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LEAN CULTUREPRESENTED BY KRISTI ROWLAND, CITY OF RENTONSEPTEMBER 14, 2017
WFOA 62nd Annual ConferenceThree Rivers Convention Center
September 12-15, 2017
Slide 1
OBJECTIVES FOR THIS HOUR
Introductions to: 1. What is Lean Culture?2. Why does it matter?3. How to get there
Slide 2
WHAT IS LEAN CULTURE?“Lean Culture refers to the combination of defining customer value, aligning around a common purpose, striving for perfection while at the same time respecting and developing employees.
The idea is that there is more to process improvement than using a set of tools and concepts. Also, the people who do the work should be the ones who fix the processes.
Lean Culture results when in the quest to provide customer value, the leadership supports and promotes the building of the ‘problem solving muscle’ of the workforce.”
Slide 3
WHAT I LOVE ABOUT LEAN CULTURE…
CompassionRespect
Humility
Slide 4
VIDEO
Inno-Versity Presents: Greatness by David Marquet
https://www.youtube.com/watch?v=psAXMqxwol8
Slide 5
EMBRACING LEAN IS (USUALLY) A CHANGE IN CULTURE
Command and Control Empowerment
Finding/Assigning Blame Respect/Learning
We’ve always done it that way Enthusiastic experimentation
Slide 6
HOW DOES YOUR ORGANIZATION RESPOND TO CHANGE RIGHT NOW?
Slide 7
MYTH: MOST CHANGE IS LIKELY TO FAIL
From the articleStop Using the Excuse “Organizational Change Is Hard,
By Nick Tasler, HBR 7/19/2017
70% of change efforts fail
Slide 8
Management Leadership Engaged Workforce
Successful Change
Slide 9
THE LEADERS JOB? SET THE VISION
Clarity of purpose “Let’s go there because…”
Inspire “We can do it!”
Support “I’m in this with you.”
Slide 10
THE MANAGERS JOB? MAKE IT HAPPEN
• Bosses discourage actions aimed atimplementing the new vision
• Formal structures make it difficult to act• A lack of needed skills undermines action• Personnel and information systems
make it difficult to act
Barriers to Empowerment
From: Leading Change byJohn Cotter
Slide 11
THE MANAGERS JOB? ENGAGE!
• Communicate the vision, often
• Align structure to be compatible withthe vision
• Provide training and more training• Align IT and HR with the vision
Empowering people to effect change
From: Leading Change byJohn Cotter
• Confront supervisors who underminethe vision
Slide 12
WHY BOTHER?
Slide 13
CITY WORKERS IN THE U.S.THAT AREUNHAPPY OR DISENGAGED WITH THEIR JOBS:
GALLUPMay 16, 2017
71%
Slide 14
“I DON’T CARE IF PEOPLE ARE HAPPY IF THEY ARE GETTING THE WORK DONE.”
Slide 15
“I DON’T CARE IF PEOPLE ARE HAPPY IF THEY ARE GETTING THE WORK DONE.”
650 FTE’S X 71%
462 DISENGAGED EMPLOYEES
From October 2013 article How Much Disengaged Employees Really Cost YouJames O'Brien, PhD; Contributor, Amex OPEN Forum
“A recent ADP study put the cost at $2,246 per disengaged employee per year.”
$2,246/year x 462
$1,037,652/year
Let’s do the math
Slide 16
THIS IS WHERE LEAN COMES IN
Slide 17
GO AND SEE…ENGAGE!
• Artifacts• Behavior• Environment• Data
Slide 18
WHY DOES YOUR CULTURE MATTER?
Created by Stanley N. Herman, TRW Systems Group 1970
Slide 19
*From Covert Processes at Work,by Robert J. Marshak
HOW TO UNCOVER YOUR COVERT PROCESSES
O = OmissionsWhat is played down? Avoided? Glossed over? Denied? Ignored? Soft?
C = ContextWho are the players? What’s our history? What is our pecking order? What are our procedures? Where are we in the system(s)?
E = EmphasesWhat is pursued? Loud? In-depth? Proclaimed? Pointed out? Prominent?
Marshak’s Covert Process Diagnostic Formula
P = Patterns What sequences are evident? What do our relationships look like? What is repeated?
Covert Process Clue = F[(P)(C) x (E/O)Slide 20
*From Covert Processes at Work,by Robert J. Marshak
HOW CAN I POSSIBLY….?!
Look in the mirrorBe self aware and seek feedback to explore your blind spots (Don’t get defensive! Honest feedback is a gift!)
Seek progress, not perfectionMeasure progress, clarify outcomes without judgement (and celebrate learning!)
Assume people are trying their bestMake your support visible and obvious, show compassion and humble curiosity
Create safety and trust! Extending trust and creating safety gives autonomy which, in turn, creates more trust.
Be consistent with your roleCommunicate – communicate – communicate; manage expectations constantly
Slide 21
ASK WHY…SHOW RESPECT
• Process-oriented• Confrontational• Diagnostic• Humble
Four types of inquiry
Slide 22
ASK WHY…SHOW RESPECT
• Better conversations• Better relationships
If we learn to do this, the positive consequences will be:
“It takes some discipline and practice to access one’s ignorance, to stay focused on the other person.”
*From Humble Inquiry,by Edgar H Schein
Slide 23
HUMAN RESPONSE TO CHANGE
*From Managing at the Speed of Change,by Daryl R. Conner
“A critical factor affecting our perception of change as positive or negative is the degree of control we exercise over our environment.”
Slide 24
People have a strong need for
control
This need can be met by dictating or anticipating
their future
Specific expectations are established based on what can be
dictated or anticipated
When reality matches
expectation, a sense of control is
achieved and equilibrium is
reached
When reality does NOT match expectations, the feeling of
control is lost and people must adjust to the change they were
unprepared to face.
HUMAN RESPONSE TO CHANGE (D. CONNOR)
*From Managing at the Speed of Change, by Daryl R. Conner
Slide 25
FAILING TO EMPOWER = NEGATIVE RESPONSE TO CHANGE
v.
*From Managing at the Speed of Change, by Daryl R. Conner
Slide 26
EMPOWERING THROUGH CHANGE = POSITIVE RESPONSE
v.
*From Managing at the Speed of Change, by Daryl R. Conner
Slide 27
SO WHY DOES THIS MATTER? THIS ISN’T EASY!
Slide 28
WHAT WE DO AT RENTON
• Weekly discussion group (open to all)• Book clubs (executive and staff)• Management discussion group• Coaching, mentoring, guidance • Facilitation• Resource Library• Training• GPC
Slide 29
WHO I LEARN (AND BORROW) FROM: Many thanks to:
Larisa Benson, Government Performance ConsortiumWendy Fraser, UW-TacomaMegan Gregor, RentonJennine Griffo, SAO LGPCDeb Needham, RentonBrian Willet, VancouverLean Six Sigma Black Belt Classmates at UWT
Government Performance Consortium UW Tacoma Keybank Professional Development Center staff SAO Local Government Performance Center staff WSDOT Lean Program
Slide 30
RESOURCES: Recommended Books:
• Humble InquiryEdgar H. Schein
• Covert Processes at WorkRobert J. Marshak
• Leading ChangeJohn P. Cotter
• Managing at the Speed of ChangeDaryl R. Conner
• Building the FIT OrganizationDan Markowitz
• Toyota KataMichael Rother
• Extreme Government Makeover Ken Miller
Websites I use:
• SAO Local Government Performance Centerhttp://portal.sao.wa.gov/PerformanceCenter/
• Lean Enterprise Institutehttps://www.lean.org/
• Government Performance Consortium hosted by MRSChttp://mrsc.org/Home/Explore-Topics/Management/Performance-Management/Government-Performance-Consortium.aspx
• Minnesota Office of Continuous Improvementhttps://mn.gov/admin/continuous-improvement/
Slide 31
You can reach me at: KRowlandRentonwa.gov
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