Making It All Work: A Pocket Guide to Sustain Improvement And Anchor Change

Making It All Work: A Pocket Guide to Sustain Improvement And Anchor Change

by John R Schultz

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Product Details

ISBN-13: 9780415881036
Publisher: Taylor & Francis
Publication date: 08/04/2010
Edition description: New Edition
Pages: 168
Product dimensions: 6.00(w) x 9.00(h) x 1.10(d)

About the Author

John Schultz has taught for over 20 years and was a program director administering an Advanced Technical Certificate program in Quality Management. In addition, he has 25 years experience as a consultant, technical services manager, and product development engineer. He is the author of magazine and journal articles on performance improvement and system change.

Table of Contents

List of Illustrations xi

Preface xiii

Acknowledgments xv

Chapter 1 An Elegant Solution Is Only the Beginning 1

System Improvement Is Really About Change 1

Why System Improvement Sometimes Fails to Achieve Expectations 2

System Improvement Includes Problem Resolution and Solution Implementation 6

Making It All Work 7

Chapter 2 A Practical Approach to Sustaining Improvement 9

Lewin's Three-Phase Model 9

Applying the Three Phases 11

Using Teams to Implement and Sustain Improvement 13

Part 1 Unfreezing 15

Chapter 3 Explain the Need for Making Improvement 17

Recognizing the Need for Making Improvement 17

Why Complacency Is Such a Problem When Making Improvement 18

Sources of Complacency 19

Raising the Level of Awareness 20

Explain the Need for Making Improvement: How to Make It Happen 21

An Example of How It Was Done 21

Chapter 4 Communicate a Unifying Purpose 23

Why Purpose Is Important 23

Characteristics of a Shared Purpose 24

Creating an Effective Statement of Purpose 25

Communicating the Purpose 27

Communicating Also Means Setting an Example 28

Communicating Up Is Also Important 29

Communicate a Unifying Purpose: How to Make It Happen 30

An Example of Failing to Communicate a Purpose 31

An Example of a Well Communicated Purpose 31

Chapter 5 Identify Formal and Informal Networks and Ensure Their Participation 33

What Are Formal and Informal Networks? 33

Understanding and Dealing with the System's Culture 37

Creating New Alliances 39

Building Trust 41

Identify Formal and Informal Networks and Ensure Their Participation: How to Make It Happen 42

An Example of Why Participation Is Important 43

An Example of Working Within the Culture 44

Chapter 6 Create a Plan for Action 46

Why Plans Are Important 46

The Planning Process 47

Determining Constraints That May Become Barriers to Improvement 48

Plans Can Be Created in Several Different Ways 49

Establishing Timing 50

Making the Plan Work 51

Create a Plan for Action: How to Make It Happen 53

An Example of How to Create a Plan for Action 53

Part 2 Changing 59

Chapter 7 Create the Opportunity for Small but Meaningful Gains 61

Why Small Gains Are Helpful 61

The Character of Small Gains and Their Relationship to the Plan 62

Time Passes as Work Progresses 63

Create the Opportunity for Small but Meaningful Gains: How to Make It Happen 64

An Example of Why Small Gains Work 65

Chapter 8 Empower People to Take Action 67

What Is Empowerment? 67

Barriers to Empowerment 69

Dealing with Power and Ensuring the Team's Control 69

Training Makes It Possible to Operate in the New Environment 72

Putting People to Work 75

Empower People to Take Action: How to Make It Happen 76

Examples Illustrating Why Empowerment Is Important 77

Chapter 9 Manage Resistance to Improvement 79

Reasons for Resistance 79

How People React to System Improvement 80

Techniques for Dealing with Resistance to Improvement 84

A Mechanism for Dealing with Entrenched Supervision 85

Manage Resistance to Improvement: How to Make It Happen 88

Examples Contrasting the Management of Resistance to Improvement 90

Part 3 Refreezing 93

Chapter 10 Complete the Restructuring of Daily Activities 95

Keeping People on Track and Maintaining Faithfulness to Purpose 95

Coordinating and Integrating Unfinished Activities 98

Creating New Networks and Relationships and Eliminating Old Ones 100

Managing Conflict to Ensure the Completion of Unfinished Activities 102

Making Corrections and Staying the Course 105

Complete the Restructuring of Daily Activities: How to Make It Happen 106

An Example of Where More Coordination Was Needed 109

Chapter 11 Sustain Improvement 111

Continue to Measure and Monitor Process Effectiveness 111

Continue to Monitor Workgroup Dynamics 119

Document Revised Process Activities to Maintain Gains 124

Wrapping Up and Bringing Things to a Close 125

Sustain Improvement: How to Make It Happen 126

An Example Illustrating the Importance of Sustaining Improvement 127

Appendix 129

Affinity Technique 129

Force Field Analysis 130

Activity BreaKdown 130

Top-Down Flow Chart 132

Planning Tree 134

Lesson Plan 136

Key Terms 138

References 142

Index 144

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