As I've blogged about before, I really dislike the term “resistance to change.” When managers label people as “resistant to change,” that's often a polite or passive aggressive way of saying “they won't do what I want them to do.” If people are “being resistant,” you have an obligation as a leader to ask “why?” Maybe your idea is terrible…
Yesterday's Dilbert starts with this panel:
Dilbert's response is priceless. Read the rest of the strip. And see links to Dilbert strips related to Lean and/or Six Sigma.
Please don't try to bully people into doing what you want, especially not in the name of “Lean.”
Tweets of the Day:
The KaiNexus webinar is TODAY – 1 pm EDT:
Webinar on 6/18! Register: Leadership Behaviors that Create a Culture of Continuous Improvement http://t.co/MGL1FNJzgN … #lean @KaiNexus
— Mark Graban (@MarkGraban) June 18, 2014
And based on something I overheard today:
The phrase "she's a dingbat" should not be uttered during root cause analysis.
— Mark Graban (@MarkGraban) June 18, 2014
I had to chime in that “being a dingbat” is very rarely the root cause of a defect or a problem. Would somebody else likely become “a dingbat” in that same overburdened environment and bad process?
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Mark Graban
Mark Graban is an internationally-recognized consultant, author, and professional speaker who has worked in healthcare, manufacturing, and startups. His latest book is Measures of Success: React Less, Lead Better, Improve More. He is author of the Shingo Award-winning books Lean Hospitals and Healthcare Kaizen, as well as The Executive Guide to Healthcare Kaizen. He also published the anthology Practicing Lean that benefits the Louise H. Batz Patient Safety Foundation, where Mark is a board member. Mark is also a Senior Advisor to the technology company KaiNexus.