WP_Post Object ( [ID] => 142 [post_author] => 5 [post_date] => 2013-04-30 19:59:42 [post_date_gmt] => 2013-04-30 19:59:42 [post_content] => Do you want to change your organization - to transform the rank and file members so that they WANT to achieve true Quality? Of course you do - who doesn't. But even the most perfect retraining process will fail if you do not gain firm commitments from the people you are asking to implement the change. And that would be everyone in your organization. I have learned that when companies force a process on their workforce without first receiving their commitment to participate, the rank and file employee will become resentful and they’ll fight change – even when they know that change is for the better. Now, I ask you to apply that reality to other situations – government, education, business, your family – without willing and full cooperation of everyone involved, implementing even a small change is difficult if not impossible. When we want to bring about change, we must ask for the utmost commitment from every active member – including ourselves. This is also true for my own change process, "Quality Is Everyone’s Business" (QIEB). I cannot ask a client company to implement a change in their quality process without first knowing that certain fundamentals are met. In my book, The Power of LEO, I laid out these fundamentals - I called them the “Four Cornerstones.” These are the basic ground rules that can make the difference between a process that fails, or one that leads the organization toward a sustainable pathway of change. First, I ask that people say to themselves and others, “Quality is MY responsibility.” This personalizes the pathway as a self-actualized mission. Quality is not someone else’s problem. Quality is the personal pursuit that is reflected in every aspect of “my” work. Thus it becomes their personal belief that they can make a difference. [pullquote]What is important is the belief that the change is making a difference.[/pullquote] Second, everyone must accept that Quality must involve ALL the people, ALL the time. In effect, you will deputize the rank and file members of your organization to recognize a problem and solve it. If trashcans are overflowing with trash, the janitor is empowered to request larger receptacles. People must act as they would if they saw a burning fire – filled with the belief that they have the solution to make a lasting impact. Third, everyone must adopt an “I-can-do-it-Mindset.” There is a straight line between the leader’s policies and the behavior and attitudes of the employees that follow, and that line continues on into the quality quotient. For the Quality transformation to be sustainable, management needs to instill confidence among rank and file members of the organization; build up the belief that responsibility is the only answer. Finally, we must also assume that ‘one-size’ does not fit all. It’s always tempting to look for a policy (framed by some handy slogans) that can be applied across the board to any and all situations. It would make life so much simpler. But haven’t we already learned that such solutions are counter-productive? In an earlier article, I demonstrated how individual response to quality can be very different from person to person. Moreover, there are so many special cases and exceptions that any set policy itself becomes irrelevant the moment it is enunciated on the organization. Therefore, doesn’t it make sense to allow every individual to arrive at their own reason to believe in Quality? I have seen situation where these Four Cornerstones act as a catalyst for acculturation. People tend to push each other along toward improvement. And as people improve, they are encouraged to do more. At the end of the day, it isn’t the process of change that’s important. What is important is the belief that the change is making a difference. That’s how I believe that Quality will become Everyone’s Business. [post_title] => Four Cornerstones for Change [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => the-four-cornerstones [to_ping] => [pinged] => [post_modified] => 2013-05-09 15:13:18 [post_modified_gmt] => 2013-05-09 15:13:18 [post_content_filtered] => [post_parent] => 0 [guid] => http://subirchowdhury.com/?p=142 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw [format_content] => )
WP_Post Object ( [ID] => 944 [post_author] => 4 [post_date] => 2013-03-22 13:59:52 [post_date_gmt] => 2013-03-22 13:59:52 [post_content] => Expanding the outreach of Subir Chowdhury's global call for quality throughout society - at all levels - a Fellowship on Quality and Economics has been established at Harvard University Graduate School of Arts and Sciences. The goal: to explore the impact of quality and economics in the United States. Each year, the “Subir Chowdhury Fellow” will be entrusted with the task of examining the impact of “people and process” and quality on the economic advancement of the United States. This is a graduate Fellowship for doctoral students and will be awarded annually. Applications for the fellowship is open to for any scholar, regardless of ethnicity or national origin, who wishes to spend time at Harvard studying “Quality and Economics” in preparation for their doctoral thesis on this topic. The first Subir Chowdhury Fellowship will be selected for the 2013-2014 academic year.
WP_Post Object ( [ID] => 151 [post_author] => 5 [post_date] => 2013-01-11 06:08:17 [post_date_gmt] => 2013-01-11 06:08:17 [post_content] => I used to open our management meetings with a simple question: “Which makes the better sense: invest time and energy to avoid problems or to solve them?” It’s not a trick question, but I’m surprised by how it causes so many managers to squirm. And it is fascinating how many of them get it wrong. Most of them will first answer that solving problems is best – and that is the obvious answer. But the honest ones will come back with a list of apologetics that begins with how busy they are jumping from one crisis to another and ending with a quiet aside (as though it is a terrible secret) that they’re lucky if they can get their regular jobs done. In effect, they tell me that they never avoid problems – they only solve them. Meanwhile, we watch at a distance as the people who really “get it” shake off the intimidation and the pressure, and simply roll up their sleeves. I remember the hotel manager who drove two hours in her own car, on her own time, to return a credit card to a Japanese guest boarding a flight to Europe. I think of the hydraulics engineer who volunteered to parachute into a wilderness area to fix one his company’s new water pumps. I smile at the memory of the shipping clerk who shouldered past jokes and ridicule from fellow employees as he carefully packaged every order as crisply and neatly as possible. These are the heroes of quality. They are not ‘firemen’ who not rush to douse fires. They are the fearless fire preventers who jump into the arena to answer the call to stop the fires from starting. Often, their efforts draw scant praise, if they are noticed at all. But how we need these “extra mile people” in all aspects of our operations. [pullquote]When leaders walk the talk of Quality, the organization moves as a cohesive social group that is better equipped to solve immediate problems and long term ones, and they may prevent problems that you haven’t foreseen.[/pullquote] I’ve seen some organizations proclaim their commitment to quality, and yet go on crafting flawed processes that produce flawed products and services that rely on heroic efforts for day-to-day rescue. Lacking a strategy to take corrective actions and address the causes of the fires, eventually a situation will arise that even heroic efforts shall fail. What should happen is that the organization must walk the talk of quality – bring quality into the corporate culture from the top down. And it can starting with encouraging those basic human skills of communication, interaction, and implementation, or as defined in the LEO methodology: listen, enrich, and optimize. Imagine what would happen if we made a sincere effort to improve communication with our customers, suppliers, co-workers and even our competitors? What would happen if we really listened to them? Maybe instead of keeping our noses to the spread sheets, perhaps we we’d start asking questions like “why” and “how” and listen to people who might give us better clarity about what is going on NOW. With meaningful interaction, we enrich the organizational culture and encourage everybody to do more. We open ourselves up to lessons on how we may improve, where we may improve and when. We may even increase the opportunity of keeping problems from occurring in the first place. Equipped with better communication and interaction, now we are better prepared to implement a renewed awareness throughout the organization. Not only are we putting out the fires; we are preventing them from happening. We are optimizing our relationships both inside and outside of the organization. When it is delivered to every member of the organization – from top to bottom – LEO becomes the trigger-point for high level communication skills that I found among the best organizations. When the leaders of the organization walk the talk, they are the example for everybody to follow. That’s how leaders engage every member of the organization and gain commitment to an unprecedented level of quality. When leaders walk the talk of Quality, the organization moves as a cohesive social group that is better equipped to solve immediate problems and long term ones, and they may prevent problems that you haven’t foreseen. When this level of communication is achieved, then it doesn’t matter when a problem eventually crops up (because we know they will), because now there will always be enough fire preventers ready to take action. [post_title] => Walking and Talking Quality [post_excerpt] => Is it culture, the weather, geography? Perhaps ignorance of what the right policies are? Simply, no. None of these factors is either definitive or destiny. Otherwise, how to explain why Botswana has become one of the fastest growing countries in the world, while other African nations, such as Zimbabwe, the Congo, and Sierra Leone, are mired in poverty and violence? [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => walking-talking-quality [to_ping] => [pinged] => [post_modified] => 2013-04-15 09:59:24 [post_modified_gmt] => 2013-04-15 09:59:24 [post_content_filtered] => [post_parent] => 0 [guid] => http://subirchowdhury.com/?p=151 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw [format_content] => )
WP_Post Object ( [ID] => 813 [post_author] => 4 [post_date] => 2013-01-07 17:59:56 [post_date_gmt] => 2013-01-07 17:59:56 [post_content] => The Global Quality Awareness (GQA) Initiative is a non-profit initiative of the Subir & Malini Chowdhury Foundation created to improve the lives of individuals and their communities around the world by promoting a personal understanding of, and commitment to, a "Quality mindset.” The plan for GQA is simple - effect positive global change by getting people to make a personal commitment to a simple daily practice. The practice of GQA is centered on Subir Chowdhury’s “LEO” (Listen – Enrich – Optimize) process, which has transformative results—these same principles that when practiced, will generate vast improvement in people’s daily lives. Subir believes that most of the world’s problems are caused by people who stopped caring about quality or don’t understand the significance of it. Supporters of GQA want to inspire global improvement by first practicing quality as an individual. In essence, Quality starts with us and must be everyone’s responsibility. Daily GQA practice requires people to follow three simple steps: