A Lean Journey 
On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.
“Change has a bad reputation in our society. But it isn’t all bad – not by any means. In fact, change is necessary in life – to keep us moving … to keep us growing … to keep us interested … Imagine life without change. It would be static … boring … dull.” — Dr. Dennis O’Grady
Change
should not be done for the sake of change — it’s a strategy to accomplish some
overall goal.
should not be done for the sake of change — it’s a strategy to accomplish some
overall goal.
There
are three goals of change:
are three goals of change:
- Change the way people think or
act in the organization. All change begins with the individual, at a
personal level. Unless the individual is willing to change his or her
behavior, no real change is possible. Changing behavior requires a change
in thinking. - Change the norms. Norms consist
of standards, models, or patterns that guide behavior in a group. All
organizations have norms or expectations of their members. Change cannot
occur until the organization’s norms change. - Changing the organization’s
systems or processes. This is the “meat” of the change. Ultimately, all
work is a process, and quality improvement requires change at the process
and system level. However, this cannot occur on a sustained basis until
individuals change their behavior and organizational norms are changed.
Usually organizational change is provoked by
some major outside driving force, e.g., substantial cuts in funding, address
major new markets/clients, need for dramatic increases in
productivity/services, etc. Typically, organizations must undertake
organization-wide change to evolve to a different level in their life cycle,
e.g., going from a highly reactive, entrepreneurial organization to more stable
and planned development.
some major outside driving force, e.g., substantial cuts in funding, address
major new markets/clients, need for dramatic increases in
productivity/services, etc. Typically, organizations must undertake
organization-wide change to evolve to a different level in their life cycle,
e.g., going from a highly reactive, entrepreneurial organization to more stable
and planned development.
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