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.
5
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.
6
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.
David GoetschQuality Management, 5e
Copyright ©2006 by Pearson Education, Inc.Upper Saddle River, New Jersey 07458
All rights reserved.
7
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.
David GoetschQuality Management, 5e
Copyright ©2006 by Pearson Education, Inc.Upper Saddle River, New Jersey 07458
All rights reserved.
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
13
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.
David GoetschQuality Management, 5e
Copyright ©2006 by Pearson Education, Inc.Upper Saddle River, New Jersey 07458
All rights reserved.
14
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.
David GoetschQuality Management, 5e
Copyright ©2006 by Pearson Education, Inc.Upper Saddle River, New Jersey 07458
All rights reserved.
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.
15
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.
David GoetschQuality Management, 5e
Copyright ©2006 by Pearson Education, Inc.Upper Saddle River, New Jersey 07458
All rights reserved.
16
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.
David GoetschQuality Management, 5e
Copyright ©2006 by Pearson Education, Inc.Upper Saddle River, New Jersey 07458
All rights reserved.
17
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.
David GoetschQuality Management, 5e
Copyright ©2006 by Pearson Education, Inc.Upper Saddle River, New Jersey 07458
All rights reserved.
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?