the differences among education, awareness, inspiration, and skill building.

Change Management

The laws of organizational change are as follows: Understand the history behind the current

culture. Don’t tamper with systems—improve them. Be prepared to listen and observe. Involve everyone affected by change in making

it.

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Change can be difficult because resisting change is natural human behavior. In any organization there will be advocates of change and resisters. Sometimes advocates focus so intently on the expected benefits of change that they fail to realize how the change will be perceived by potential resisters. People resist change for the following reasons:

Fear Loss of Control

Uncertainty More work

David GoetschQuality Management, 5e

Copyright ©2006 by Pearson Education, Inc.Upper Saddle River, New Jersey 07458

All rights reserved.

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To overcome resistance to change, advocates can apply the following strategies: Involve potential resisters. Avoid surprises. Move slowly at first. Start small and be flexible. Create a positive environment. Incorporate the change. Provide a quid pro quo. Respond quickly and positively. Work with established leaders. Treat people with dignity and respect. Be constructive.




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Communicating change: Identify the changes needed. Put the planned changes in writing. Develop a plan for making the changes. Understand the emotional transition process. Identify key people and make them advocates. Take a hearts and minds approach. Apply courtship strategies. Support.




Definition

Communication is the transfer of a message that is both received and understood.

Effective communication the message is received, understood, and being acted on in the desired manner.

Who is involved?

The message

The sender

The receiver

The medium.

How to kill good communication!

Differences in meaning

A lack of trust Information

overload Interference Premature

judgments

“Kill the Messenger” syndrome

Condescend-ing tone

Inaccurate assumptions

Listening problems.

Communicating SkillsWritten and oral, listening and speakingInternal (within project-email) & external (to

customer, to media, etc.Formal (reports, briefings,etc.) & informal

(memos, ad hoc conversations, etc.)Vertical ( up & down org.) & horizontal (with

peers)

A one-track mind can not

effectively manage a

two-track railroad.

Russell Ackoff

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Leadership is the ability to inspire people to make a total, willing, and voluntary commitment to accomplishing or exceeding organizational goals.

Good leaders overcome resistance to change, broker the needs of constituent groups inside and outside the organization, and establish an ethical framework.




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Leadership for quality is based on: customer focus, obsession with quality, recognition of the structure of work, freedom through

control, unity of purpose, looking for faults in the systems, teamwork, and

continuing education and training.




Good leaders are committed to both the job to be done and the people who must do it. They are good communicators and they are persuasive.

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Leadership and Change

Leaders can build trust by applying the following strategies: Taking the blame Sharing the credit Pitching in and helping Being consistent Being equitable.

To facilitate change in a positive way, leaders must have a clear vision and corresponding goals, exhibit a strong sense of responsibility, be effective communicators, have a high energy level, and have the will to change.




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When restructuring, organizations should show that they care, let employees vent, communicate, provide outplacement services, be honest and fair, provide for change agents, have a clear vision, offer incentives, and train.

The change facilitation model contains the following steps: Establish the reality of change Charter the steering committee Develop a change vision Establish antenna mechanisms Communicate, implement, and incorporate change.




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Leaders can counter the negative influence of followers by:

Keeping vision and values uppermost in their minds

Looking for disagreement among the advisors Encouraging truth-telling Setting the right example Following their intuition Monitoring delegated work.




ProductiveMeetings

•Use agendas•Have a facilitator•Take minutes•Draft next agenda•Evaluate the meeting•Adhere to the “100-mile rule”

Discussion Skills

•Ask for clarification•Act as gatekeeper•Listen•Summarize•Contain digression•Manage time•End the discussion•Test for consensus

Definition of a Group (teams)

Common identity

4

1Two or more

Freely interactingindividuals

3Collective goals

Collective

norms

2

Value of Groups

Why do individuals join groups?

Why do organizations form groups?

Formal Groups Fulfill Organizational Functions

1) Accomplish complex, independent tasks beyond the capabilities of individuals

2) Generate new or creative ideas or solutions

3) Coordinate interdependent efforts

4) Provide a problem-solving mechanism for complex problems

5) Implement complex decisions

6) Socialize and train newcomers

Formal Groups Fulfill Individual Functions

1) Satisfy the individual’s need for affiliation

2) Develop, enhance and confirm individual’s self-esteem and sense of identity

3) Give individuals an opportunity to test and share their perceptions of social reality

4) Reduce the individual’s anxieties and feelings of insecurity and powerlessness

5) Provide a problem-solving mechanism for social and interpersonal problems

Ski Activity

Need 10 volunteersObservers note the group process

involved

Tuckman’s Five-Stage Theoryof Group Development

PerformingAdjourning

Norming

Storming

Forming

Return toIndependence

Dependence/interdependence

Independence

Roles Defined

Role expected behaviors for a given position

Examples:Team LeaderDevil’s AdvocateBusiness Developer

Task RolesInitiator suggests new goals or ideasInformation seeker/giver clarifies key issuesOpinion seeker/giver clarifies pertinent valuesElaborator promotes greater understanding

through examples or exploration of implications

Coordinator pulls together ideas and suggestions

Task RolesOrienter keeps group headed toward its stated

goal(s)Evaluator tests group’s accomplishments with

various criteria such as logic and practicalityEnergizer prods groupProcedural technician performs routine dutiesRecorder performs a “group memory” function

by documenting discussion and outcomes

Maintenance RolesEncourager fosters group solidarity by accepting and

praising various points of viewHarmonizer mediates conflict through reconciliation or

humorCompromiser helps resolve conflict by meeting others

“half way”Gatekeeper encourages all group members to

participateStandard setter evaluates the quality of group

processesCommentator records and comments on group

processes/dynamicsFollower serves as a passive audience

Track and Marble Exercise

Developing Superior Work TeamsLeadership

Focused on development and

performance

Initiator

Model

Coach

Results

Maximum ruse of teams human resources

Superior outputs against all odds

Continuous improvement

Informal Processes

Communicating and contacting

Responding and adapting

Influencing and improving

Appreciate and celebrating

Feeling

Inclusion

Commitment

Loyalty

Pride

Trust Kinlaw

ResultsBuild on every team members strengthCreate an environment where innovation

thrivesTeam mentalitySuperior work teams make superior

companies

Informal Team Process

Communicating and ContactingTalk to the customer

Respond and AdaptRecognize change as an opportunity not a

threat

Influence and ImproveAsk everyone

Team Feelings

InclusionFor better or for worse

CommitmentClearly set priorities

LoyaltyStand behind the team

PrideFind a way to be successful against the odds

TrustDepend on each other

Stick Exercise

Characteristic of a Project

Has an established objective.Has a defined life span with a beginning and an

end.Requires across-the-organizational

participation.Involves doing something never been done

before.Has specific time, cost, and performance

requirements.

Project Management Priorities

Performance

Cost

Unexpected tech. problems

Insufficient resourcesQuality problemsClient changes in specs

Tasks took longer than planned

Initial time estimates were optimistic

•Scope of work increases•Initial bids were too low•Poor reporting or untimely•Corrective control not exercised in time

Time

Project Plan Development

Project Charter Other informationProject descriptionBusiness case or needProblem statementOwnerScope statementGoalsResults (deliveriables)Risks

Performance measurement baselines

Major milestones and target dates

Subsidiary management plans Ex. Procurement plan

Definition of scope:

A definition of the end result or mission of the project—a product or service for the client/customer—in specific, tangible, and measurable terms.

Scope Checklist

1. Project objective

2. Deliverables

3. Milestones

4. Technical requirements

5. Limits and exclusions

6. Reviews with customer

Issue (scope statement)Focus a scope statement by answering who,

what, when, and where. Lean Healthcare

Conference

Who -Customers?Suppliers?Who else is involved?

What-Nature of the problem?-what happens?-what do we know about it?

When--day, time, shift, month?-when is the problem greatest?

Where-Does the problem occur?-at what step in the process?-location?

Work Breakdown Structure (WBS)An hierarchical outline (map) that identifies

the products and work elements involved in a project.

Defines the relationship of the final deliverable (the project) to its sub deliverables, and in turn, their relationships to work packages.

Best suited for design and build projects that have tangible outcomes rather than process-oriented projects.

Steps for Constructing a WBS

1. Divide project into major objectives

a. Design stage

b. Construction stage

c. Closure

2. Partition Each objective into activities or tasks

3. Divide each activity into sub activities

4. Repeat step 3 until all sub activities have characteristics desired

5. Lowest-level sub activities will be basis of work packages that must be done in order to complete project

Resource Planning

Project goalTechnicalResource

availabilityProject scheduleContingency plan

and replanning

Project policyProject procedurePerformance

standardTracking, reporting,

and auditing

Responsibility Matrix

ANY QUESTIONS?

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