[ID] => 145
[post_author] => 5
[post_date] => 2013-03-30 08:04:25
[post_date_gmt] => 2013-03-30 08:04:25
[post_content] => For years now, I have been observing excellent organizations just to see what makes their operations rise above the rest. What I discovered is not so groundbreaking because, at the end of the day, it is as practical as it is common sense.
Before I make the full reveal, I must point out that my entire career has been focused on development of management tools that companies and organizations use to produce substantial and sustainable change to their management process and to the general quality of every aspect of the organization. Sometimes, that effort involves highly technical statistical models. Sometimes they deploy very detailed programs that require extensive training. In most instances where the effort to change is sustained, substantial change in terms of quality output and the resilience of the organization is evident. But sometimes they don’t.
The cases where improvement was not sustained, I examined the process more closely. I compared the organizations that had long-term improvement and those that did not. In both cases, there was continual training. In both cases, management was engaged and dedicated to the improvement goals. Then I found an important point where the comparisons ended.
[kicker pos="right" size="30"]The underlying strength of “people power” is the fact that it relies on basic human skills.[/kicker]
Among organizations that did in fact revolutionize their quality process, was their only focus the process itself? No. Organizations that produced sustainable improvement added another layer to their activity – something so vital that once you see it, it is impossible to ignore. In the organizations that revolutionized their quality process, they also revolutionized their approach among all their people.
There was full engagement throughout these organizations on every aspect of their quality message. And everybody was involved – from the executive suite to every last worker. People were encouraged to participate in conversation, to interact with each other about the particulars of the organizational mission and operation, and rewarded when they implemented changes that were productive. The people of the organization were mobilized.
That is when I reached the conclusion that the reach of “process power” is limited. Without the “people power” to back it up, the quality process can only go so far. After all, we are highly social creatures that love to communicate. We thrive on our interactions with each other. And more important, we grow when we implement what we gain from each other.
It was clear to me that among these excellent and successful organizations, there was a focused effort to encourage communication, interaction, and implementation – basic human skill that are intrinsic to every individual. It is within this framework that I developed LEO – Listen, Enrich, and Optimize – which has proven to be a flexible and transformative program that draws attention on the strengths of human interaction.
The underlying strength of “people power” is the fact that it relies on basic human skills. Encouraged and utilized systematically, these skills may also serve as the triggering mechanism that can cause every member in the organization to think deeply about the decisions they make and the actions they take.
[post_title] => The Quality Process Revolution
[post_status] => publish
[comment_status] => closed
[ping_status] => closed
[post_name] => the-quality-process-revolution
[post_modified] => 2013-04-16 12:11:26
[post_modified_gmt] => 2013-04-16 12:11:26
[post_parent] => 0
[guid] => http://subirchowdhury.com/?p=145
[menu_order] => 0
[post_type] => post
[comment_count] => 0
[filter] => raw
For years now, I have been observing excellent organizations just to see what makes their operations rise above the rest. What I discovered is not so groundbreaking because, at...