Operating Internationally

People Dynamics of Continuous Improvement

Thinking Outside The Box

People Dynamics of Continuous Improvement

Building Customer Relationships

People Dynamics of Continuous Improvement

Implementing Complex Strategies

People Dynamics of Continuous Improvement

Planning For Growth

People Dynamics of Continuous Improvement

Delivering Lasting Change

People Dynamics of Continuous Improvement

Predicting Job Sucess - Building High Performance Teams

People Dynamics of Continuous Improvement

Team Performance Measurement

People Dynamics of Continuous Improvement

Growing The Organisation

People Dynamics of Continuous Improvement

Looking To Achieve New Heights

People Dynamics of Continuous Improvement

Working Effectively Together

People Dynamics of Continuous Improvement

Building High Performance Teams

People Dynamics of Continuous Improvement

People Dynamics of Continuous Improvement

People Dynamics issues of Continuous Improvement



Improvement projects are run by people. The improvement projects are conducted on processes that are also run by people. These processes exist inside departments and companies that are managed and led by people. Do you detect an emerging theme here? Understanding the people dynamics – often referred to as the soft skills – of Improvement Projects can often be a challenge but is a vital component of project success.

In the group discussions and subsequent 1:1 interviews with Six Sigma practitioners and other leaders of continuous improvement projects, quite a lot of common ground exists with regard to statistical content of training programs. However, the human dynamics content of training often shows wide variation (and is sometimes non-existent) even though there is significant evidence from research that attention to people issues is critical to project success. 

It turns out that “soft skills” are far from soft but in fact lead to bottom line savings and improved business performance!
 
Whether we are talking about Champions or Sponsors of continuous improvement, or of Black Belts or Green belts in the case of Six Sigma there are certain key people issues which we need to at least be aware of if we are to ensure speedy project success.

These include:

  • An understanding of change and resistance to change
  • Common reactions to change (Anticipation of loss, Reaction in private, Attempts at reversal, Without context – resistance)
  • Understanding that change is not the source of resistance; it is the transition we have to go through which causes the problems and which must be managed 
  • How to work with the energy of resistance and not against it by separating the rational and emotional components
  • Understanding and differentiating between behavioural preferences, behavioural needs and compulsive behaviours  - in self and in others – that can impede project delivery
  • Strategies for building on strengths, overcoming blind spots and rigidities
  • Stakeholder Impact Analysis
  • Analysing stakeholder influence
  • Building stakeholder relationships and achieving stakeholder support


Practitioners in the front line of continuous improvement need not only to understand but be given skills and people dynamics tools to work in the areas of:

  • Change Management
  • Overcoming resistance and releasing the people energy in the organisation
  • Understanding interpersonal relationships & trust
  • The importance of self esteem in building the right climate for success
  • Understanding the difference between Working Groups, Potential teams, Real teams and High performance teams
  • Knowing which of these is needed for a given project and the dangers posed by Pseudo teams
  • Their role in leading change through personal leadership style and relationship building
  • Managing inter-functional cultural differences
  • Stakeholder identification and analysis
  • Gaining engagement and commitment from their teams and all stakeholders
  • Identifying shortcomings in the organisational climate for delivering success and any other road blocks that need to be dealt with by a higher level of managers e.g. Project Sponsors or Champions

Project sponsors and Champions do not need the same level of detail but they do need sufficient input to understand how they can deal with the people dynamics of deployment in order to achieve the best efficiency and effectiveness for the projects. Essentially this means creating the climate and culture that will support the front line practitioners, such as Black Belts for example, and help to remove obstacles to their success.


category:Continuous Improvement
added:2015-12-30

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