Category Archives: Change Principles

It’s the environment isn’t it?

May 22, 2014 Simon Black Leave a comment

There has a been a recent flurry of interest in workspace design (http://www.bbc.co.uk/news/magazine-25355618). Google, Apple and Facebook are often cited for their creative office spaces, designed to enable or even enhance the creative thinking of their staff.

However it is not clear if a creative office space stimulates creative thinking, or whether it is the elimination of bad office design that appears to free up the minds of workers (i.e. workers may have been creative already, but just get it sucked out of them by a poor environment). After all did the innovative and creative workers of the past have wacky working environments (maybe they were not really as creative!)?

It could be that the managers of these organisations might just be fiddling with ‘hygiene factors’, the things that Herzberg identified in the 1960s as having no positive impact on motivation, but are merely the basics that need to be sorted out (along with pay, management style, working relationships etc). Over the long term there is a risk, unless the managers at these organisations are doing something else, that their workforce may not be motivated to make a real difference to the performance of the business – will they still have leading products and services of the future or will better alternatives emerge from their competitors?

Over the past few decades it has become clear that whilst many ‘enlightened’ managers have dutifully followed the good manager mantras: developed themselves as leaders, worked on motivating staff, built trust and rapport, coached and developed, and engaged in team-building, the things that really matter is a common sense of purpose, how work is designed and what power people have over decisions and quality of the work that they do. This sounds fine in theory, perhaps, but in reality job design often sits in the lap of central departments (like HR), rather than the worker or the team, so the power even to design jobs is not at the point of knowledge – the people doing the work. The result is that managers can only be left to fiddle around the edges with team-building and cheer-leading. Or perhaps some just repaint the office.

An effective manager will learn how to understand and design work and how to engage people to ensure improved performance. An effective team will seek a clear purpose, investigate how their performance affects users, will challenge thinking, ask questions and engage in improvement.

Reading:

Herzberg, F. (1968) “One more time: how do you motivate employees?”, Harvard Business Review, vol. 46, iss. 1, pp. 53–62

BBC (2013) 10 bizarre objects found in ‘cool’ offices. BBC News Magazine. http://www.bbc.co.uk/news/magazine-25355618

Wakefield, J. (2008) Google your way to a wacky office. BBC News website. http://news.bbc.co.uk/1/hi/7290322.stm

Change Principles, Myths

Why diversity is important – it’s the system

April 28, 2014 Simon Black Leave a comment

something — Does this image (above) depict the ‘brute force’ associated with British football?… …and do the scenes (below) at a Brazilian match really represent Brazil’s ‘beautiful game’?

Responding to variety is one thing; but a variety of perspectives is quite another challenge, for both practical reasons and ethical reasons (Rogers & Williams, 2010).

Let’s think practically first – our understanding of many things will be flawed if we only consider one point of view: a football match ending in a riot cannot be explained if you only view it as a game of skill between two teams.

Perspectives are closely associated with what you value. The value of a football match will be judged differently if it the sport is seen as a game of skill or a means of entertainment. A game played by incompetents could be judged hugely entertaining, whereas a skilfully played game (e.g. Spanish-style tiki-taka football) could be judged very dull. My wife’s perspective on the value of our son’s local village match in contrast to a premier league game on TV would be quite different from that of a football expert (although my wife played the game at university and has coached a few junior teams in her time). Perceptions of value have implications for service users and service quality – do we judge our service or work outputs by our own perspectives of quality, convenience, purpose or timeliness – or do we work to the expectations, needs and priorities of the people using those services?

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There are also serious ethical implications in considering a diversity of perspectives. A person or a certain group of people could get harmed if you don’t see things through an alternative perspective. That topic is worth a separate blog in its own right.

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Aside from that, our effectiveness as people is influenced by our understanding of alternative perspectives. A wider perspective allows us to consider interrelationships better: how does my work affect yours, who else might be impacted, what are their priorities? Any changes we make in a system of work are not simply a matter of cause and effect – not as straightforward as ‘I do this, then they will do that‘. It is not just about A+B =C. There may be unforeseen consequences: more of C may impact on D, E, or F. Using up B might cause problems for X and Y and so on.

Of course there are practical limits to what we can consider – we need to put boundaries around our thinking. Where we set those boundaries will depend on our perspective, or ideally the various perspectives that we are prepared to consider. Every world-view is restricted and limited in some way, so remain conscious that:

a good first step to seeing the wider ‘system’ is to see the world through the eyes of another,
any judgement of activity sets up a boundary of ‘worthwhile’ and ‘not important’,
we should carefully consider the implications of any boundary which we set

Reading:

Churchman, C.W. (1968) The Systems Approach. Delta, NY

Jacobs, C.J. (2009) Management Rewired: Why Feedback Doesn’t Work and Other Surprising Lessons from the Latest Brain Science. Penguin Group Portfolio, NY

Rogers, P. and Williams, R. (2010) Using Systems Concepts in Evaluation, in Beyond Logframe: Using Systems Concepts in Evaluation, N. Fujita (Editor). Foundation for Advanced Studies on International Development, Tokyo.

Change Principles, Process Improvement

‘Value’ versus ‘Waste’ – why bother?

April 10, 2014 Simon Black 1 Comment

If we want to make improvements at work we need to balance between two sets of action: reduction of waste and addition of value. William Sherkenbach reminds us that waste and value are NOT reciprocals

– you can reduce waste but not add value;

– you can add value but not reduce waste.

You need to do both in a balanced way. The reduction of waste does not ensure value.

This is why John Seddon always starts discussions around improvement by asking people to understand what is happening first; how much good work they produce (the stuff that people want) and what it is (why it is valuable), how much waste is produced (stuff that is not what people want) and what types of waste. Seddon calls these the WHAT’s of performance. Only once we know what is happening can we differentiate value from waste (or ‘failure demand’ as Seddon labels it). What is interesting is that by examining demand properly we can identify those things which on the surface appear to be a customer requirement (e.g. a request for a service or a query) but can actually turn out to be driven by a failure earlier in the process. If these things are identified we can flush out built-in failures in the design of systems, procedures and policies.

To some degree or another, a given production of good output (value) will generate a parallel degree of waste. If you double the output (good things), you will double the waste output (at the very least, aside from errors due to additional pressure on people and machinery). To improve quality of output (i.e. to get proportionally more good stuff) we need to redesign the system. Identify value and eliminate waste and failure.

An analogy is water consumption. If you find a new source of water and make it available for consumers to use, but don’t fix the leaky pipes, you will just generate more leaked water. A good water system has good supply of water and a continually diminishing occurrence of leaks. Water service professionals are concerned with water catchment (source and supply channels) and the integrity of the distribution network (fixing leaks).

However, taking the idea further using a different analogy, an economical way to run a car involves a combination of maintenance and driving technique for improved fuel efficiency, or a person could simply drive the vehicle fewer miles. How you carry out your driving relates to purpose. If we only drive a few blocks to buy a pint of milk, our decision about the car’s fuel economy might be different compared to someone who uses the car to commute 100 miles per day to work. Or, if we only want to take our prized sports coupé out at weekends in the summer to impress people at parties, the decision will be different once again.

Purpose is defined by the needs of the user. The ‘user’ is the user of our product or service. But also remember that ‘purpose’ should not exist in its own bubble. If we buy a Harley Davidson motorcycle just to use it to cruise in the sunshine on Sundays, that might be just fine. However, if we ‘rev it up’ every Sunday morning as we start our trip to the seaside, the neighbours might have something to say about it.

Purpose, value & waste. The start for discussions about performance is to understand all three.

“all models are wrong…some are useful”

March 28, 2014 Simon Black Leave a comment

This day one year ago (March 28th 2013) saw the death of one the country’s most quietly influential exports, Professor George Box. Born just after the first world war in Gravesend, Kent and attending University in London for both his batchelor’s degree and his PhD, he ended up spending most of his life in the USA.

This modest and witty Kentish man, who stumbled into the world of statistical analysis is now considered amongst the top ten statisticians of all time.

I recall seeing a George Box presentation at the 1995 First World Congress on Total Quality Management in Sheffield; he described how industrial progress has been based on increasing knowledge and systematic design (he used a schematic of historic developments in shipbuilding to which I have often referred people to illustrate this point).

As a statistician made famous for the development of models to better describe phenomena, Box’s most memorable quote was:

“essentially, all models are wrong, but some are useful”

If you come across a model, remember it is just that – something to map onto your mind to help make sense of things. If the model helps, make it something useful to you – by using it. But don’t waste time picking small holes in things – ‘worry selectively’ as Box would say. There is no ‘best way’ to see anything, but if there are fundamental flaws in a model, or it is useless, then drop it. As much as not worrying about everything, there is also little time to keep flogging dead horses!

Reading:

Box G.E.P. (1976) Science and Statistics. Journal of the American Statistical Association, 71 (356): 791-799

Box G.E.P. (2013) An Accidental Statistician, Wiley-Blackwell

Jones B. (2013) George Box: a remembrance. http://blogs.sas.com/content/jmp/2013/03/29/george-box-a-remembrance/

Change Principles, Myths

Culture “Change”: a new frontier or more disruption and waste?

March 10, 2014 Simon Black Leave a comment

The idea of ‘culture change’ has been around at least since the 1970s.

Company culture was flagged as the new route to progress and competitiveness. A good company culture was seen as the antidote to inefficiency, obsolescence and lethargy. The old ways were habits to throw away, to be ashamed of, to turn our back on. People who don’t adapt are seen as dinosaurs or stuck in the dark ages.

This trend in thinking gave rise to a plethora of ‘culture change’ programmes, usually involving energetic efforts to describe company values, visions, extended programmes of training, sometimes introspection (on the part of managers), browbeating and exhortation (of employees), ‘communication cascades’, ‘town-hall meeting’ and suchlike. To support this, various four-box models, multi-ring schematics, life-cycles and illustrations sprung into life to describe this intangible ‘thing’ of culture. But is ‘culture’ a cause or an effect of what happens in organisations?

Peter Drucker stated: “company cultures are like country cultures. Never try to change one. Try instead to work with what you’ve got.” This is pragmatic thinking – and in many senses he is right – but not wholly so. A different perspective is needed, since sometimes the pervading culture can be damaging, counterproductive or simply unfair or unethical.

The culture in a company, or department, or team, or any type of organisation CAN actually be changed, but it is not achieved by trying to change the culture itself. Seddon suggests that we should never make efforts to change a culture by ‘doing it to them’ (Seddon 2005). People will resent it – and also people tend to detect any manipulation or ‘brainwashing’ a mile off. This increases resistance, undermines trust, garners cynicism and is generally unhelpful – the opposite of what you intend.

Don’t try to change people by attempting to change people, instead influence them to change themselves. The same is true of organisations. We can avoid a great waste of time, energy and resources if we skip this approach and instead work on things which really matter to people – and matter to our organisation. Just like forcefield analysis, it is better to identify and remove the forces that are driving the negative culture, rather than push at the positives.

The most effective approach is to intervene at the point of work. Deal with the issues which people already find difficult or frustrating. Remove the conditions which impose upon them the negative behaviours which we want to eliminate. Give them a sense of purpose to fix their ideas upon – how things could change for the better and what THEY can do about it.

Reading:

Drucker PF ( 1993) Managing for the Future: the 1990s and beyond New York: NY, Dutton.

Jacobs, C.J. (2009) Management Rewired: Why Feedback Doesn’t Work and Other Surprising Lessons from the Latest Brain Science, Penguin Group Portfolio, NY

Seddon, J. (2005) Freedom from Command and Control, Vanguard Press, Buckingham, UK.

Change Principles, Leadership

Cool runnings? Change perspectives. Just do it.

February 24, 2014 Simon Black 1 Comment

It is a sporting theme again, inspired by the thrills of the Winter Olympics. Let’s hark back to the 1988 Calgary Games, memorable since British involvement started to impress outside the ice-rink. Eccentricities of Eddie ‘the Eagle’ Edwards, our first Olympic ski-jumper matched Martin Bell’s efforts in the men’s downhill. Even our bob-sledders were competitive.

One story, now globally famous, concerns the Jamaican soldiers formed into an unlikely bobsleigh team on a shoestring budget, qualifying in 1988 as the first tropical nation at the Winter Olympics. American expats George Fitch and William Maloney were inspired by watching Jamaican push-kart racing and had initially raised the idea. At the outset, one of the eventual Jamaican team members, Devon Harris, thought the idea was ridiculous. Another, Dudley Stokes, only got involved because his superior officer in the military told him to participate.

The story was largely fictionalised for dramatic effect in the comedy film ‘Cool Runnings’. In reality the team were warmly welcomed by co-competitors and enjoyed the support of other national teams to access equipment ahead of the Games. The Jamaicans performances improved during the Games programme, but unfortunately they crashed in their final competitive run so did not reach the final. However the precedent had been set and Jamaican teams have qualified for several Winter Games over subsequent decades including the Sochi 2014 Olympics.

So what can we learn? How does this relate to our ideas for change and improvement?

Just do it – and keep trying. If things don’t quite work, don’t give up. George Fitch failed to recruit Jamaican athletes, so asked the Jamaican military to find volunteers.
Other people respond to your initiative. Jamaica’s competitors welcomed the team as co-athletes, whilst the Olympic crowds were fanatically enthusiastic about the team’s efforts.
People can be inspired – your team may have skeptics and cynics, but they can all be inspired by purpose and vision of what is possible and what they can do.
Learn from disappointments. Since the crash of 1988, Jamaica have performed at a high level, beating established winter sport nations such as France, the USA, Russia and Canada.
The unlikely can become the norm. A later Jamaican team-member, Lascelles Brown, married a Canadian, and subsequently won medals for Canada at two Olympic Games.
Seize the opportunity – even unlikely ideas can set a new way of doing things. Small initiatives can have a lasting effect. It just takes the effort to start the ball rolling…

Links:

BBC Sport (2014) Jamaica’s ‘Cool Runnings’ bobsleigh team in 1988, Sochi 2014http://www.bbc.co.uk/sport/0/winter-olympics/25144672

Evanovitch (2005) Interview with Devon ‘Pele’ Harris Jamaica Bobsled Team Member, Jamaica Primetime. http://www.jamaicans.com/articles/primeinterviews/interviewdevonharris.shtml

Jones E. (2014) Va. Mayor’s Little Known Link to Jamaican Bobsledding, NBC Washington http://www.nbcwashington.com/news/local/Va-Mayor-Cool-Connection-to-Jamaicas-Bobsled-Team-243973451.html

Change Principles

New Year’s Resolutions

January 3, 2014 Simon Black Leave a comment

The workplace continues to call on our ability to change and respond to:

* users’ requirements

* customers’ preferences

* stakeholder expectation

* regulations

This blog covered a range of topics in 2013.

Here are some things to think about for 2014:

•Make new networks of people (peers, working partners, contacts): broaden your perspectives.
•Develop your team (line reports or project team; commissioned or a gathering of ‘the willing’).
•Be clear about your personal job purpose and how that fits with your department.
•Be ready to choose how you will change: the effort required, and impact of your behaviour.
•Seek useful partnerships – based on relational expectations and mutuality, not contracts.
•Change only when it is meaningful to you: act with integrity, consistent with your values.
•Value incremental change, unless the system shows that it needs a radical overhaul.
•Learn how to identify the difference between common causes and special causes.
•Always seek knowledge and learning – better understand the impact of your work.
•Aim to have fun.

Two books to consider reading this year:

Covey, S. (1989) 7 Habits of Highly Effective People, Simon & Shuster, New York, NY.

Scholtes, P. (1998), The Leader’s Handbook: A guide to inspiring your people and managing the daily workflow, New York: McGraw-Hill

Change Principles

Systems Thinking – the oldest ‘new idea’?

December 2, 2013 Simon Black Leave a comment

Deming in the 1930s, 40s, 50s, 60s & 70s: same man, same thinking, different desks

It is easy to expect that when we work with change that this should mean ‘new’, whereas it should really mean ‘better’ or (if circumstances move the goalposts) ‘different’. The path of management learning over the past 40 years is littered with passing fads which have only delivered disappointment, but a few ideas outlast the comings-and-goings of gurus, trends and fads.

I am staggered to recall that it was 25 years ago that I first encountered the work of Dr W Edwards Deming whilst I sat in an undergraduate management lecture in the late 1980s. I have had the opportunity over the intervening decades to apply, test, avoid, seek alternatives or attempt enhancements to Deming’s ideas (and many other management thinkers). Some of my work has been in small departments, others in very large organisations; some commercial, others not. My thinking has emerged from a growth in understanding.

Deming, born in 1900, was an active communicator, teacher and consultant well into his 90s.

The forces along the top rob people of innovation and applied science. We must replace these forces with management that will restore the power of the individual (adapted from Deming 1994) — Fig 1. “The forces along the top rob people of innovation and applied science…replace these forces with management that will restore the power of the individual” (Deming 1994)

His seminars and lecture tours were still in demand from international audiences until his death 20 years ago this month, in December 1993, a couple of weeks after I passed my PhD viva. Deming continues to get a good hearing based on his books written over 30 years ago.

A freshly edited book which pulls together his collected papers was published in 2013. His illustration (Figure 1) of how a person’s motivation withers over their lifetime under “forces of destructive management thinking” rings as true today as in previous decades. Deming’s books draw on his teaching conducted over 60 years ago in Japan, ideas which arose from concepts developed by his professional mentor Walter Shewhart at Bell Laboratories over 80 years ago.

Shewhart’s own book published in 1931 is a classic, (its style perhaps less accessible to present-day readers). The observations and principles identified by Shewhart and Deming early in the 20th Century still stand up to scrutiny and practice. Their centenary approaches…

… much more than can be said for many management ideas since.

Initiating Change…and making it happen

November 22, 2013 Simon Black Leave a comment

Change can be a threatening experience for people

The autumn brings a cycle of change; in temperate zones it is a shifting of the seasons when people traditionally reset themselves for the challenges of the coming year after the pleasures and abundances of the summer.The harvest is securely stored, now the ground must be prepared for the next year’s crops.

In organizations it is a milestone which sets off a new sales season, a refreshed programme of activity, a new intake of students, or preparations for a new budget.

It is a good time to have mental ‘re-fresh’ to consider what ‘CHANGE is all about.

Peter Senge (1990) suggests a number of principles in initiating change:

(i) there must be a compelling case for change;

(ii) there must be time to change;

(iii) help must be provided during the change process

(iv) there is a need to keep an eye open to new barriers after initial roadblocks have been removed.

When we make change happen, we need to recognise that, as carefully as we might plan it, we must be poised to learn and adapt to outcomes. Even if plans are thorough, they will always be based to some degree upon assumption – and those same assumptions and expectations might change as we gain more knowledge when we put things into action on the ground.

• Assumptions can be made about purpose , the reason for being at our place of work
– we should always test ourselves by asking ‘why are we doing this?’
• Assumptions can be made about people, what they do well, or when they make mistakes
– without understanding the constraints they face; a ‘people problem’ or something else?
• Assumptions can be made about good performance, and reasons to celebrate
– without knowing the true cost of that performance; is it sustainable?
• Assumptions can be made about one-off failures, or chronic repeating failures
– without knowing which is which, nor the underlying causes of their occurrence
• Assumptions can be made about cause and effect, and implementing solutions
– without understanding potential unintended consequences.

The best way of overcoming assumptions is to talk to people to identify things to examine; then to examine those things (by getting useful data); then evaluate the outcomes of our examination; then identify what to act upon and how – Plan-Do-Check-Act (starting at ‘Check’).

We must get better at using knowledge, and distance ourselves from rhetoric and assumption. This is done by understanding the system we work in, how to properly measure its performance, and what we can do about it with careful experimentation.

There is a neat way to define the power of working on the system, versus the expectations placed on people; it sends a message to anyone wanting to improve the way things work in their team. This quote is, I understand, attributed to Geary Rummler:

“Put a good performer in a bad system – and the system wins every time.”

In other words, don’t go around trying to change people; instead put effort into changing the system, and get your people involved in initiating the change…and making it happen.

The Pale Blue Dot – paradigms and the big picture

November 1, 2013 Simon Black Leave a comment

We all know that the world is a big place, with lots of complexity and over 7 billion people living in it.
Let’s just stop for a moment and take a look at this photograph…

Taken in 1990 by the Voyager 1 spacecraft, this image is notable for the diagonal coloured stripes; but don’t be distracted – these colours are just artefacts of sunlight glancing off the camera housing. They are not the subject of the photograph.

The most important piece of the image is however, the nearly unnoticeable speck of blue just over halfway down the brown stripe on the right. This is Earth.

Carl Sagan, astrophysicist, astronomer and author, pointed out that: “all of human history has happened on that tiny pixel, which is our only home” (speech, Cornell University, 1994).

So what shall we think about when we return to work on Monday?

Rather than worry about the wider world and the vastness beyond it, we should perhaps take note of Stephen Covey’s suggestion and focus on our Circle of Influence, namely the things close enough to us that we can do something about. If we proactively work on what we can change in ourselves it will cause a ripple outwards and increase our influence to inspire and change others.

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