bb-day6

Six SigmaBlack Belt Training

DAY 6

Six Sigma Black Belt Training - Day6 Rev. 5

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Agenda for Day 6

• Cultural Dimension

• Team Working & MBTI

• Facilitation

• Team Development

• Coaching

• Mentoring


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Managing the Cultural Change• Creating the need for six sigma.• Shape a vision of six sigma so that employees

understand the desired results and new behaviors of a six sigma organization.

• Mobilize commitment to six sigma and overcome resistance.

• Change your systems and structures to support the new six sigma culture.

• Measure six sigma culture acceptance.• Develop six sigma leadership.


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Stages of Change Commitment

Preparation Phase

Acceptance Phase

Commitment Phase

1. Contact

2. Awareness of change

3. Understand the change

4. Positive Perception

5. Installation6. Adoption

7. Institutionalization

8. Internalization


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Working in Teams

• An effective team may be defined as one that achieves its aim in the most efficient way and is then ready take on more challenging tasks if so required.

- John Adair


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You Can Play Productive Roles

• Implementer

• Resource Investor

• Information giver

• Completer Finisher

• Coordinator

• Orientor

• Evaluator

• Energizer

• Recorder


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You Can Avoid Counter- Productive Roles

• Blocker

• Recognition seeker

• Confessor

• Playboy

• Dominator

• Help seeker

• Special interest pleader


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Understanding Preferred Styles

• A widely used approach is the Myers-Briggs Type Indicator(MBTI).It is based on the following four ‘dimensions’ of a person’s approach to life.– How you are energized [Extrovert vs.Introvert]

– What you pay attention to [Sensing vs. Intuition]

– How you are make decisions [thinking vs.Feeling]

– How you live and work [judgement vs.Perception]


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Energizing(direction of energy)

• Extrovert(E)– External

– Outside thrust

– Blurt it out

– Breadth

– People,things

– Interaction

– Action

– Do-think-do

• Introvert(I)– Internal

– Inside pull

– Keep it in

– Depth

– Ideas,thoughts

– Concentration

– Reflection

– Think-to-do


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Attending(perception)

• Sensing(s)– The five senses

– What is real

– Practical

– Facts

– Using established skills

– Utility

– Step by step

• Intuition(N)– 6th sense

– What could be

– Theoretical

– Future

– Insights

– Learning new skills

– Novelty

– Leap around


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Deciding( judgement)

• Thinking(T)– Head

– Logical system

– Objective

– Justice

– Critique

– Principles

– Reason

– Firm but fair

• Feeling(F)– Heart

– Value system

– Subjective

– Mercy

– Compliment

– Harmony

– Empathy

– Compassionate


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Living(orientation to the outside world)

• Judgement(J)– Planful

– Regulate

– Control

– Settled

– run one’s life

– Set goals

– decisive

– Organized

• Perception(P)– Spontaneous

– Flow

– Adapt

– Tentative

– Let life happen

– Get data

– Open

– Flexible


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What is Facilitation?• Content - What

– the subjects for discussion

– the task

– the problems being solved

– the decisions made

– the agenda items

– the goals

• Process - How– the methods &

procedures

– how relations are maintained

– the tools being used

– the rules or norms set

– the group dynamics

– the climate

Facilitator stays out of the discussion in order to focus on how the meeting is being run.


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Facilitation Tools• The core practices,which are rooted in the manner,

style and behavior of the facilitator, include:• staying neutral• listening actively • asking questions• paraphrasing• synthesizing ideas• staying on track• giving and receiving feedback• testing assumptions• collecting ideas• providing summaries


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Giving And Receiving Feedback

• How the meeting is going?

• Whether or not the goal is being achieved?

• How members are conducting themselves?

• How decisions are being made?

• How the facilitator is doing?


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General Principles Of Good Feedback

• Be descriptive rather than evaluate

• Be specific instead of general

• Solicit feedback rather than impose it

• Time it

• Focus on what can be changed

• Check the feedback

• Demonstrating caring


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Steps for Giving Feedback• Ask permission to offer feedback

• Describe specifically what you are observing

• Tell them about the direct impact of their actions

• Give the other person(s) an opportunity to explain

• Draw out ideas from the others

• offer specific suggestions for improvement

• summarize and express your support

• follow up


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Tips For Receiving Feedback

• Listen actively

• Don’t get emotional

• Don’t get defensive

• Accept the input

• Work to improve


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Stages of Team Development

1. Forming

2. Storming

3. Norming

4. Performing


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Forming Key Elements

• Members unsure

• Uncertainty

• Low trust

• Need direction

• Commitment low

• Group skills unrefined

• Over dependence on leaders


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Forming Facilitator Strategies• Warm-up exercises• Disclosure exercises• Build buy-in• Create a common goal• Create and use norms• Define accountabilities• Clarify roles and responsibilities• Provide clear process• Encourage participation• Evaluate team effectiveness


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Storming Key Elements

• Conflict emerges

• Frustration sets in

• Animosities develop

• Cliques form

• Leader is rejected

• Power struggles

• Emotional arguing


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Storming Facilitator Strategies• Expect and accept tension• Stay neutral and calm• Create safety for expressing feelings• Honestly admit there’s conflict• Help members identify and solve issues• Invite input and feedback• Make interventions• Assertively referee conflict• Teach interpersonal & conflict management skills• Encourage communication


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Norming Key elements

• Members “own problems”

• Conflicts are resolved

• Power issues are resolved

• Team Redefines its norms

• Performance problems corrected

• Create empowerment plans


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Norming Facilitator strategies• Offer methods for feedback

• Help solving problems

• Invite personal feedback

• Offer further training

• Support members while they make improvements

• Share power

• Mediate personality clashes

• Coach and counsel individuals

• Share the leadership role


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Performing Key Elements

• High productivity

• Conflicts managed by members

• Commitment to goal high

• Roles and responsibilities clear

• Members behave in a facilitative manner

• Team continuously improves itself

• Members feel committed and bonded


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Performing Facilitator Strategies

• Collaborate with members on process

• Rotate facilitation duties

• Offer your expertise

• Help the team recognize and celebrate success


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What is Coaching?• Coaching aims to enhance the performance and

learning ability of others. It involves providing feedback, but it also uses other techniques such as motivation, effective questioning and consciously matching your management style to the coachee’s readiness to undertake a particular task.

• It is based on helping the coachee to help her/himself through dynamic interaction-it does not rely on a one-way flow of telling and instructing.


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The GROW Model

• A four-step structure which helps the coachee to move effectively through a coaching session:– Goals

– Reality

– Options

– Wrap-up

• The coach needs to iterate flexibly between the four steps when this is called for.


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The Grow Model-Goal

• Agree topic for discussion

• Agree specific objective of session

• set long-term aim if appropriate


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The Grow Model-Reality

• Invite self-assessment

• Offer specific examples of feedback

• Avoid or check assumptions

• Discard irrelevant history


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The Grow Model-Options

• Cover the full range of options

• Invite suggestions from the coachee

• Offer suggestions carefully

• Ensure choices are made


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The Grow Model- Wrap-up

• Commit to actions

• Identify possible obstacles

• Make steps specific and define timing

• Agree support


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Skill - Will Matrix

GUIDE DELEGATE

DIRECT EXCITE

LOW SKILL HIGH SKILL

HIGH WILL

LOW WILL


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• First build the will• Provide clear briefing

• Identify motivations

• Develop a vision of future performance

• Then build the skill• Structure tasks for ‘quick wins’

• coach and train

• Then sustain the will• Provide frequent feedback

• Praise and nurture

• But supervise closely with tight control and clear rules/deadlines


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Guide(low skill, high will)

• Invest time early on– Coach and train

– Answer questions/explain

• Create a risk-free environment to allow early mistakes/learning

• Relax control as progress is shown


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Excite (high skill, low will)

• Identify reason for low will -e.g., task/management style/personal factors

• Motivate

• Monitor, feedback


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Delegate(skill and will are both high)

• Provide freedom to do the job– Set objective ,not method

– Praise , don’t ignore

• Encourage coachee to take responsibility– Involve in decision-making

– Use ‘you tell me what you think’

• Take appropriate risks– give more stretching tasks

– Don’t over-manage


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Mentoring

• Mentoring and coaching are very similar activities. – Coach focuses on building the coachee’s ability

to accomplish specific task.

– Mentor is a guide, a wise friend and counsellor. Typically has long-term relationship and deals with a broader range of issues at any given time


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Seven Types of Mentoring Assistance• Helping the mentee to a positive mental attitude.

• Listening when the mentee has a problem; identifying the mentee’s feelings and legitimizing them.

• Provide appropriate information when needed.

• Encourage exploration of options.

• Delegate tasks and authority.

• Effectively confronting negative behaviors.

• Providing a role model.

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