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Kaizen managing people

Its a p people p thing g!

Kaizen is simple, so why doesnt it just happen?


Because like any new activity people have to practice to get good at it.
early support is vital!

Because often we have many years of this is how we do it here to over come. Because people feel threatened. Because management try to control it.

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Managing Kaizen

People make the difference


Self motivation is a matter of choice. People P l are motivated ti t d f for achievement, hi t satisfaction, ti f ti money for themselves. People do not destroy what they create create.

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Managing Kaizen

Maslows hierarchy of needs

Abraham Maslow 1908-1970 Brooklyn New York

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Managing Kaizen

Benefits of Employee Contribution Opportunity


new skills & knowledge greater confidence show the company what you are made of advancement quality q y of working g life self- respect improved morale recognition job security

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Managing Kaizen

Dependency p y Loop p
Manager/strong partner I think and solve problems Because they y do

Because they don dont t I dont think or solve problems Operator/weak partner

Learned helplessness & low esteem

Both must change


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Watch out for victims of change


Bringing change to an environment can seriously de-motivate the people working there! So what is it about change that causes so much bad feeling?

Change

Perpetrator
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Victim
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Bolmans Change g Model


1. Denial Stage Numbness Reaction internal Disbelief Past
Resistance Exploration

External/Environment

4. Commitment New objectives Action plans Team work Future

Denial

Commitment

2. Resistance Anger Anxiety Fear Verbal reaction


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Internal/Self

3. Exploratory Begin to accept the inevitability Negotiation Looking for b benefits fit
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Managing Kaizen

Its about Attitude


Knowledge K l d Skills Attitude

DNA of Change g Desire Need Ability Abilit

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Managing Kaizen

Kaizen Managing People


Management g Basics

Managing yourself first


Responsibility - response-ability response ability Behaviour is a function of our decisions not our conditions
!!*@# !!

Behaviour is a product of our own conscious choice, based on values not feelings
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Managing yourself first


Reactive Language
Theres nothing I can do Thats That s just the way I am He makes me so mad
(Im not responsible. My emotional life is governed db by something thi outside t id my control) t l)

Proactive Language
Lets look at our alternatives I can choose h a different diff t approach h I can control my own feelings I can decide how to react I will choose an appropriate response I choose I prefer f I will

They wont allow that I have to do that


(Circumstances or other people are forcing me to do what I do. Im not free to choose my own actions)

I cant I must If only

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Some Turn Offs


Wet Blankets
I am too busy right now now. Its a good idea, but the timing is wrong. It is not in the budget. We dont do it like that here. Theory is different from practice. Thats That s a good idea BUT BUT... Isnt their something else for you to do? It doesn't match corporate policy. It isnt our business. Let someone else think about it.

People are not the problem. Blaming them will not solve the problem The answer is to make people problem solvers! problem.
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Sabotage to Enthusiasm
Enthusiasm Co-operation Co-operation with assistance Acceptance Passive Resignation Indifference Apathy Doing only what is ordered Regressive behaviour Non-learning Protests Working to rule Doing as little as possible Slowing down Personal withdrawal C Committing i i d deliberate lib errors Spoilage Sabotage
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Acceptance Indifference Passive resistance Active resistance


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Managing Kaizen

Engage the Champions


Champions Straw Watchers Scallywags y g Refuseniks

20%

30%

30%

10%10%

Convert

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Circle of Concern
No concern No concern

Problems without solutions

Of concern, concern but cannot affect

No concern

No concern

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Increasing your circle of influence


Circle of concern

Concern

Concern

Circle of influence

Circle of influence

Reactive people focus on:


the weaknesses of other people the problems in the environment and circumstances over which they have no control blaming and accusing attitudes reactive language increased feelings of victimisation

Proactive people focus on:


the things they can do something about being responsible taking the initiative making people glad to be around them

Reactive people - negative energy causes


the Circle of Influence to shrink
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Proactive people - positive energy


enlarges the Circle of influence
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Managing Kaizen

Consequences and mistakes


But remember ... Free to choose actions - not free to choose consequences! Live in harmony with our principles. principles Do the right thing thing. It is OK to make mistakes; ; part p of the learning gp process: acknowledge it instantly correct it learn l f from it i Success is on the far side of failure!
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Managing conflict
Big part of our day to day contact with people is dealing with conflict: I I need this, but you need that. that. There are 5 ways to handle conflict: Compromise Compete Avoid Accommodate Collaborate
#

!!*@

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Managing conflict

High
Concern for achievement of task

Competing Collaborating
win/lose i /l win/win

Compromising p g Avoiding
lose/lose

Accommodating
lose/win

L Low

Concern for people

High

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Solution to Dependency Loop


Manager/strong partner I think and solve problems Because they do

Don t solve other peoples problems!!! Dont Set smart objectives Support & guide Coach
Situation Options Consequence Select

Because they dont I dont think or solve problems Operator/weak partner

Learned helplessness & low esteem

Support Guide

Solve Problems Learn to co-operate & tr st by trust b giving gi ing each other new experiences

Frustration drives people back in to dependency


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One Minute Manager


Set new goals Review, clarify & agree on the goals

ONE MINUTE

GOAL SETTING
Write on one sheet, read in ONE MINUTE
Go back to goals once then proceed

ONE MINUTE

ONE MINUTE

PRAISINGS
praise the behaviour ( ith true (with t feelings) f li ) do it soon be specific tell the person what they did right and d how h you feel f l about b t it encourage the person (with true feelings) shake hands.

REPREMANDS
reprimand p the behaviour (with true feelings) do it soon be specific tell the p person what they y did wrong g and how you feel about it encourage the person (with true feelings) shake hands.

You win !
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You lose
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Summary y
External/Environment
!!*@#? ??8 !!? ??

Denial

Commitment

Past
Resistance Exploration

Future

Internal/Self

M l Pyramid Maslows P id

R i t Resistance t to change h

G d attitude Good ttit d

D id your b Decide behaviour h i

Manager/strong partner I think and solve problems Because they do

High
Concern for achievement of task

Competing Collaborating
win/lose win/win

Set new goals

Review, clarify & agree on the goals

ONE MINUTE

GOAL SETTING
ed ev hi Ac

Write on one sheet, read in ONE MINUTE

Fa ile d

Re pe at

Compromising Avoiding
lose/lose

Go back to goals once then proceed

ONE MINUTE

ONE MINUTE

PRAISINGS

REPREMANDS
reprimand the behaviour (with true feelings) do it soon be specific tell the person what they did wrong and how you feel about it encourage the person (with true feelings) shake hands.

Because they dont I dont d t think thi k or solve problems Operator/weak partner

Accommodating
lose/win

Learned helplessness & low esteem

Low

Concern for people

High

praise the behaviour (with true feelings) do it soon be specific tell the person what they did right and how you feel about it encourage the person (with true feelings) shake hands.

You win !

You lose

Coach dependency p y loop p

Managing g g Conflict

One Minute Manager g

Managing Kaizen

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