Plan Do Check Act

Change is hard. There is always a certain inertia to overcome. Fear, uncertainty, and doubt can keep teams rooted in the way things have always been done. And if a leader is trying to push a “big” change on the organization, watch out! There are a thousand ways to subvert it… almost as if there is an organizational immune system that seeks to eliminate changes to the status quo.

It is why I like After Action Review so well.

• Incremental. It is small. It lets change evolve naturally. And it gives quick feedback to the team about how they do their work – based on what they did, they adjust and do it again and then evaluate it again. This is the virtuous cycle we call Plan-Do-Check-Act (Adjust). Improving what you already doing is easier, faster, and meets with less resistance.


• Start where you are. The AAR lets the team start where it is, how it is already doing its work, rather than trying to switch out one process for another. Once they get in the habit of seeing their process as something that they can change, the rate of innovation becomes dramatic.


• Quick wins made visible. It creates positive change that is visible to the team. They can draw the connection between what they suggested and what was changed. And they have visibility about when changes have been implemented and who is responsible for making those changes.


• Guided. And changes are guided both by what leaders expect of the team and what the team knows and actually does.


• Builds trust. Perhaps the most important benefit of AARs is the way it helps build goodwill and trust
  

  (what you might call an organization’s “social capital” ) through small victories achieved frequently.

  
  
  
  

  English: A diagram to show the two PDCA cycles. The first cycle is Plan, Do, Check and Act, while the second cycle is a sub-set of the “Do” part, containing Problem Finding, Display, Clear and Acknowledge. These are part of the kaizen method of quality control, and also is used in the Toyota Way. (Photo credit: Wikipedia)

  
  
  
  

  This is so much better than large victories achieved once in a while. The team learns to learn together, to communicate effectively about “real” things, and comes to feel good about working together. It builds a bond.

  
  


• Builds capacity. Over time, the team learns to accept change, to embrace it as the way we do things. They don’t stay satisfied with the status quo. This is especially so when leaders reinforce the message. What happens is that when the innovative, breakthrough, “big” changes come along, the team has the capacity to accommodate the change. They have learned to think in a different way.


• This is the “happy discovery” that every team and every leader I have coached has made. What seems like a simplistic routine is really a foundation for change and growth and teaming.

Of course, this doesn’t happen over night. It requires intention and systematic follow up until it becomes routine.

Source

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The post Plan Do Check Act appeared first on Robert JR Graham.

Change Management: Getting It Right

by: Matthew Noel

Change management is something many companies may face throughout their existence. Whether something simple or a complete change, various things can be done to allow for a successful change. Management of the change effectively will allow for the best overall final product but it really just is not that simple. But, there are ways to get effective change management in such a way as to contribute to the betterment of the company.

Change management is the management of change. In that, you will realize that there is potential for failure. It could go wrong. To keep this from happening though, there are systems that can be put into place to help throughout the process of change, no matter how large or small it may be. In many cases, you will find many individuals and organizations willing to help manage the change for you. It is important to make sure that these individuals have the company’s best intentions at heart. It should be more than just a job, but something that they believe in.

You can also find a wide range of computer software programs as well as applications that can be used to help with change management. Making it successful is the key and to do this. You will find that many opportunities are available. You can and should determine the best method for your needs based on the availability, the methods used as well as experience and relevance of anything that is used to make change management happen.

You will find a wide range of help when it comes to change management. There are resources that can help guide you through the process as well as much advice to allow you to make the right decisions. Effective change management starts at the beginning with planning and experience. For your company to benefit from change management, it helps to be as knowledgeable as possible about these factors.

Source

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The post Change Management: Getting It Right appeared first on Robert JR Graham.

Plan Do Check Act

Change is hard. There is always a certain inertia to overcome. Fear, uncertainty, and doubt can keep teams rooted in the way things have always been done. And if a leader is trying to push a “big” change on the organization, watch out! There are a thousand ways to subvert it… almost as if there is an organizational immune system that seeks to eliminate changes to the status quo.

It is why I like After Action Review so well.

• Incremental. It is small. It lets change evolve naturally. And it gives quick feedback to the team about how they do their work – based on what they did, they adjust and do it again and then evaluate it again. This is the virtuous cycle we call Plan-Do-Check-Act (Adjust). Improving what you already doing is easier, faster, and meets with less resistance.


• Start where you are. The AAR lets the team start where it is, how it is already doing its work, rather than trying to switch out one process for another. Once they get in the habit of seeing their process as something that they can change, the rate of innovation becomes dramatic.


• Quick wins made visible. It creates positive change that is visible to the team. They can draw the connection between what they suggested and what was changed. And they have visibility about when changes have been implemented and who is responsible for making those changes.


• Guided. And changes are guided both by what leaders expect of the team and what the team knows and actually does.


• Builds trust. Perhaps the most important benefit of AARs is the way it helps build goodwill and trust
  

  (what you might call an organization’s “social capital” ) through small victories achieved frequently.

  
  
  
  

  English: A diagram to show the two PDCA cycles. The first cycle is Plan, Do, Check and Act, while the second cycle is a sub-set of the “Do” part, containing Problem Finding, Display, Clear and Acknowledge. These are part of the kaizen method of quality control, and also is used in the Toyota Way. (Photo credit: Wikipedia)

  
  
  
  

  This is so much better than large victories achieved once in a while. The team learns to learn together, to communicate effectively about “real” things, and comes to feel good about working together. It builds a bond.

  
  


• Builds capacity. Over time, the team learns to accept change, to embrace it as the way we do things. They don’t stay satisfied with the status quo. This is especially so when leaders reinforce the message. What happens is that when the innovative, breakthrough, “big” changes come along, the team has the capacity to accommodate the change. They have learned to think in a different way.


• This is the “happy discovery” that every team and every leader I have coached has made. What seems like a simplistic routine is really a foundation for change and growth and teaming.

Of course, this doesn’t happen over night. It requires intention and systematic follow up until it becomes routine.

Source

Related articles

• BSI Canada – ISO 9001 Courses


• Wanna See Agile in the Real World?


• Driving Agile Transformation from the Top


• Activating a Corporate Initiative


• Why do most startups almost lose the whole team before they rebuild themselves?


• Why Projects Succeed: Fostering Joint Accountability


• How do you lead when the rules change?


• Lessons in Leading Change I Learned From Elephants


• Classic Lean Leadership


• 7 Leadership Lessons from 2012

Robert Recommends...

• Leaders Do the Right Thing


• Managing The Change Project


• Resolving Team Conflicts


• The 3 Key Components to Any Successful Change


• Creating High Performance Teams


• Lessons in Survival Leadership

The post Plan Do Check Act appeared first on Robert JR Graham.