{"id":893,"date":"2020-07-20T10:00:01","date_gmt":"2020-07-20T08:00:01","guid":{"rendered":"https:\/\/www.jet-consultants.com\/please-dont-change-anything\/"},"modified":"2024-04-05T09:32:34","modified_gmt":"2024-04-05T07:32:34","slug":"please-dont-change-anything","status":"publish","type":"post","link":"https:\/\/www.jet-consultants.com\/en\/please-dont-change-anything\/","title":{"rendered":"Please Don\u2019t Change Anything"},"content":{"rendered":"

According to a popular Italian saying, \u201cif we want things to stay as they are, things will have to change\u201d. It can be applied to many companies and organizations. When asked about the need to change, almost everyone replies affirmatively. Are they all sincere?<\/em><\/h3>\n

Change is uncomfortable<\/strong>, regardless it is for better or \u2013 frequently \u2013 to grant continuity. To make it (well), it\u2019s necessary to engage people and make them aware of\u00a0why<\/strong>\u00a0they are part of an organization and what is the reason for its existence; it implies an effort to be (really) open \u2013 and listen \u2013 to unconventional points of view.<\/p>\n

A hierarchical approach is much easier, but it works in the army, or in the endless bureaucracy of some public bodies, not in the increasingly dynamic scenario we live in. The involvement of resources is required to\u00a0replace yes-men with a genuinely committed team<\/strong>.<\/p>\n

When pursuing the improvement, companies apply techniques and methods aimed to modify behaviours \u2013 the Deming cycle is possibly the most famous \u2013 and their effectiveness relies on consistency, sequence, mindset. This last factor, particularly, is not available in the market, it has to be built internally. The reason why many PDCA activities fail is maybe the way people perceive the\u00a0company\u2019s mission<\/strong>\u00a0(the \u201cwhy\u201d), which leads to misalignments.<\/p>\n

Self-confidence, the hurry for getting to concrete solutions, authoritarian attitudes often lead to give the DO phase excessive importance \u2013 to the\u00a0detriment of Plan, Check and Act<\/strong>\u00a0\u2013 paying less attention to the design, the analysis and \u2013 thus \u2013 the explanation and engagement. Frequently, the result is frustrating, with a waste of time, energies, investments, motivation.<\/p>\n

\"\"<\/p>\n

It happens in organizations where topics are taken for granted.\u00a0A top-down approach<\/strong>\u00a0fosters the immobility, the lack of awareness drives to a wait-and-see attitude: these risks can\u2019t be faced in an everchanging scenario. There is little attention on how the PDCA concept is understood at every level of an organization: the way it is spread may translate it in a\u00a0boomerang<\/strong>\u00a0(Please Don\u2019t Change Anything<\/strong>).<\/p>\n

\"\"<\/p>\n

This is overcome where PDCA is a synonym of doing business or \u201ccompany spirit\u201d, with a continuous iteration and sharing of decisions, where the exchange between layers, functions, levels is a basic ingredient of the decision making. Operationally, these practices start from genuinely aware and engaged\u00a0resources<\/strong>: for instance, at Toyota we find\u00a0T-type people<\/strong>, a concept according to which the vertical stroke means that employees must intensify and deepen what they do, while the horizontal one means that they must learn from other jobs\/functions (\u201cLessons from Toyota\u2019s Long Drive\u201d, Thomas A. Stewart and Anand P. Raman, HBR, July\u2013August 2007). It\u2019s a long and expensive process, that goes against to the employee turnover \u2013 actually very low in Japan \u2013 and doesn\u2019t pay attention to the anxiety for short-term results. On the contrary, it promotes a consistent and robust cultural growth, enables sustainability and cost reduction, makes quality an inherent element of the company\u2019s philosophy.<\/p>\n

A comparison between the engineering cultures that traditionally are associated to General Motors and Toyota provides a clear example:<\/p>\n

\"\"<\/p>\n

In order to get to a substantial change of the approach and behaviours, a\u00a0new strategic thinking<\/strong>\u00a0is needed, together with the genuine determination of questioning long-standing practices, even if they enabled excellent performances in the recent past.<\/p>\n

Resistance and reluctance are strong<\/strong>. To foster a positive mood by involving, engaging and making people aware, methods are not as effective as they appear in manuals, if we are not able to tackle and anticipate roadblocks.<\/p>\n

\"\"<\/p>\n

In an era that asks everybody to be increasingly dynamic,\u00a0it is fundamental to reverse the conformism pyramid and develop a different mindset<\/strong>. In this landscape, we discover that bringing out weak points that undermine the growth, through sharing and engagement, not only does not represent a risk, but, on the opposite, states a new starting point that firstly strengthens company\u2019s values (and, thus, the awareness) and secondly performances\/results. \u201cI know that I know nothing\u201d: being aware of it gives strength to the strategic view, fosters the long-run thinking. It is the consciousness that knowledge is not definitive and the virtuous circle needs to be constantly fed. When projected on the team, all this stimulates proactive behaviours and, at the same time, promotes and retains the best talents.<\/p>\n

In this way, the PDCA dynamics will find a concrete and genuine fulfillment.\u00a0Change is a must<\/strong>.<\/p>\n

\n

PDCA: Please Do Change the Attitude<\/em><\/h3>\n<\/blockquote>\n","protected":false},"excerpt":{"rendered":"

According to a popular Italian saying, \u201cif we want things to stay as they are, things will have to change\u201d. 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