Understanding the Levers of Change

As part of my presentation “Sustaining Change – Executing a Sustainability Plan” at the ASQ Lean and Six Sigma Conference tomorrow I’ll be talking about levers of change.

Understanding the change landscape

Change Management practitioners usually talk about seven levers:

  1. Infrastructure – Investing in the tools, processes, and other resources that employees need to be successful with the change initiative.
  2. Walk the Talk – active leadership is about ownership; it includes making the business case clear, modeling behaviors, clearing obstacles and making course corrections.
  3. Reward and Recognition – acknowledgement and compensation for employees who work to move the initiative forward
  4. Mass Exposure – getting out information about the change through broadcast messages and other communication pathways
  5. Personal Contacts – creating opportunities for advocates to share their experience of the change with peers who feel disengaged
  6. Outside advocates – bringing in resources (internal or external) to gain expertise for the change initiative
  7. Shift Resisters – moving people to areas less affected by the initiative.
7 levers of change

February, me and the ASQ

February is a busy month for me and the ASQ.

February 11th – Boston Section meeting on “Mixed Reality in Quality 4.0”

Augmented Reality and Virtual Reality are more than just a science fiction dream, with the market expected to exceed $50 billion by 2024.

The technology promises that workers will have more information about the task at hand, which makes them more efficient and productive. In this session we will explore several opportunities the technologies present and provide a glimpse on how Thermo Fisher Scientific is working with key technology providers to implement on the pharmaceutical manufacturing floor.

It will be fun to discuss some of the fun stuff I’m working on at work. Thermo Fisher is hosting the event at the Waltham facility, which I haven’t even visited yet. Should be a fun time.

February 23-25, Lean and Six Sigma Conference in Phoenix

At the conference I will be presenting on “Sustaining Change – Executing a Sustainability Plan.” Sustaining change is one of my core competencies, and I’m excited to continue the conversation on this. If you re coming to the conference I look forward to seeing you there.

February 29, Unconference for the Team and Workplace Excellence Forum

What better day to hold an unconference on leap day, an un-day.

We have a stimulating day planned. We will be discussing team excellence and quality culture and contributing to development of a body of knowledge for the Team and Workplace Excellence Forum. The agenda is here.

The Unconference is free to members of the ASQ. For non-ASQ members there is a charge of $15.00 per person for lunch.

Please RSVP by February 24th, so we can reserve a seat for you. We are looking forward to seeing you there. If there is anything you will need or have any questions, please don’t hesitate to let me know. The RSVP is here.

The my.ASQ.org event page is here: https://my.asq.org/communities/events/item/170/60/1568

It is going to be a great way to end the month and I hope you can join us.

Unconference for ASQ Team and Workplace Excellence

The Team and Workplace Excellence Forum is excited to be hosting an Unconference, and I am excited to be able to invite you to the workshop at Masary Studios in Boston, MA on February 29th from 9:00 am to 2:30 pm.

An unconference is basically a conference without predefined topics. The high level structure and theme is team excellence and quality culture, but actual topics are generated by the participants on the spot, and breakout groups are formed dynamically based on interest and relevance.

We have a stimulating day planned. We will be discussing team excellence and quality culture and contributing to development of a body of knowledge for the Team and Workplace Excellence Forum. The agenda is here.

The Unconference is free to members of the ASQ. For non-ASQ members there is a charge of $15.00 per person for lunch.

Please RSVP by February 23rd, so we can reserve a seat for you. We are looking forward to seeing you there. If there is anything you will need or have any questions, please don’t hesitate to let me know. The RSVP is here.

The my.ASQ.org event page is here: https://my.asq.org/communities/events/item/170/60/1568

ASQ BOSCON

The Boston Section of the ASQ is hosting the 39th annual BOSCON March 30-31, 2020 at the Airport Hilton hotel & conference center here in Boston.

ASQ BOSCON is proably the biggest and best run regional quality conference. I’ve been going for years and I highly recommend it to everyone.

The BOSCON 2020 theme is Performance Excellence—Your Competitive Edge. “To succeed in today’s digital economy, Quality must lead the way. Quality principles and practices are essential, but practitioners must innovate, learn and lead in how they are adapted to the digital age.”

The Team and Workplace Excellence Forum is proud to be a silver level sponsor. We firmly believe in quality’s role to build a culture of excellence, and that the challenges of the digital age are exciting ones to overcome.

A strongly recommended conference and I hope folks will be able to attend. Registration information can be found here.

There are also some good classes for certification preparation being offered after the conference for the Supplier Quality, Biomedical Auditor and Reliability Engineer certifications.

Conference Speaking -2020 Lean and Six Sigma

In February I will be presenting at the 2020 ASQ Lean and Six Sigma Conference in Phoenix on Sustaining Change – Executing a Sustainability Plan.

Here’s the presentation summary:

For Lean and Six Sigma projects a central question should always be “how do we sustain this change?” Sustainability is a major part of all the major change models but is often the easiest to neglect. This session will engage the participant in building a Sustainability Plan, a key tool to ensure the change is anchored and embedded in the organization. Through three case study examples of changes at the three major change levels -transactional, organizational and transformational – the participant will gain the knowledge to create and execute an effective change plan.

During this session examples will be given for each component of a sustainability plan:

  • Communication: Mechanisms for persuasive communication and ongoing socialization of the change, rites of parting (saying goodbye to the old ways of doing things), and rites of enhancement (acknowledgment of quick wins and continued adoption)
  • Metrics Tracking: How to identify and execute consistent and effective ongoing measurement and results reporting to track progress and ensure sustained results • Performance Management: Process for observing and objectively measuring desired behaviors and attitudes, including performance appraisal process, promoting, demoting and transferring, and training and development
  • Rewards and Recognition: Program of intrinsic and extrinsic incentives to reinforce desired behaviors and attitudes
  • Sustaining Ownership: Consistent process for ensuring sustained ownership of the change through the ongoing transfer of experience and knowledge
  • Continuous Improvement: Mechanisms for responding to changing requirements and implementing improvements based on feedback, observations, and metrics

The following questions will be explored, and tools for finding answers will be provided:

  • How should organizational achievements reinforcing the change be commemorated
  • What behaviors should be observed and measured on a regular basis?
  • What results should be observed and measured on a regular basis?
  • What metrics should be used for measuring behaviors and results?
  • What mechanisms should be used for reporting results? • What criteria should be used to allocate rewards and promotion?
  • What mechanisms should be used for training, coaching, and role modeling?
  • What processes and procedures should be put in place to ensure sustained ownership of the change?
  • What continuous improvement mechanisms will address low adoption rates and ensure the change becomes part of the organization’s normal functioning?

At the end of the session the user will have a template for creating a sustainability plan and will have been provided tools to successfully execute the sustainability phase of a change.

Learning Objectives 1. Assess the role of sustainability in the major change management methodologies and apply to lean and six sigma projects. 2. Facilitate the sustainability phase of change management. 3. Compose a sustainability plan.