right brain problem solving in a left brain business world
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Download the Timothy Fowler Right Brain's American Society for Quality (ASQ) Conference presentation on the power of “Right-Brain Problem-Solving in a Left-Brain Business World” -More at http://www.businessleadership.com/TRANSCRIPT
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N o R i g h t – B r a i n L e f t B e h i n d
"RIGHT-BRAIN PROBLEM-$OLVING IN A LEFT- BRAIN BUSINESS WORLD"
Different
Thinking
Different
Results
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There’s more thanone way to skin a cat!
A new study led by John Kounios, professor of psychology
at Drexel University and Dr. Mark Beeman of
Northwestern University compared the physiological brain
activity of creative versus noncreative problem solvers.
The study published in the journal Neuropsychologia,
reveals a distinct pattern of brain activity, even at rest, in
people who tend to solve problems with sudden creative
insights, which are commonly referred to as “Aha!
Moments”, that differed distinctly from people who tend
to solve problems, and think in a methodical fashion.
John Kounios
Mark Beeman Kounios, J., Fleck, J.I., Green, D.L., Payne, L., Stevenson, J.L., Bowden, M., & Jung- Beeman, M. (2008). The origins of insight in resting-state brain activity. Neuropsychologia, 46, 281-291.
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Larry, the Right-Brain, Cable Guy!
“Everyone concentrates on the problems we're
having in our country lately: Illegal immigration,
hurricane recovery, alligators
attacking people in Florida …………
Not me… I concentrate on solutions for
the problems … it's a win-win situation.
1) Dig a moat the length of the Mexican border.
2) Send the dirt to New Orleans to raise the level of the levees.
3) Put the Florida alligators in the moat along the Mexican border.”
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Shigeo Shingo 新郷 重夫, Lean/Quality Author
"Improvement usually
means doing something
that we have never done before.”
…but seriously…
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Business looks for renewal in right-brain thinkingBy Janet Rae-Dupree
“I'm of two minds. As a matter of fact, so are you. And until recently, corporate America wasn't doing much to take advantage of one of them. But now that we're hip-deep in what has been called both the "Creative Economy" and the "Conceptual Age," no one can afford to ignore the artist within: the right hemisphere of the brain.
U.S. biologist Roger Sperry in the 1960s.
Through studying "split brain" animals and human patients, whose brain hemispheres had been disconnected (in humans, this was done to prevent severe epileptic seizures), he found that each side of the brain plays its own role in cognition. The left side, home of the human language center, is the outspoken logical, linear half of the equation. The right side, home to spatial perception and nonverbal concepts, is the nonlinear, high-concept source of imagination and pleasure.”
http://www.nytimes.com/2008/04/06/business/worldbusiness/06iht-unbox07.1.11694141.html?_r=1
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“The division of labor by the two cerebral hemispheres—once thought to be uniquely human—predates us by half a billion years. Speech, right-handedness, facial recognition and the processing of spatial relations can be traced to brain asymmetries in early vertebrates”
By Peter F. MacNeilage, Lesley J. Rogers and Giorgio Vallortigara | June 24, 2009
Article: Origins of Your Right and Left Brain
Image: Photoillustration by TWIST CREATIVE; MedicalRF.com Corbis (brain); Medioimages Getty Images (calculator); Joerg Steffens Corbis (faces); Westend61 Corbis (woman smiling); DougalWaters Getty Images (ballerina); Mike Kemp Getty Images (rattlesnake); C Squared Studios Getty Images (palette); Vladimir Godnik Getty Images (paintbrushes); Carrie Boretz Corbis (girls whispering); Robert Llewellyn Corbis (calipers)
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Experts say merging left-
brain, analytical traits with
right-brain, creative ones
might make employees much
more marketable in the job
markets of the future.
Retrain your brain from 'left' to 'right' to fit into new economy by Marco R. della Cava
Illustration by Jerry Mosemak
http://www.usatoday.com/life/lifestyle/2009-07-13-right-vs-left-brains_N.htm
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Your Assignment - Find the Man!
Doctors have concluded that if you find the man in the coffee beans in 3 seconds,
the right half of your brain is better developed than most people.
If you find the man between 3 seconds and 30 seconds,
the right half of the brain is developed normally. If you find the man after 30 seconds,
then the right half of your brain is functioning slowly.
Once you find him - it's embarrassing, and you think,
'Why didn't I see him immediately?'
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Outline
• Part 1 – The Right Perspective (the science)
• Part 2 – The Right Thinking (the approach)
• Part 3 – The Right Results (the evidence)
• Part 4 – The Right (& Left) Stuff (the implications)
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Part 1
The Right Perspective (the science)
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Part 1 – Right Perspective(the science)
Highlights
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Part 1 – Right Perspective(the science)
"The great pleasure
and feeling in my
right brain is more
than my left brain
can find the words
to tell you."
“What it comes down to is that modern society discriminates against the right hemisphere."
Dr. Roger Sperry, Oberlin College 1935
“In general, schools tend to favor left -brain modes of thinking, while downplaying the right-brain activities.” -Monte Fowler
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Dr. Linda Silverman, Founder, Visual-Spatial Center
“While I have long known the difference
between left brain and right brain styles
of learning, I have only recently begun
to realize the depth of the difference
between the two. Right brain
learners do not simply have
different strengths than
left brain learners - their brains
function in a totally different way.”
Part 1 – Right Perspective(the science)
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Part 1 – Right Perspective(the science)• "When someone says they are
right or left-brain it's really just a metaphor for a cognitive style", says neuropsychologist Associate Professor Michael Saling from the University Melbourne and Austin Health's Epilepsy Research Centre. "Without a doubt the popular left and right division of the brain is an over-simplification. For example, research is showing that musical, artistic and intuitive thinking can't be thought of as strictly lateralised, or exclusively of the right hemisphere ".
The Criticism
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Famous collaborators philosopher Karl Popper and Nobel winning neuroscientist John Eccles, authors of The Self and Its Brain, described the brain's right hemisphere as the "minor brain". Some have even pondered whether the right brain is conscious at all.
Part 1 – Right Perspective(the science)The
Criticism
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“Talking about the right brain as the way of the future seems to me
a step backwards to a time when intuitive impressions about the
brain were all we had. We need to inject a dose of cold hard
analytic facts about the brain into this
discussion so we can figure out how to best
capitalize on the native (and remarkable)
capacities for reason and passion, analysis
and synthesis, detail and context, that co-exist
as a result of the exquisitely wired networks
distributed within and between the hemispheres of our brains.” Joseph LeDoux is a neuroscientist at NYU and a member of the rock band The Amygdaloids
Feb 12th, 2011 - http://www.huffingtonpost.com/joseph-ledouxThe
Criticism
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• The debate will continue…
• Let’s do the “smell test”
– Linear vs. Holistic Processing?
– Sequential vs. Random Processing?
– Symbolic vs. Concrete Processing?
– Logical vs. Intuitive Processing ?
– Verbal vs. Non-verbal Processing?
– Reality-Based vs. Fantasy-Oriented Processing?
Part 1 – Right Perspective(the science)
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1-Linear vs. Holistic Processing
The left side of the brain processes information in a linear
manner. It process from part to whole. It takes pieces, lines
them up, and arranges them in a logical order; then it draws
conclusions.
The right brain, however, processes from whole to part,
holistically. It starts with the answer. It sees the big picture first,
not the details. If you are right-brained, you may have difficulty
following a lecture unless you are given the big picture first
Source: http://frank.mtsu.edu/~studskl/hd/LRBrain.html
• Which
1?
• Are
2?• You?
3?
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2- Sequential vs. Random Processing
Source: http://frank.mtsu.edu/~studskl/hd/LRBrain.html
In addition to thinking in a linear manner, the left brain processes in sequence -- in order.If you are left-brained, you would enjoy making a master schedule and doing daily planning. The left brain is also at work in the linear and sequential processing of math and in following directions.
By contrast, approach of the right-brained student is random. If you are right-brained, you may flit from one task to another.
You will get just as much done but perhaps without having addressed priorities. An assignment may be late or incomplete, not because you weren't working, but because you were working on something else.
“I think you should be more explicit here in step two.”
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3- Symbolic vs. Concrete ProcessingThe left brain has no trouble processing symbols. Many academic pursuits deal with symbols such as letters, words, and mathematical notations. The left-brained person tends to be comfortable with linguistic and mathematical endeavors. Left-brained students will probably just memorize vocabulary words
or formulas.
The right brain wants things to be concrete. They want to see, feel, or touch the real object. Right-brained students may have had trouble learning to read using phonics. They prefer to see words in context and to see how the formula works.
Source: http://frank.mtsu.edu/~studskl/hd/LRBrain.html
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4-Logical vs. Intuitive Processing The left brain processes in a linear, sequential, logical manner. When you process on the left side, you use information piece by piece to solve a math problem or work out a science experiment...your decisions are made on logic.
If you process primarily on the right side of the brain, you use intuition. You may know the right answer to a math problem but not be sure how you got it. You may have to start with the answer and work backwards.
Source: http://frank.mtsu.edu/~studskl/hd/LRBrain.html
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5- Verbal vs. Non-verbal Processing
-Left-brained students have little trouble expressing themselves in words.
-Right-brained students may know what they mean but often have trouble finding the right words.
Source: http://frank.mtsu.edu/~studskl/hd/LRBrain.html
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6-Reality Based vs. Fantasy OrientedThe left side of the brain deals with things the way they are--with reality. When left-brained students are affected by the environment, they usually adjust to it. Not so with right-brained students; they try to change the environment!
Left-brained people want to know the
rules and follow them. In fact, if there are
no rules for situations, they will probably
make up rules to follow! Right Brains
often ignore the rules they feel are noise
and won’t affect the end goal.
Source: http://frank.mtsu.edu/~studskl/hd/LRBrain.html
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Famous (Suspect) Right-Brainers
Source: Barbara Pytel Suite 101 Educator. http://www.suite101.com/profile.cfm/pytel
• Jonas E. Salk was an American medical researcher and virologist, best known for his discovery and development of the first safe and effective polio vaccine.
• Leonardo Da Vinci
• Albert Einstein
– According to Educator Patty Emerson, "Einstein had a hard time in school." He couldn't show is work in math. He would skip steps. His mind would process answers so quickly that he just couldn't slow down to show his work
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Other (Suspect) Right-Brainers Big concept thinkers, innovators and non-linear thinkers.
Thomas Edison
Michelangelo
Pablo Picasso
Rembrandt
Walt Disney
General George Patton
Nelson Rockefeller
Hans Christian Anderson
Leonardo da Vinci
Sir Winston Churchill
Benjamin Franklin
John F. Kennedy
Wolfgang Amadeus Mozart
John Lennon
Louis Pasteur
Orville and Wilber Wright
Alexander Graham Bell
Ludwig Van Beethoven
Thomas Jefferson
George Washington
Vincent Van Gogh
Agatha Christie
Ernest Hemmingway
Mark Twain
Anna Roosevelt
Woodrow Wilson
King Gustav IV of Sweden
Albert Einstein
Marie and Pierre Curie
Socrates
Galileo Galilei
F. Scott Fitzgerald
Abraham Lincoln
Steven Spielberg
Bill Gates
Bob Lutz
Source: Right Brain World- http://rightbrainworld.blogspot.com/2009/08/more-famous-right-brainers.html
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Part 2
The Right Thinking
(the approach)
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Part 2 – Right Thinking (the approach)
Author Dan Pink Asks in…. A Whole New Mind: Moving from the Information Age to the Conceptual Age
• Can someone overseas do it cheaper?
– ASIA
• Can a computer do it faster?
– AUTOMATION
• Am I offering something that satisfies the nonmaterial, transcendent desires of an abundant age?
– AFFLUENCE
We are shifting from the Information Age to the "Conceptual Age." Successful players in this new economy will increasingly be required to develop and use the right-brain abilities of high concept (seeing the larger picture, synthesizing information) and high touch (being empathetic, creating meaning).
3 A’s
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Dan Pink’s 6 Right-Brain SkillsA Whole New Mind: Moving from the Information Age to the Conceptual Age
We need to realize the value of:
• not just function, but also design.
• not just argument, but also story.
• not just focus, but also symphony.
• not just logic, but also empathy.
• not just seriousness, but also play.
• not just accumulation, but also meaning.
Oprah video interview with Author Dan Pink:http://event.oprah.com/videochannel/soulseries/oss_player_980x665.html?guest=dp&part=1
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MP3 Players
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Part 2 – Right Thinking (the approach)
Do all these work? Are they functional?
Example/Source: A Whole New Mind: Why Right-Brainers Will Rule the FutureAuthor: Daniel H. Pink
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Part 2 – Right Thinking (the approach)
Strong iPhone and iPod sales drive Apple profits to $1.21 billion
by Jim Dalrymple, Macworld.com Apr 22, 2009 4:37 pm
Apple on Wednesday reported a profit of $1.21 billion for its fiscal second quarter ending March 28, 2009, buoyed by strong iPod and iPhone sales. Mac sales were down three percent for the quarter compared to last year, but sales of the iPod and iPhone were up for the same period.
"We are extremely pleased to report the best non-holiday quarter revenue and earnings in our history," Peter Oppenheimer, Apple’s CFO said during the conference call announcing the results.
Did functionality
do this?
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Right Thinking (the approach)
My dilemma?
Slow Internet…
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Part 2 – Right Thinking (the approach)
Boondock Saints Air Card!
The ole 16 ft cord, black sock,Zip-lock baggie solution!
Right Brain Results = 3 bars at 3G!
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Part 2 – Right Thinking (the approach)
Another Co-worker said to me,“That was really left-brained of you!”
Implication? ‘Left-brain’ equals RESULTS
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Part 3
The Right Results
(the evidence)
Let’s look at some real life solutions from right brain thinking…starting with the
President’s Plane
POTUS
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Part 3 – Right Results (the evidence)
Designed POTUS Air Force 1 secure refueling and inspection notification process (Symphony)
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Part 3 – Right Results (the evidence)
Current State = 24 ft Future State = 3 ft
Reduced office issuance time for the government’s encrypted card from 30 days to 2 (Design)
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Part 3 – Right Results (the evidence)
Reduced an agency’s inventory book-keeping reconciliation from 19 to 3 days
(Story)
Con’t
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Part 3 – Right Results (the evidence)
Reduced the cycle time for helpdesk ticket processing from 30 days to 5 days(Play)
Con’t
00
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From a study of NFL
& college games, teams execute plays
for 11 minutes Photo illustration: Jeff Mangiat, photos,
Getty Images (2), Associated Press (cheerleader), NFL (replay)
Source: http://online.wsj.com/article/SB10001424052748704281204575002852055561406.html
Play
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Some may argue that the entire 180
minutes of football is value-added entertainment.
Consider this –If the 11 minutes of actual
play was taken away would anyone sit through the
other 171 minutes?
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Part 3 – Right Results (the evidence)
Reduced travel distance by 600 miles a year for manufacturer (Empathy)
Received worldwide highest external manufacturing assessment for Ford Motor Company's Integrated System Assessment & created the best practice Mfg Horizontal/Vertical Organizational Structure/Template
(Design-we’ll come back to this one)
Con’t
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Cell (440) 728-HELP Source: http://www.nytimes.com/2011/01/25/science/25chess.html?_r=1
Harnessing the Brain’s Right Hemisphere to Capture Many KingsBy DYLAN LOEB McCLAIN Published: January 24, 2011
In a study in the current issue of the journal PLoS One, showed experts & novices simple geometric objects & simple chess positions & asked subjects to identify them.
Reaction times were measured and brain activity was monitored using functional M.R.I. scans…
What set the experts apart was that parts of their right brain hemispheres —which are more involved in pattern recognition — also lit up with activity. The experts were processing the information in two places at once.
The researchers also found that when the subjects were shown the chess diagrams, the novices looked directly at the pieces to recognize them, while the experts looked on the middle of the boards and took everything in with their peripheral vision.
Part 3 – Right Results (the evidence)
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Part 3 – Right Results (the evidence)
He hired four automotive journalists to assess all of GM's new vehicles before they were OK'd for production.
And their word was law...
That didn't go down well with GM's traditional engineering staff,…they didn't like the fact that four outsiders, four media critics with no product development experience, could force them to make changes on a new-car program. Lutz hired them as full-time employees because he wanted an independent, third party voice to evaluate GM's cars as they went through their development stages. … Since the four didn't hold any allegiance to the design, engineering or manufacturing staffs at GM, they could feel free to critique any car just as they would when they were full-time journalists.
GM’s Bob Lutz "Secret Weapons"
by John McElroy on Jan 25th 2011 at 11:57AM, AUTOBLOG.com
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GM earns $4.7 billion in 2010, its first profit since 2004
Published: Thursday, February 24, 2011By Robert Schoenberger,
Associated Press: General Motors Chairman and Chief Executive Dan Akerson
announced the company posted its first annual profit in seven years in 2010.
The company earned $4.7 billion last year.
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Part 3 – Right Results (the evidence)
“The Mini Cooper is built by BMW, maker of arguably the best-engineered cars in the world. The success of the Mini, however, is a great example of both sides of the brain at work. The playful design, marketing, and positioning of the Mini along with solid construction exemplify the type of balance we endorse. Think for a moment what would have happened to the Mini if the left brainers ruled the day.
Do you think we'd know it has "go-kart-like handling?" Would it have the broad appeal that it now enjoys? We think not. Source: G. Michael Maddock is chief executive officer, and Raphael Louis
Vitón is president of Maddock Douglas, an innovation consultancy.
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Part 3 – Right Results (the evidence)
Created the best practice Mfg Horizontal Vertical Organizational Structure
Approx. 100, 000 words in 10 ‘element’ books. 1000’s of Questions
Managing
Workgroups
INSP/QOS
SHARP
FES
Con’t
FTPMMfg Eng.SMFInd. MaterialsTraining
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Part 3 – Right Results (the evidence)
Global Metrics
Safety
Quality
Delivery
Cost
Morale
Environment
Con’t
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Part 3 – Right Results (the evidence)
Traditional Ford UAW Programs
Con’t
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Needed a
Global Perspective Reported to VO VP Reported to Int. UAW
Reported to AME VP
Sales
Quality
Design
Mfg
Marketing
“Show me how I’m measured, I’ll show you how I behave!”
Ford Corporate Global Metrics
Safety
Quality
Delivery
Cost
Morale
Environment
Traditional Plant/UAW Programs
ETDP
EI
Grasp/Pedestrian/JSA.
ISO 9001
QS 9000
6Sigma
VRT
R&M
PPE
Attitude/Culture Surveys
Reward & Recognition Program
Q1
Diversity
ESSP
H&SFPS Lean Elements
FTPM
Mfg Eng
SMF
Industrial Materials
Training
Managing
Workgroups
INSP/QOS
SHARP
FES
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Measure Integrated Lean Tool UAW Sub Element
SAFETY SHARP NJCHS/Grasp/JSA
QUALITY ISPC Job1/ISO9001/QS 9000
QOS 6Sigma, VRT’s, etc.
DELIVERY FTPM OEE, R&M
Manufacturing Engineering Lean Layout
SMF DTD, BTS, flow/pull
Industrial Materials Suppliers, PPE, etc.
COST Managing Inventory, etc.
MORALE Training Attitude Surveys/CIWG
Workgroups Reward & Recognition
Diversity/etc.
ENVIRONMENTAL FES ISO 14000
Part 3 – Right Results (the evidence)
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‘Drawing’
AttentionVisual Study Results: http://www.youtube.com/watch?v=NLDrTECfdro&feature=player_embedded
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PIT TeamPIT Team
Paint Paint
Sub CmteSub Cmte
Body Body
Sub CmteSub Cmte
Final Final
Sub CmteSub Cmte
QOSQOS
ISPCISPC
MentorsMentors
WorkgroupsWorkgroups
MentorsMentorsTrainingTraining
MentorsMentorsSHARPSHARP
MentorsMentorsIMIM
MentorsMentorsSMFSMF
MentorsMentorsEnvironmentalEnvironmental
MentorsMentorsFTPMFTPM
MentorsMentors
MEME
MentorsMentors
Managing Vertical TeamManaging Vertical Team
Quality Human Resources MP&L Engineering
Support Departments (PVT, Finance,
MP&L, etc.) are placed geographically as needed.
-Understands the current state of their element and
how it relates to the rest of the elements in the
plant.
-Takes time to learn the vision expectations- studies
the Assessment Book/Level 1-10.
-Teaches their vertical team members gap
analysis skills.
-Strategizes a game plan to achieve intermittent
goals-more points/next level.
-Recognizes and communicates the ripple effect
of putting pressure on the system-performs a
‘cause and effect’ evaluation.
-Facilitates weekly vertical meetings and holds
the team accountable for engaged attendance.
-Brings element issues/roadblocks to the plant
steering committee for resolution as well as
current status and accomplishments.
-This weekly meeting is lead by the
Area Manager and PIT Team Representative…
-Its purpose is to support the department workgroup
activities with a holistic lean approach which includes
SHARP, Training, SMF, IM, ISPC, FTPM, ME, Environmental
and Managing. (the meeting agenda reflects these items)…
-It’s a direct link from floor activities to the Plant Steering
Committee which provide issues resolution and
agreed-upon policy (standards)…
-Finally, its geographically-based,
cross-functional in nature
and close to the process to identify
and solve problems.
Department Sub Committee
-Learns the current state of the
element in their department.
-Studies the vision expectations
(Levels 1-10) and regularly attends
Vertical meetings and Departmental
Sub Committee.
-Teaches fellow Sub Committee
members the application of their
element and how it relates cross-
functionally to the other 9
elements…a Lean Production
‘System’
-Guides their department to the
vision and works to close the gap.
-Brings departmental element
issues back to the Vertical Team
for clarification and problem-
solving.
Vertical Team MemberRoles/Responsibilities
Element MentorRoles/Responsibilities
Our STRUCTURE drives Mentoring BEHAVIORS resulting in a blame-free CULTURE!
XYZ Assembly Plant
Workgroup-Based ‘Mentoring’ Organization
The PIT Team provides
lean knowledge, behavioral
leadership and a strong
link from the Departmental
Workgroup activities
to the Plant Steering
Committee
Plant Implementation Team
Our organizational chart in the large conference is to be kept up to date. Accuracy in meetingtimes and participants are to be reviewed every week. It is important that the "go-to" people for
an element be easily accessible to everyone.
The Department Sub Committees (the above Orange oval) should meet weekly around the agenda of
SQDCM. It is recommended that the sub committee be scheduled before the area group leaders get-
together so all issues of clarification be resolved by management and the local leadership in that area. A
unified front gives our employees a level playing field to build upon with empowerment and continuous
improvement.
Vertical Team Meeting minutes are to be kept and posted in the Lean
Strategy Room and will be reviewed by the "Managing" Vertical team
on Thursdays at 2:30 during their meeting. The purpose of the
Managing Vertical Team (comprised of Operating and Bargaining
Committees and Salary & Hourly Coordinator) is to review the Current
State of our implementation and do a brief gap analysis to the vision
articulated in the Managing Assessment Book.
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S
Q
D
C
M
CSM
FSM
Action
Zone A Zone B Zone C Zone D Zone E Zone F Data
Misc
Info
QOS
Health & SafetyMetr
ics
Success Stories
Department Board
Body
Safety
Quality
Delivery
Cost
Morale
Issue/Date Countermeasure Assigned Result
CIWG Dynamic Dry Erase Board for Group Leader’s Tracking
Safety
Quality
Delivery
Cost
Morale
Issue/Date Countermeasure Assigned Result
CIWG Dynamic Dry Erase Board for Group Leader’s Tracking
Safety
Quality
Delivery
Cost
Morale
Issue/Date Countermeasure Assigned Result
CIWG Dynamic Dry Erase Board for Group Leader’s Tracking
Safety
Quality
Delivery
Cost
Morale
Issue/Date Countermeasure Assigned Result
CIWG Dynamic Dry Erase Board for Group Leader’s Tracking
•Standardized Zone Measurement Boards–Monitor Action Plan & follow-through to Continuous Improvement
–Give Supervision an “at a glance” status check.
–Improve and standardize S, Q, D, C, M at a zone level
S
Q
D
C
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FSM
Action
Zone A Zone B Zone C Zone D Zone E Zone F Data
Misc
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QOS
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Success Stories
Department Board
S
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Department Board
Paint Final
Zone Measurement BoardSafety Quality Delivery Cost Morale
First Aid Defects Lost Units Scrap Attendance
Audits QAS PM Inventory Surveys
Actions Actions Actions Actions Actions
8 Wastes
Spider
Chart
DROT
Zone Measurement BoardSafety Quality Delivery Cost Morale
First Aid Defects Lost Units Scrap Attendance
Audits QAS PM Inventory Surveys
Actions Actions Actions Actions Actions
8 Wastes
Spider
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DROT
Zone Measurement BoardSafety Quality Delivery Cost Morale
First Aid Defects Lost Units Scrap Attendance
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Actions Actions Actions Actions Actions
8 Wastes
Spider
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Zone Measurement BoardSafety Quality Delivery Cost Morale
First Aid Defects Lost Units Scrap Attendance
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Actions Actions Actions Actions Actions
8 Wastes
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Zone Measurement BoardSafety Quality Delivery Cost Morale
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Actions Actions Actions Actions Actions
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Zone Measurement BoardSafety Quality Delivery Cost Morale
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Audits QAS PM Inventory Surveys
Actions Actions Actions Actions Actions
8 Wastes
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DROT
Zone A Zone B Zone C Zone D Zone E Zone F
Department Board Purpose:-To create a sense of excitement and education relative to Dept Metrics-To provide a place for metric review and zone Presentations (management cascade and floor feedback)-To allow Area Management a Physical Forum to challenge with Best-in-class comparisons
• Scorecard Purpose
–To set the direction of the plant’s application of the yearly business objectives, to address system waste and organize the plant’s policy deployment based upon leadership expectations and objectives,
–To set the targets in the 11 elements of the Integrated System Review Requirements…Red, Yellow…and Green ‘Status Arrows’
–To map out the plant’s S,Q,D,C,M metrics and provide a place for visual, ongoing monitoring,
• Group Leader White Boards
– To track Workgroup-specific issues
– Define “how” of management’s “what”
– To update regularly-dynamic
– Recognize members at the group level
– A place for management review
– Need to determine the process for
retaining history and lessons learned.
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Lean Strategy Room Purpose-To set the direction of the plant’s application of the yearly
business objectives, to address system waste and organize the
plant’s policy deployment based upon leadership expectations
and objectives,
-To set the 10 element targets for the Integrated System
review…Red, Yellow…and Green ‘Status Arrows’
Green equals – Yes we have evidence to support the requirement
Yellow equals – A portion of the questions are answered and a plan exists to address gaps
Red equals – No steps, no plans
-To map out the plant’s S,Q,D,C,M ,E metrics and provide
a place for visual, ongoing monitoring…and…countermeasures
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S
Q
D
C
M
CSM
FSM
Action
Zone A Zone B Zone C Zone D Zone E Zone F Data
Best
in
Class
QOS
6Sigma
Health & SafetyMetr
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Success Stories
Department Board
Purpose:-To create a sense of excitement and education relative to Dept Metrics-To provide a place for metric review and zone Presentations (management cascade and floor feedback)-To allow Area Management a Physical Forum to challenge operations with Best-in-class comparisons
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S
Q
D
C
M
CSM
FSM
Action
Zone A Zone B Zone C Zone D Zone E Zone F Data
Misc
Info
QOS
Health & SafetyMetr
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Success Stories
Department Board
• Left Flap– Dated Current State Map
– Dated Future State Map (Value Stream emphasis)
– Dept High Level Action Plan/Status (based upon Area Sub Comt weekly progress on FSM)
– Group Picture of Committeepersons and Management
– SQDCM vertically plotted monthly @ Dept level• S=Monthly (First time visits, Lost time,)
• Q=Dept FTT, Dept Scrap, BEST IN CLASS Challenges
• D=Department BTS, FTPM 7 Steps status, Dept Downtime/Uptime,
• C=Dept Operations to budget, Overline OT, Cost per unit, Trade-off status
• M=Dept Attendance/One Dept Success Story Highlighted
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S
Q
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C
M
CSM
FSM
Action
Zone A Zone B Zone C Zone D Zone E Zone F Data
Misc
Info
QOS
Health & SafetyMetr
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Success Stories
Department Board
• Middle Section– Picture of each zone employees– Key metrics under S,Q,D,C,M for each zone plotted
weekly • S=First time visits, Loss Time,• Q=Heavy-hitters, action plan & scrap• D=Zone FTPM/SMF activity• C=Zone weekly direct and indirect costs• M=Zone Controllable Attendance
– Dept Constraint Status (trended over time)– Area Mgr information (announcements, single point
lessons, quality indicators, trading post, whatever area wants section)
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Center Section
S
Q
D
C
M
Zone A Zone B Zone C Zone D Zone E Zone F
First time visitsLost Time
First time visitsLost Time
First time visitsLost Time
First time visitsLost Time
First time visitsLost Time
Top concernsaction plan & scrap
Top concernsaction plan & scrap
Top concernsaction plan & scrap
Top concernsaction plan & scrap
FTPM 7 StepSMF Actions
FTPM 7 StepSMF Actions
FTPM 7 StepSMF Actions
FTPM 7 StepSMF Actions
FTPM 7 StepSMF Actions
FTPM 7 StepSMF Actions
Weekly direct &indirect costs
Weekly direct &indirect costs
Weekly direct &indirect costs
Weekly direct &indirect costs
Weekly direct &indirect costs
Weekly direct &indirect costs
Controllable Attendance
Controllable Attendance
Controllable Attendance
Controllable Attendance
Controllable Attendance
Controllable Attendance
Top concernsaction plan & scrap
Top concernsaction plan & scrap
First time visitsLost Time
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S
Q
D
C
M
CSM
FSM
Action
Zone A Zone B Zone C Zone D Zone E Zone F Data
Misc
Info
QOS
Health & SafetyMetr
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Success Stories
Department Board
• Right Flap–Dept Health & Safety/Environmental Information
• Plot areas of incidents/accidents-trends
–Meeting Schedules• Wkly GL to foreman/Supt, Monthly to Area Mgr,
Semi-annual to Plt Mgr and/or Director.
–Cad-drawing with CIWG Success Stories noted (See next slide)
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S
Q
D
C
M
CSM
FSM
Action
Zone A Zone B Zone C Zone D Zone E Zone F Data
Misc
Info
QOS
Health & SafetyMetr
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Success Stories
Department Board
SAFETYEnvironmental
SAFETY(PROBLEMS ADDRESSED)
SAFETY(CURRENT SITUATION)
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Zone Measurement BoardSafety Quality Delivery Cost Morale
First Aid Defects Lost Units Scrap Attendance
Audits QAS PM Inventory Surveys
Actions Actions Actions Actions Actions
8 WastesSpider Chart
DROT
Target Time
Balance Board
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Zone Measurement BoardSafety Quality Delivery Cost Morale
First Aid
Audits
Actions
First time visits, Lost time, plotted weekly
Weekly Walk-abouts by foreman and group leaders partnering with plant H&S personnel
Actions to Zone Safety Matrix
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Zone Measurement BoardSafety Quality Delivery Cost Morale
Defects
QAS
Actions
Nova C, FTT, Internal and External Indicators,
Stop button statistics, ISPC evidence and activities, Error-proofing, etc.
Quality Improvement 8D’s, Problem-solving and countermeasures
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Zone Measurement BoardSafety Quality Delivery Cost Morale
Lost Units
PM
Actions
Zone contributions to area downtime…with corresponding pareto
FTPM 7 Step progress by groupCurrent PM completed %
Constraint ID and actions in zone to date…trended.
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Zone Measurement BoardSafety Quality Delivery Cost Morale
Scrap
Inventory
Actions
Weekly zone numbers trended
Levels……SMF and Indirect Material activities
(wip, min/max, marketplace)
Overline OT Matrix actions
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Zone Measurement BoardSafety Quality Delivery Cost Morale
Attendance
Surveys
Actions
Daily attendance plotted (contributes to the weekly number on dept board.)
Presenteeism/recognize perfect attendance
CIWG evaluation/surveys issued, Suggestions received and implemented,
Outstanding grievances with elapsed time
What the supervisor and group leaders are doing to improve morale
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Zone Measurement BoardSafety Quality Delivery Cost Morale
8 WastesSpider Chart
DROT
Excess Inventory, Transportation, Waiting, Over-processing, Over-Production, Motion, Conveyance, Under Utilization of Employees
expertise.
An individual’s pay will be reviewed every day….in placing the DROT of the zone’s communication board the hope is he/she will also see the other pertinent information and look to give input. A DROT is like honey, so to speak, that will draw the operators to the board.
$
Balance Board
Target Time
Visual que to work equalization, dated with current and future state defined
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High-Level Plan – From Corporate to the plant floor graphic
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Lean ‘System’ Arrows relation to Metric Scorecard
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Dry-Erase Board Sample -Continuous Improvement Workgroups
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Part 4
The Right
(and Left) Stuff
(the implications)
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Part 4 – Right Stuff (the implications)
Visual Thinking is Holistic. They work through material most thoroughly and efficiently in ‘fits and starts.’
They may often feel overwhelmed with confusion for a while, but understanding will often suddenly click.
Source: Lesley K Sword, Director, Gifted and Creative Services Australia
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When the material does suddenly click in understanding, the holistic thinker not only sees the big picture, but see with a more clear and creative perspective than other thinkers.
Often, holistic thinkers will take more time to understand information than other thinkers.
However, their final understanding is more extensive
Part 4 – Right Stuff (the implications)Source: Lesley K Sword, Director, Gifted and Creative Services Australia
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“If I was explaining an issue to a visual thinker,
they would immediately tell me the inherent
problems they could see. A few minutes later,
they would tell me how to solve these problems
or several better ways to do it. This is what is
meant by problem finding and problem solving.”
Visual-Spatial Thinking:Problem Finding & Solving
Source: Lesley K Sword, Director, Gifted and Creative Services Australia
http://www.braintraininggames.net/images/bigstockphoto_Problem_Solving_Series_700575.jpg
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Part 4 – Right Stuff (the implications)
Focusing on End Results: Your Right Brain's Gift to Goal Achievement
by Lynea Corson-Hadley , Sunday, 21 June 2009
After competing unsuccessfully in the
1974 Olympic decathlon, Gold Medalist
Bruce Jenner took a life-size picture of the
winner of the event and put a photo of his
own face over the winners. In addition to
following his usual training program, he
viewed the picture of himself as the winner
each day. He won the next Olympics in 1976.
Source: http://www.womensmedia.com/grow/136-focusing-o
n-end-results-your-right-brains-gift-to-goal-achievement.html
My own Reality
TV show, yes!
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Part 4 – Right Stuff (the implications)
Right Brains are honored more in Eastern Cultures.
They are seen as less smart because of the manner in which they process information.
Visual Learners
Communication-When right brains talk to you,
they look at you while listening and look away to the
left when answering a question. This is a brain shift
from one side to another. This is not a sign of fabrication.
They are listening with one side and now switch over
for the response. http://www.suite101.com/content/right-brain-characteristics-a2607
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Rights Are MisunderstoodRight brains don't explain what they feel well and are misunderstood.
They think of one thing, say another because their brain has already
moved on to another thought. Unfortunately, their mouth is still
moving. Rights often don't realize they have done so.
See The Big PictureRight brains don't like to jump through the hoops to get something done. They also don't like to follow rules which don't make sense to them. They see the big picture quickly and what you are asking them to do in steps doesn't seem necessary because they are at the end of the process already.
Trusting Rights are trusting--too trusting.
Speech and Music Rock and Roll music is preferred by rights.
New Ideas Right brains embrace new ideas.
Part 4 – Right Stuff (the implications)
http://www.suite101.com/content/right-brain-characteristics-a2607
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“Analytical decision making. Some professionals use this approach
exclusively. They rely on such decision-making tools as data
processing, algorithms, systems thinking, and decision trees….it
has been said that problem solving without creative thinking is a garden without seeds.
The cognitive style of intuitive thinkers differs markedly from that of
analysts. When analysts gather information, they are guided by plans
or clues. They collect only information that relates to these starting
points. The data processing that follows is orderly and algorithmic.
Intuitive thinkers are more data receptive. They generate many
alternatives, and their search goes on even after a promising solution
is found. This process also forms the basis for the brainstorming
strategy of group problem solving.”
Intuitive Decision-Making and Problem-Solving.
Hersey Medical Center PSU: Professor William O. Umiker - Medical Laboratory Observer
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Remarkably, Fowler says he doesn't use market research
to determine strategy. “I operate on my right brain, which is all about gut and
intuition. One of the central things is identifying where
there's a gap in the marketplace, and then going after it. I observethe market and I ask a
lot of questions so I can paint the picture of where
we want to go."
Peter Fowler is chairman and co-founder of SIR Corp., the Burlington, Ont. based chain whose 46 restaurants include Jack Astor's Bar and Grill, Alice Fazooli's! and Canyon Creek Chop House
Author: [email protected]
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Balance is needed…
“At the top of virtually every fashion brand is a
distinctive kind of partnership. One partner, usually
called the creative director, is an imaginative,
right-brain individual who spins out new ideas
every day and seems able to channel the future
wants and needs of the company’s target Customers.
The other partner, the brand manager or brand
CEO, is invariably left-brain and adept at Business.”
Source: http://hbr.org/2009/06/innovation-in-turbulent-times/ar/1. The other partner, the brand manager or brand CEO, is invariably left-brain and adept at business, someone comfortable with decisions based on hard-nosed analysis. In keeping with this right-brain–left-brain shorthand, we refer to such companies as “both-brain.”
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Now what?• Side 1 – HONOR Standards.
Standards are the only sustained foundation for improvement. Henry Ford said, “Today's standardization is the necessary foundation on which tomorrow's improvement will be based. If you think of ‘standardization’ as the best you know today, but which is to be improved tomorrow, you get somewhere.”
– Then later, T. Ohno reaffirmed that truth. "Where there is no Standard, there can be no improvement.”
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Now what?• Side 2 – HONOR People’s Good ideas. People want
to be in on things, they want to have a ‘say.’ Here’s the profitable part. Workers are less skeptical of managers when they know their business culture honors standards. In this environment, workers are more likely to give input, because they know if their opinions are right, backed by data, the organization’s culture is mature enough to implement ‘their’ good ideas.
That’s motivation!
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Now what?
• Edge/Side 3 – HONOR the Customer. The only side that connects both sides to a coin is the edge. In the same way, the customer must be the ‘central’ reason for all standards & improvement efforts. They should touch all aspects of your business plan & execution.
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I M P
R O
V E
M E
N T
T I M E
HonorCustomer
Honor Standards
Ho
no
r Id
eas
Technology
Faster Process
Ho
no
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eas
Lean
Efficient Process
Lefts + Rights = Customer-Focused Kaizen
Honor Standards
Entry Point
Best PracticesCreate Process
Ho
no
r Id
eas
6 Sigma
Effective Process
Ho
no
r Id
eas
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“For CEOs, _________ is now the most important leadership quality for success in business, outweighing even _______and ____ _______, according to a new study by IBM. The study is the largest known sample of one-on-one CEO interviews, with over 1,500 corporate heads and public sector leaders across 60 nations and 33 industries polled on what drives them in managing their companies in today's world.”
The Most Important Leadership Quality for CEOs? “___________”BY Austin Carr Tue May 18, 2010
CREATIVITY
INTEGRITY GLOBAL THINKING
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0 10 20 30 40 50 60 70
QUALITY
CREATIVITY
INTEGRITY
GLOBAL THINKING
INFLUENCE
OPENESS
DEDICATION
SUSTAINABILITY
HUMILITY
FAIRNESS
Article: The Most Important Leadership Quality for CEOs? Creativity
Here are the Results….
http://www.fastcompany.com/1648943/creativity-the-most-important-leadership-quality-for-ceos-study?partner=homepage_newsletter
= Right Brain
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7 untapped Visual
Spatial Right Brain Skills for Business
So what is missing from your
organization?
From: BusinessLeadership.com
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#1 - Sensitivity to Milieu
“It is as if picture thinkers have radar out always scanning the environment, taking in every little thing. They are alert for changes, shifts in energy, or tones of voice in everything around them. They easily notice if some little thing they saw yesterday is missing today. They scan for signals that something is going to happen as well as for the general feel of things. They absorb what’s going on, intensely immersed in that experience.”
Untapped Visual-Spatial Right Brain Skills for Business
Silverman: (http://visualspatial.net/spatialstrengths.php)
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1 • Sensitivity to Milieu
2 • Out-of-Box vantage point
3 • Recognize scale of priority (big pic)
4 • Strong Pattern Awareness (fits and transitions)
5 • Recognize optimal value stream design
6 • Visualize the end goal more clearly
7 • Glass is half-full mentality
Untapped Visual-Spatial Right Brain Skills for Business
Source: BusinessLeadership.com
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Is this the infancy of ‘Conceptual Age’ Leadership?
Carlton (Carly) Fiorina, Former Chairman, President, and CEO for Hewlett-Packard, undergraduate major: Medieval History and Philosophy.
Michael Eisner, Former CEO, Walt Disney Corporation, undergraduate major: English Literature and Theater.
Alan G. Lafley, President and CEO, Procter and Gamble Company, undergraduate major: History.
Steve Case, CEO and Co-founder, America Online, undergraduate major: Political Science.
Meg Whitman, CEO, E-Bay, undergraduate major: Economics.
Jill Barad, CEO, Mattel Inc., undergraduate majors: Psychology and English.
Brian Lamb, CEO, C-Span, undergraduate majors: Speech and Communication.
Steve Forbes, CEO, Forbes Inc., undergraduate major: American History.
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“If you don’t like change, you’re going to like irrelevance even less.”
- General Shinseki
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Read
Inquire
GlimpseHighlight
Trend R – I – G – H - T B R A I N
Problem SolvingCycle
1
2
34
5
“No problem can withstand the assault of sustained thinking.”-Voltaire
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What is the R-I-G-H-T BRAIN Problem-Solving Cycle?
R = Read (observation)
Read the situation holistically including the problem, environment, interactions, and symptoms.
I = Inquire (question)
Inquire as to the inputs, ripple effect, intangibles and root causes.
G = Glimpse (depiction)
Picture and draw the end in mind with the issue resolved.
H = Highlight (examination)
Test tube the solution and track progress.
T = Trend (application)
Apply the change in real life and READ again!
Read
Inquire
GlimpseHighlight
Trend
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Comical Right Brain “Problems” solved from ‘thereifixedit.com’
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Conclusion/Contact Info
Timothy W. Fowler (also known as The Right Brain) is CEO of BusinessLeadership.com. He is a University of Kentucky Certified Lean Master, a Goldratt Institute Theory of Constraint Supply Chain Expert, an ASQ-Certified Six Sigma Black Belt, and a Licensed Social Worker with a SECRET clearance. He is a visual-spatial thinker who designed President Obama’s Air Force One secure inspection and re-fueling process and he is also the founding Director of Super Bowl Champion Coach Joe Gibbs Youth For Tomorrow
Contact him @ 440-728-HELP or [email protected] or on Linkedin
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Back-up: Can I improve my right brain
“I’m definitely a left brain. I really want to strengthen my right side of my brain. is there any exercises/techniques
I can do to achieve this?” by Legolas By Asker “Yes you can. You can tap your right side of the brain by many ways.
Meditating, singing, art, chanting, creative thinking and most of all; loving, is the act of right side of brain.
The more you do it, the stronger it gets.” Source: http://answers.yahoo.com/question/index?qid=20071011192208AA8X6FF
Painting or Drawing The LearningRX.com suggests painting and drawing as right-brain exercises because they
encourage you to be creative& increase visual awareness.
Singing The Mayo Clinic suggests activities such as singing or developing a musical talent to improve your right hemisphere. Joining
a choir also adds a group atmosphere to support the right-brain association of working together with people to express creative abilities.
Playing Games LearningRX.com says that to strengthen your right brain, you can play games in which you use strategies
to play. To exercise the right side of your brain, choose games that require you to perform specific tasks and look at the whole picture.
Studying Maps and Charts Diane Connell of Harvard University says that maps and charts can improve
right-brain skills. Visual and space-related components of maps and charts help you see in a right-hemisphere dominant way.
Art Forms Artistic pursuits that develop creativity such as knitting and other art forms are suggested by the Mayo Clinic as
ways to develop your right brain. The U.S. Air Force Air University website states that right brain is the artistic brain and is responsible for
your creative talents. Air University reports that teaching with right-brain activities including art, dance and drama in kindergarten classrooms
increased learning significantly. http://www.livestrong.com/article/179161-right-hemisphere-brain-exercises/#ixzz1DlZd3M7P
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Can this be assessed? Yes…“A considerable amount of research has been devoted to assessing visual spatial abilities. Most journal articles provide extensive information on the types of
tests used and on books, such as A Handbook Of Spatial Research Paradigms And Methodologies, Vol. 2: Clinical And Comparative Studies (Foreman & Gillett,
1998) are available. An online search of ETS’ test Assessing Women in Engineering (AWE) Project 2005. Visual Spatial Skills. AWE Research Overviews. Retrieved
>date< from http://www.aweonline.org.Visual Spatial Skills AWE Copyright © 2005 Page 6 of 8 A Product of AWE-Assessing Women in Engineering
(www.aweonline.org), NSF Grant # 0120642 collection at www.ets.org using the keywords “spatial ability” and/or “visualization” will also provide assessment
instruments.
The Buros Institute’s Mental Measures Yearbook (Buros, 1938) provides test reviews to assist in choosing an instrument. As various tests measure different
components of visual spacial skills and women perform differently on these different components, it is critical to choose an instrument in line with the
component under study. The following list developed by Voyer et al. (1995, p. 257) provides information on tests and their results by gender.
• Cards Rotation Test (significant) (Ekstrom, French, & Harman, 1976)
• Generic mental rotation tasks (significant) (Shepard & Metzler, 1971)
• Spatial Relations subtest of the Primary Mental Abilities (significant) (Thurston, 1958)
• Paper Form Board (significant) (Likert & Quasha, 1941)
• Spatial Relation subtest of the DAT (homogeneous but not significant) (Bennett, Seashore, & Wesman, 1947)
• Paper Folding (homogeneous but not significant) (Ekstrom et al., 1976)
• Rod-and-frame test (significant for some but not other age groups) (Witkin & Asch, 1948)
• Block Design subtest of the Wechsler Adult Intelligence Scale, the Weschler Adult Intelligence Scale-Revised, and the Weschler Intelligence Scale for Children
(significant for some but not other age groups) (Weschler, 1946, 1949, 1955, 1974)
• Mental Rotations Test (scoring and testing influences magnitude of differences) (Vandenberg, Kuse, & Vogler, 1985)
• Water Level Test (scoring and testing influences magnitude of differences) (Piaget & Inhelder, 1956)
• Identical Blocks Test (scoring and testing influences magnitude of differences) (Stafford,1961)
• Embedded Figures Test (scoring and testing influences magnitude of differences)(Witkin, 1950)
Another tool that may be of interest to researchers is the Spatial Experience Inventory (SEI) developed by Deno (1995), which provides a list of spatial
experiences that may contribute to increased skill levels and test scores.”
SOURCE: http://www.engr.psu.edu/awe/secured/director/assessment/Literature_Overview/PDF_overviews/VisualSpatialWeb%2003_22_05.pdf
some of
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A WHOLE NEW MIND DISCUSSION GUIDE FOR BUSINESS1. In what ways does your current job involve R-directed thinking? Could your organization benefit from more R-directed thinking? Less?
2. How innate are the six abilities Pink discusses (Design, Story, Symphony, Empathy, Play and Meaning)? Which of them is your strongest?
Weakest? Which is most important for your current job?
3. Consider the three questions Pink poses regarding your current work: Can someone overseas do it cheaper? Can a computer do it faster?
Am I offering something that satisfies the nonmaterial, transcendent desires of an abundant age? Does your work pass this three-part test?
4. How will the three forces Pink describes be affected by the economic recession?
5. Did Pink convince you of the importance of design? In what ways could you and your colleagues instill design thinking in your organization?
6. What are the implications of Pink’s argument for education? Are you yourself a product of the SAT-ocracy? If so, how did it help or hurt u?
7. What role does storytelling have in your work? What role could it have? Does your organization have a story to tell? Do your clients and
customers know that story?
8. How do you use symphonic thinking in your job? How could this right-brain ability benefit your organization?
9. Is empathy an important part of your work? How could empathy be used in your organization to improve your offerings? How could
empathy make your organization a better place to work?
10. What role do play and humor have in your workplace? Could play or humor improve your service to clients? Do you agree with Pink that a
sense of humor can make someone a better manager? Why or why not?
11. What do you think of Pink’s assertion that “meaning is the new money”? How does your organization create meaning for its customers?
For its employees?
12. Does your current job pass the Collins 20-10 test that Pink outlines in the portfolio section of Chapter 9: If you had $20 million or knew
that you had only 10 years to live, would you still be doing what you are doing now? What can your organization do to ensure that its
employees’ experiences pass this test?
13. What do you think of Pink’s suggestion that spirituality should have a place in the workplace. What is your organization’s approach to
spirituality? Should it change?
14. Did you do any of the exercises Pink suggests in the book? Which ones would you recommend to others in your organization? Why?
15. What are some of the barriers to developing the six abilities Pink describes in your own organization?
16. How do you think workers in Asia would react to this book?
17. Pink talks about psychological androgyny and aligns R-directed thinking with one’s feminine side. Do women have a comparative
advantage over men in this world? Is this true in your organization? Why or why not?
18. Would you add any other abilities to Pink’s list of six senses?
19. What in this book made you laugh? What made you angry. Why?
File: http://www.danpink.com/PDF/AWNMforeducators.pdf
www.rightbrain.us.com
Cell (440) 728-HELP
BusinessLeadership.com
CEO, Timothy W. Fowler,
discussing the City of
Cleveland process
improvement needs with
Mayor Frank Jackson at
the 2011
‘State of the City’ speech
http://www.ideastream.org/cityclub/entry/38931