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Conversations for Change
12 Ways to Say It Right When It Matters Most
Shawn Kent Hayashi
Adapted by permission of McGraw-Hill from Conversations for Change
by Shawn Kent Hayashi. ©2011 by Shawn Kent Hayashi
ISBN: 978-0-07-174528-4

Conversation is inherent to work and to socializing, and so it seems like it should be a natural and easy skill. Still, some people manage to create momentum with their conversations, moving people and organizations forward while others create a sour emotional wake, and demotivate people.

Meaningful conversation is a learned skill, writes Shawn Kent Hayashi in Conversations for Change. Hayashi has spent more than 20 years coaching people to improve their conversation skills in order to build stronger relationships and organizations. Conversations for Change is the culmination of that work and is rich with real-world cases from Hayashi’s clients. Hayashi has created assessment methodologies to identify the key conversational skills and individual styles of communication. Hayashi then takes the reader through 12 essential business conversations (for example, a conversation for commitment, a conversation to resolve conflict), and how to use them.

Part I: Foundations

Great conversations are built on a foundation of awareness, which includes:

1. Emotional intelligence: an awareness of emotions in oneself and others that helps people navigate situations.
2. Motivators: values, which inform what people want to talk about.
3. Style: how people approach communication.

Perhaps on the surface, emotion has no place in business, but that is unrealistic. People are influenced by emotions, but star performers and great communicators have some mastery of those emotions. They are emotionally intelligent, able to process their own emotions and self-regulate even in upsetting circumstances, and they connect well in conversations, or with crowds, with their ability to inspire, motivate, and engage. Consider that Presidents Ronald Reagan and Bill Clinton were each credited with being inspirational, and Reagan was known as “The Great Communicator.”

According to Hayashi, there are seven core emotions that produce measurable chemical changes in the body:

• love

• joy

• hope

• sadness

• envy

• anger

• fear

Each in turn produces physical manifestations, like trembling, stomachache, and sweaty palms. Finally, those seven core emotions produce any one (or more) of 26 emotional states of being – feelings like hatred, jealousy, frustration, freedom, passion, optimism, and so on. Gaining control of those seven core emotions is a way to control those 26 states.

It is possible to develop emotional intelligence; to gain control of the feelings by being aware of those core emotions and choosing thoughts and actions that inspire a desired feeling. This requires five emotional intelligence competencies:

1. Self awareness: knowing what one feels in the moment.
2. Self regulation: being proactive rather than reactive toward emotions, thus choosing the end behavior.
3. Motivation: playing to one’s own passions, skills and abilities.
4. Empathy: the ability to identify what someone else feels, and use that ability to create rapport.
5. Social skills: the ability to work in a group and align members toward progress.

It is also possible for an individual to be stuck in an emotion – to have a “default” emotion, which in turn influences every action and mood. Even if the emotion is positive (like joy), that emotion may not be appropriate to every conversation, such as a conversation to terminate an employee. This displays a lack of empathy and an emotionally illiterate speaker.

To move up the “emotional ladder” from #7 (fear) to #1 (love), one must recognize and acknowledge the emotion of a moment; then take actions to select another emotion. Key to this is not judging an emotion as undesirable – the emotion simply is. Anger is not an evil emotion. Rather, it can be an indicator that someone has crossed a boundary, and the situation calls for a conversation. The conversation will defuse the cause of the anger, and in turn, the anger itself.

Still, some emotions are more constructive, more solution focused than problem focused. Angry employees may say that their bosses are “slave drivers” or are vague in their directions. If instead those employees focus on their bosses’ strengths and envision a more positive workplace that relies on those strengths, then the employees are ready for a constructive conversation.

Finally, people leave behind them an emotional wake, for good or bad. Emotionally illiterate people are likely to be surprised when they learn that they leave everyone in a room feeling angry or fearful. An emotionally intelligent person will recognize and process emotions, and leave an emotional wake of hopefulness or joy (where that is appropriate).

The second foundation of every conversation is values and motivators. These are distinct to every individual and inform what they are likely to talk about and hear. Values and motivators also inform a good fit for employment. Consider two distinct workplaces, such as TD Ameritrade and the non-profit World Wildlife Fund. Chances are that a broker from TD Ameritrade would be a bad fit at WWF. The values of each organization are simply different, and the values of the workers must align with their workplaces if they are to be content and stand behind an organization’s mission.

Eduard Spranger in Types of Men (1928) described six basic workplace values:

1. Utilitarian, favoring usefulness, productivity, and financial well-being. Utilitarians are the salespeople, entrepreneurs, financial officers, and bankers of the world; they tend to be self made and profit-oriented.
2. Aesthetic, being more artistic, sensual, and creative. People with aesthetic values are interior designers, physical trainers, chefs and so on. Martha Stewart has strong aesthetic values; she enjoys peace and harmony. But she is also quite utilitarian, as evidenced by her empire (under the umbrella of her company, Omnimedia).
3. Theoretical, wanting answers, truth, and knowledge sharing. Theoreticals are the professors, scientists, doctors, investigators.
4. Traditional, favoring clear-cut instructions and procedures. The traditionals enjoy living by rules and standards, and include police officers, quality control experts, pastors, and teachers.
5. Social, aimed toward enriching the lives of others. The social type wants to “make a difference” in people’s lives. This type includes teachers, firefighters, fund-raisers, and nonprofit employees.
6. Individualistic, in which an expert leads with world-class ideas. The individualists are leaders, and lead by example and with enthusiasm. They are CEOs, politicians, and chairpeople. (Donald Trump is a conspicuous example.) As in the case of Martha Stewart, a person is usually driven by more than one value. Someone whose first value is social, but second is individualistic, is likely to start a nonprofit organization. Someone who is theoretical and traditional would likely enjoy data and research; and would have a miserable time working at Omnimedia.

Very likely, that person would have a difficult time even talking to Ms. Stewart. People connect and disconnect on their values.The aesthete may dine on some fantastic Mediterranean dish and declare, “This is incredible! You should try this!” while the utilitarian wonders how the dish can be packaged and sold.

Emotionally intelligent people are aware of their own values, the values of the organizations they work for, and the values of other people in a conversation. They adapt to those values, as needed. A hard-driven utilitarian recognizes that a more methodical-theoretical person prefers to back up decisions with research, and so will not demand, “I need your answer now.” The third foundation is communication style. Just as people of similar values connect easily, people of similar communication styles do as well. There are four general styles, represented by the acronym DISC:

1. Dominant – Someone with a high dominant style takes charge, relies on gut instincts, and relishes a challenge
2. Influential – Those with the high influence style like to interact and persuade, and are good at including others in conversations and decisions.
3. Steady – The high steady style favors security, structure, and calm. (This represents 40 percent of the population.) 4. Compliant – The high compliance style favors accuracy and caution, policies and procedures.

Someone with a high dominant style will likely find someone with a compliant style as plodding and too methodical – an anchor who holds up progress. In reverse, that compliant type may find the high dominant type rash and impulsive.

An individual is “hardwired” with a communication style, called a natural style; but likely has an adapted style as well, one the individual uses to “get along” in an organization. Someone may adapt a style to suit an organization or a manager, but this tends to lead to discontentment. An adapted style is better used in a given situation, for example, speaking to a high compliant person in terms of policies. This is people-reading, and superior communicators adapt in order to communicate well.

Part II: The Conversations

Great conversations are built on the foundations of emotional intelligence, motivators, and communication styles.

The conversations themselves fall along a continuum, beginning with a Conversation for Connection and ending with aConversation for Moving On. In between are conversations for action, conflict resolution, and accountability–all key conversations in effective communication, but also in creating momentum, be it in someone’s career, a given project, or the growth of an organization. The twelve conversations are these:

1. A Conversation for Connection is a sort of kick-off in which individuals build rapport and trust through listening.
2. A Conversation for Creating New Possibilities builds upon that connection. It is in these conversations that ideas are conceived, such as new product lines or ideas for professional development; a manager asks an employee, in essence, “What are you capable of? What do you want to achieve?”
3. A Conversation for Structure is one in which the plan is conceived for achieving those possibilities.
4. A Conversation for Commitment is one which, in essence, asks the individuals involved, “Do we have your commitment to this idea? Will you be responsible for your part in it?”
5. A Conversation for Action discovers, “What do we (or you) do next? What actions will realize goals and professional dreams?”
6. The Conversation for Accountability ensures that individuals understand that they are accountable for delivering what they agreed to do. This may be corrective, for a non-performer.
7. A Conversation for Conflict Resolution is a constructive one, aimed at creating a safe, non-fearful environment with positive outcomes for all involved.
8. A Conversation for Breakdown acknowledges some insoluble conflict or breakdown in communication, perhaps a persistent and unresolved cause of anger. The individuals ask, directly, for what they need to move past the breakdown.
9. Failing that, a Conversation for Withdrawal and Disengagement ends that misconnection, making room for more constructive and enjoyable professional relationships.
10. The Conversation for Change may be with an individual, a team, or an entire organization. The aim is to guide the conversation to acknowledge a change or to effect some much-needed change.
11. A Conversation for Appreciation is a meaningful one, tailored to the communication style and motivators of the appreciated; done well, these conversations build stronger relationships and momentum.
12. Finally, a Conversation for Moving On puts some relationship in the past. It is not necessarily a parting of ways; it can also be one that occurs around a transfer or retirement. The people involved may reconnect some time later, but not necessarily so.

Connection

A Conversation for Connection usually takes place at the beginning of a new relationship; for example, in attending a conference, in a job interview, or in meeting a new employee or boss. A Conversation for Connection can also help two people move beyond prejudices – the frozen-in-time perceptions they have of one another from when they first met.

On the surface, such a conversation may feel like chit-chat, but is far more meaningful. It creates the opportunity for the two parties to use their emotional intelligence to feel one another out for motivators and communication styles.

What goes wrong frequently during connection is a lack of presence. One or more of the individuals is distracted and not practicing deep listening; that individual is missing those values, motivators and communication styles, thus missing the foundations of a valuable relationship. The individual also misses whatever opportunity the connection holds; “Serendipity…happens when you stay in the moment,” writes the author. A Conversation for Connection uncovers opportunity, setting the stage for a Conversation for Creating New Possibilities.

The deep listener must consciously practice what the author calls powerful listening in order to cultivate trust. The techniques of powerful listening are:

• To be fully present – actively listening to what is said.

• Maintaining eye contact for three to four seconds at a time.

• Mentally summarizing what the listener hears.

• Asking questions about what has been said.

As mechanical as these feel, they require practice until deep listening becomes a natural skill.

New Possibilities

A Conversation for Creating New Possibilities begins with such phrases as, “What would you like to create?” “I have an idea I’d like you to consider…” or “Where do you see things going?” Those opening statements create a constructive framework.

These conversations are typically focused on creating some solution, growth, or opportunity. They may also serve to overcome some stagnation – rehashing of dislikes, grudges, opportunities missed, or bad feelings. Gossiping and kvetching are Dirty Laundry Conversations which impede possibilities, but alas, come naturally. A Conversation for Creating New Possibilities stops that cycle when someone asks, “What do you want to create next?” rather than takes part in (or listens to) stagnant emotions.

These positive conversations usually begin with someone putting a stick in the ground, making some conscious declaration of what the possibility is. The author encourages students to list 100 possibilities, as large as starting a company or as small as learning some new technology. Someone who can list only 20 possibilities has, in effect, created a glass ceiling.

Still, the largest ideas create the greatest possibilities, such as Walt Disney’s idea for creating one new attraction at each of his theme parks every year. Also, the largest ideas may start through one-on-one connection before they connect to millions. Thomas Edison, Bill Gates, and Nelson Mandela each created Conversations for Creating New Possibilities with individuals before taking those new possibilities to a global scale.

This demonstrates the value of making and maintaining connections; every connection has possibilities of its own. For example, an old business connection can represent the possibility of a new job opening, a business partnership, or simply the source of a great product idea.

Structure

A Conversation for Structure is a functional one, aimed at giving a possibility “bones” by creating a plan that launches that possibility into a reality. “What are the priorities?” one might ask. “How will we track our progress?” or, “What is the timeline for the steps?” These conversations are particularly useful when laying out a project plan, negotiating details of how to proceed, or creating a process map of specific steps.

It is at this stage where possibilities often go off the rails. An individual may declare a possibility, like losing 25 pounds, but does not create a structure for achieving it. Similarly, a company with the idea for a new product line or a new company ideal (perhaps “going green”) may never have this kick-off conversation.

Professional organizers engage their clients in Conversations for Structure; in a real-world example, an organizer pointed out to her client that she organized her kitchen far better than she did her office; hence, she never lost a cooking implement, but frequently dropped balls at work. The client benefited from a few simple tools and techniques, like keeping a single calendar versus relying on Post-It reminders, and setting aside a half hour in the morning to prioritize tasks for the day.

Commitment

The Conversation for Commitment builds upon the earlier conversations. In it, someone asks, “Are you interested in these outcomes?” “Can we count on you to take this step?” “Will you commit 10 hours per week to this objective?” Sometimes the conversation is exploratory – “Here is an outline of responsibilities in this role, and I am considering you for it.” These are useful conversations in determining who is responsible for a given step, for recruiting team members, or for requesting management or budget support.

These conversations do more than solicit engagement, they create engagement. In another example, a company found itself unable to manage the rising cost of healthcare. Rather than make executive decisions, the management engaged all levels of the employees in a conversation aimed at finding solutions. The employees succeeded by suggesting an a-la-carte approach to healthcare insurance, and agreed to a raise in employee contributions. The employees were thus committed to and engaged in the solution.

These conversations also reiterate commitment where someone has lost it. For example, a manager caught a young employee in a “white lie,” and could have upbraided him. Instead, she held a Conversation for Commitment. She told him she had observed more integrity from him in the past, and asked how he thought he could rebuild trust, and if he was committed to seeing those actions through. The result was an employee who returned to the level of commitment and integrity that he had demonstrated before.

A common mistake is to assume commitment simply because someone is in a given role. Presumably, a project manager is committed to managing projects, but if the scope of the job were to change, or new tasks are introduced to it, then the project manager may be less engaged in the work than before. If performance lags, the project manager is ripe for a Conversation for Commitment with a manager (or mentor).

Action

The Conversation for Action usually answers the question, “What next?” It also answers that question specifically. It begins with phrases like, “What is the priority now?” “Let’s create a checklist so we can see all the action steps and check them off…” and “What one action will help us all move forward?” This conversation seems similar to the Conversation for Structure, but that conversation was for planning a course of action; this one is for taking the actions themselves. The Conversation for Structure may include, “The Quality Assurance department will identify all recurring defects from the last quarter.” The Conversation for Action might include, “It is up to the R&D department to determine what actions it will take to achieve that goal.” Three questions that usually keep action moving forward are these:

1. What are the options for what we can do today?
2. What is the next action?
3. Then what?

Note that these are questions, not commands. As questions, they enable people to use their expertise and values to select the next action; and because that next action is their idea, they will be engaged in it and committed to seeing it through to completion.

Accountability

The next natural step is a Conversation for Accountability – one that, as the author describes, “Brings authority and responsibility into alignment.” These conversations begin with such phrases as, “When will you have this ready for the client?” “How can I be helpful to you in reaching this deliverable?” “May we talk at 5 p.m. every day to discuss the progress?”

The two (or more) people in the conversation become accountability partners who, when all goes well, understand exactly what the parameters and deliverables are. In one instance, a senior manager asked a new junior manager to “get to know” his direct reports. There were nearly 100 of them across the U.S. Unfortunately, these two managers’ communication styles were a mismatch. The senior manager had a High Compliant style, and so she expected the junior manager to read reports and background information about those 100 employees. The junior manager had more of a person-to-person High Influence style, and went on a long and expensive road trip to meet one-to-one with his direct reports. The two filtered the task through their own communication styles – both of which are perfectly valid – but could have avoided the misunderstanding with a Conversation for Accountability, asking, “What will it look like when this task is done well?” and checking in with one another as the task progressed.

When accountability goes wrong, it calls for a confrontation – but a civil one, which is still a Conversation for Accountability. The six steps in this Conversation for Accountability are these:

1. Approach the person, pledging to solve a problem rather than upbraid.
2. Describe the person’s behavior objectively (“I have observed…”).
3. Express feelings and thoughts about the person’s behavior (“I feel frustrated…”).
4. Suggest a specific change in terms (“May I suggest…” or “I would prefer…”).
5. Explain the benefits of the new behavior (“I will be more open to your ideas…”)
6. Ask for commitment to the new behavior. (“May I count on you?” or “Will you agree to this?”) Such a conversation fosters trust, where belittlement would have destroyed that trust.

In essence, a complaint is an inverted request. In a complaint, someone articulates dissatisfaction with the behavior of another. A Conversation for Accountability is the mechanism to turn that complaint into a request for some other behavior.

Conversation for Conflict Resolution

Conversations that begin with, “I’d like to better understand your perspective,” or, “What do you need from me to get past this issue and take the next step?” or, “Let’s explore what we do agree on, and where we go from there,” are all Conversations for Conflict Resolution.

Conflict is not necessarily fighting; nor does it necessarily involve any enmity between two parties. Rather, it may be some disagreement upon which idea is best for moving forward. Hayashi observes that no one challenged IBM Chairman Thomas Watson who declared in 1943 that the world had no need for more than five computers; likely, several of his own employees disagreed, but would not challenge so powerful a man. Thousands of innovators have had to defend ideas that others thought were impossible or improbable.

Conversations for Conflict Resolution can reveal a path to agreement, move beyond some chronic tension or resentment, or make one party cease to ignore another. (Some conflict does involve enmity, after all.)

One peril in conflict is to ignore it and avoid holding a conversation about the conflict at all. Those who “turn the other cheek” or “rise above it” are taking responsibility for keeping the peace without gaining any personal satisfaction. This is a difficult and non-constructive emotional state. Those people doom themselves to suffer in silence. The solution is to push past that fear of conflict and hold a conversation to resolve it.

These conversations are best held when both parties are committed to resolving the conflict – not winning it. In winning, someone loses or surrenders, and will be unengaged in the resolution; the conflict is merely squashed, not resolved. Also, winning and loss are strong emotional stimulants. However logical the conflict, the usual emotional states are fear and anger; fear of a loss of status, anger at being questioned or not heard or valued. Thus a Conversation for Conflict Resolution tasks its participants to protect themselves emotionally, but also to protect the other individual. The two parties do not sacrifice their own well being or that of one another. Only then can a conflict truly be resolved to full and mutual satisfaction.

Conversations for Breakdown

If the Conversation for Conflict Resolution produces no results, then a breakdown occurs. A breakdown is an oscillating pattern – a repetitive pattern with no forward momentum.

A common breakdown is a case in which an individual has some negative behavior and persists in that behavior despite all warnings. In one case, an individual left a miserable emotional wake with customers, managers, and team mates who disliked his abruptness and ill temper. From his point of view, it was not his fault, rather, his manager, and those customers and coworkers, were simply too touchy. Rather than move forward to a higher emotional intelligence, this individual stayed stuck in an oscillating pattern.

One of the parties (but preferably all) must acknowledge the breakdown before it can be resolved. This may begin with some phrase like, “How do you think someone outside of this situation would perceive it? “or, “We have held this discussion before; why do you think we keep coming back to it?”

This may call for an executive decision. Hayashi coached a manager in just such a case, in which a technical support professional refused to share his knowledge with team mates. This type of knowledge-hoarding ensured that he remained invaluable – in theory. In reality, he created resentment among coworkers, and unnecessary expense for the company which had to compensate him for long hours. The individual defied his manager’s numerous requests to cross train co-workers. Only the threat of termination in 30 days convinced him that he was accountable for moving beyond the breakdown. Interestingly, that employee became an enthused team member after the experience; and the manager let go of her anger toward the employee. Both grew from the experience of a Conversation for Breakdown.

Conversation for Withdrawal and Disengagement

Not all relationships need to go forward. A relationship with an employer, colleague, or even a friend, may simply feel toxic and enervating. The emotional wake from an individual is always negative, or, people find themselves stuck in a pattern of anger or fear, with no promise of resolution.

Disengagement need not be drastic, complete, or permanent. For example, refusing to take part in office gossip is a Conversation for Withdrawal and Disengagement – simply stating, “I would rather not talk about someone who is not here.” Declining to serve as a reference for people one barely knows is another such conversation.

A client of Hayashi, one of 10 partners in a services firm, came to the realization that his own values and that of the other nine partners were simply a mismatch. He was able to articulate his points in a non-confrontational Conversation for Withdrawal and Disengagement, which left both sides feeling respected. There were no “hard feelings,” and all were able to maintain amicable relationships with one another.

Such a conversation may be held to disengage with a vendor, or to choose one service provider over another. These conversations need not include lengthy justifications, nor must they give the “dumped” party a plan for maintaining a fruitless relationship. Ideally, that party accepts the conversation with grace and grows from the experience. Hayashi herself was the object of such a conversation, and came to realize that she had placed undue demands on a professional associate; she took far more than she gave. Rather than attempt to repair the relationship, she treated the experience as an opportunity for growth. “Now I heed the lesson I learned from this person, and I ask my clients more questions rather than assuming…they still want to continue working together.”

Some useful phrases in these conversations are, “Thank you for the opportunity to work with you. It is time for me to move on and continue learning elsewhere,” or, “I am narrowing my client list to the top three,” or, “This role no longer fits my vision, and I feel the need to move on.” None of those phrases is accusatory; in fact, the speaker takes on the responsibility (if not the fault) for the disengagement.

Conversation for Change

The possible changes in an organization, or among individuals, are limitless. A merger and acquisition is a significant change. So is hiring a new employee, or working for a new manager. A department may find itself facing added responsibilities, or someone’s performance may have changed for the worse over time.

Change may be positive, negative, uplifting or enervating, but must be acknowledged in a Conversation for Change. “We have to bring others along to understand how we went from one way of thinking…to another way,” explains Hayashi.

In a case study from Hayashi’s client base, a project manager had operated successfully for a decade under a given job description. A new manager required her to be more proactive in creating an “internal customer” focus. Suddenly, the position was more customer-oriented than task oriented, and the project manager felt as if she was simply wasting her time with tasks that were not germane to her work.

What the manager had not done is hold a Conversation for Change, in which she acknowledged that the nature of the job would change; nor did she articulate what the new accountabilities would be. “The new job is not one I would want,” said the project manager in a Conversation for Change (which came one year after the change), and asked to be moved into a more suitable role.

Conversations for Change call for high emotional intelligence on both sides; what appears to be an opportunity to one party may appear to be a threat or an imposition to the other. That party may not be opposed to change, but must understand the change in order to accept it.

“Business conversation is the source of new ideas, new energy, and new directions,” wrote the editors of Fast Company, the magazine for entrepreneurs. An effective Conversation for Change begins with such phrases as these:

• “I have a dream that we could…”

• “A vision that inspires me is…”

• “How can we be proactive, instead of reactive?”

• “Here are some trends we need to be prepared for.”

• “Is anything happening within the company that we haven’t talked about?”

The risk of failing to hold a Conversation for Change is a reticence to change. People like the project manager described above attempt to continue working as they always have, but for a company or a department that has evolved. That project manager had not been given the time to process her emotions about the changes, and no one had spoken to her in her communication style.

Conversation for Appreciation

Conversations for Appreciation are “uplifting deposits into the emotional bank account between people,” writes Hayashi. They may begin with such phrases as these:

• “I want you to know I noticed how well you…”

• “Thank you for putting in so much time to see this work through.” and

• “Jodi told me that you really excel at…”

Such conversations do more than foster good will; they create momentum in a relationship, turning it into a relationship that can achieve greater commitment, overcome conflict, and create more positive change.

There are four ways of showing appreciation in business:

1. Affirmation is verbal or written and underscores the recipient’s strengths and worth;
2. Quality time is more of a conversation, which perhaps feels like coaching. The recipient benefits by the positive affirmation of value, but also leaves feeling optimistic about possibilities and opportunities.
3. Gifts, perhaps in the form of a pen or bonus, or concert tickets.
4. Acts of Service; something that helps the recipient, like budgeting to upgrade his computer equipment or finding office space for him.

Appreciation need not be elaborate, but management must consider the consequence of a lack of appreciation; an individual does not feel valued, or is unmotivated to work hard in the future. Why bother, if less effort offers the same reward (or lack of it)?

Conversation for Moving On

The Conversation for Moving On is the “punctuation” that emotionally closes a connection, much like the period at the end of a sentence.

Such a conversation may come at a retirement party, or when a project ends; when a team disbands, but wishes to leave on good terms; or when an employee leaves for another opportunity. The individuals may or may not maintain connection in the future, but usually allow for the possibility.

A termination is such a conversation. One young hire let his late-night party lifestyle get in the way of his studying for a training exam and was terminated. (This was a pattern of behavior about which he had been warned.) The manager ended the termination meeting by advising the young man that something about this one situation did not work for him at this time and suggested he should figure out why so that he could meet expectations in his next opportunity. She also invited the young man, sincerely, to keep in touch and let her know where he went with his career.

This conversation showed tremendous emotional intelligence on the part of the manager; she neither demeaned nor upbraided the young man, nor did she withdraw from him professionally – all of which would have been emotionally difficult for him. Rather, she created a conversation that moved them past an unworkable situation into a workable one. Left with his dignity, the young man learned from the experience and found a position better suited to him.

More remarkably, the two felt positively enough about the outcome that they did maintain professional contact, comfortably.

The Journey

Much of the success of a conversation comes down to communication styles; but also the emotional intelligence to adapt.

High Dominant communicators will jump eagerly into Conversations for Action – they enjoy action and momentum – but typically find a Conversation for Structure tedious.

High Influential types likely find a Conversation for Connection easy – they meet new people, exercise their knowledge and powers of persuasion – but they may find Conversations for Commitment difficult if the results are not of their choosing; their influence has failed.

The High Stability communicator will not leap into a Conversation for Commitment, because they do not make snap decisions.Once convinced, they will commit fully; yet will be daunted by Conversations for Creating New Possibilities, as possibilities are disruptive (in a positive way) rather than stable.

Finally, the High Compliant communicators willingly participate in Conversations for Accountability; accountability and compliance are close cousins. That same communicator will try to avoid a Conversation for Conflict Resolution, as conflict and defiance are also close cousins.

Each of the communication styles is purposeful and useful.

It appears to be hard work to master emotional intelligence, values, and communication styles; but skilled leaders take time to master those foundations through conscious practice and effort. Momentum and growth do not occur naturally; they are created and maintained by skilled communicators, and through meaningful conversation.

Features of the Book Reading Time: 4 Hours, 225 pages

“With these strategies, I have a tool to lead conversations in purposeful directions and not get flustered and frustrated,” said Oracle executive Rod Hanby in praise of Shawn Hayashi’s Conversations for Change.

This quick-reading book features dozens of case studies from Ms. Hayashi’s years of consulting at Fortune 500 companies, and also at smaller organizations.

The reader may simply absorb the book and its principles, or, use it as a tool for self assessment. The book includes a free online assessment through Hayashi’s company, The Professional Development Group. The 10 to 15-minute assessment asks the readers to rank themselves on personality traits – (“Bold and Talkative,” “Shy and Reserved,” etc.).

Hayashi walks the reader through each of the conversation styles, with both anecdotal and practical information. Each chapter includes a list of situations that call for a particular conversation; for example, holding a Conversation for Breakdown, aimed at motivating a person or team that is not meeting objectives. Each chapter as well features “Phrases and Questions to Start a Conversation” – in the case of a breakdown, phrases like “It seems to me we are stuck. Do you see it that way too?”

As the book comes to its close, it features a “When the Conversation Changes Journey Map,” a handy job-aid that summarizes the foundations for every conversation, and the continuum of the 12 conversations.

The book is best read start to finish; the conversations are meant to proceed linearly. Two people must achieve connection before creating new possibilities; a conversation for action before a conversation for accountability.

The book is aimed at business readers, but is useful to readers at all levels, from rank-and-file employees to top management. The case studies involve employees at all levels, like young employees who must seek organizations that match their values; and top managers who must hold a Conversation for Change with an entire organization in a company meeting.

Key Concepts

In Conversations for Change, author Shawn Kent Hayashi discusses how conversations are an opportunity to build momentum and meaningful growth in relationships and business. Every conversation is built upon three foundations:

1. Emotional intelligence: a kind of literacy about one’s own emotions and those of others, and recognizing when they are constructive or obstructive.
2. Values: otherwise known as workplace motivators, which determine what drives a person, and what that person wants to talk about. Values run the gamut from utilitarian (productive and useful) to aesthetic (being artistic and sensual). Individuals have values, as do organizations.
3. Communication styles: being how people like to talk. The styles are High Dominant; High Influence; High Steady; and High Compliance. People with similar styles tend to converse well.

Information about the author and subject: www.theprofessionaldevelopmentgroup.com/conversation

Information about this book and other business titles: www.mhprofessional.com

To Purchase This Book: www.amazon.com

Related summaries in the BBS Library:

Everyone Communicates, Few Connect
What the Most Effective People Do Differently
John C. Maxwell

The Communication Problem Solver
Simple Tools and Techniques for Busy Managers
Nannette Rundle Carroll

About the Author

Shawn Kent Hayashi is the founder and CEO of The Professional Development Group, and is the author of five business communication books. Hayashi also coaches organizations on how to apply the assessment methodology to their talent management efforts. Clients include Fortune 500 and mid-sized companies, universities, and entrepreneurial organizations. A certified Emotional Intelligence Coach, Shawn earned her M.S. in Organization Dynamics from The University of Pennsylvania. In addition, she holds a number of certifications in assessment analysis and serves on the boards of several professional organizations, and is active in the Forum of Executive Women.

Book Table of Contents

Part I: Foundations For Every Conversation

Chapter 1: Emotional Intelligence

Chapter 2: Values: Workplace Motivators

Chapter 3: Communication Styles

Part II: The 12 Conversations

Chapter 4: Overview of the 12 Conversations

Chapter 5: Conversation for Connection

Chapter 6: Conversation for Creating New Possibilities

Chapter 7: Conversation for Structure

Chapter 8: Conversation for Commitment

Chapter 9: Conversation for Action

Chapter 10: Conversation for Accountability

Chapter 11: Conversation for Conflict Resolution

Chapter 12: Conversation for Breakdown

Chapter 13: Conversation for Withdrawal and Disengagement

Chapter 14: Conversation for Change

Chapter 15: Conversation for Appreciation

Chapter 16: Conversation for Moving On

Chapter 17: Putting It All Together: The Conversation Map

The post Conversations for Change appeared first on Blog of Jason Shin.

The Remedy
Bringing Lean Thinking Out of the Factory to Transform the Entire Organization
Pascal Dennis
©2010 by Lean Productivity Network
Adapted by permission of John Wiley & Sons, Inc.
ISBN: 978-0-470-55685-6

INTRODUCTION

Although Lean thinking has traditionally been applied to manufacturing, it has great potential to improve other areas of operation as well. It can even benefit organizations that are not involved in manufacturing. The difficulty lies in the fact that, unlike production, business processes are not visible. In The Remedy, Pascal Dennis illustrates how Lean thinking can be utilized to improve organizations in areas other than manufacturing. Individuals who gain a solid understanding of Lean principles will learn how to apply them to any area in need of improvement. The book follows the rejuvenation of the fictional automotive company, Taylor Motors, as plant manager Tom Papas and other high ranking officials apply lean practices throughout the organization.

LEAN FUNDAMENTALS

New Jersey Motors Manufacturing (NJMM) is a successful division of the automaker Taylor Motors. It struggled like the rest of the organization until Tom Papas, plant manager, utilized Lean methods to revitalize it. Lean is not merely a system but a way of thinking and existing; Papas studied Lean principles under sensei Andy Saito. Visual tools are employed to connect processes and to improve flow. They also help to show problems, which are simply a deviation from what is normal. Lean thinking encourages people to appreciate problems because they show how operations can improve. After improving the manufacturing operations at NJMM, Papas began trying to apply the same concepts to improve productivity in other departments at the plant.

Taylor Motors’ difficulties were mainly due to the collapse of the economy and the organization’s internal culture. Rachel Armstrong, the Executive Vice President of Operations, approached Papas to help the organization win back the trust of the public. His track record at NJMM made him a clear choice for the job; he had been able to resurrect the plant because he possessed strong leadership skills and an aptitude for thinking creatively. The organization was planning to initiate a reintegration project, which calls for focusing innovation efforts on a preexisting platform. Taylor Motors was going to concentrate on the Defiant, a hybrid-electrical vehicle (HEV). Papas was to assume the role of Shusa, or chief engineer. He would be accountable for the Defiant project’s development and success, implementing Lean methods in every area within his responsibility.

In companies that utilize Lean practices, the Shusa holds a position of great power and respect. Lean organizations also include a functional general manager. This individual is responsible for the more traditional tasks, such as leadership development and the relevant administrative work. Value stream thinking is important in Lean organizations. A value stream encompasses every activity that is necessary to deliver a product or service to the consumer, from the time of order. Value streams also apply to designs, from conception to delivery. Lean organizations utilize a concept called value stream mapping, which analyzes the flow of material and information. The goal is to be able to improve the various elements of customer satisfaction by identifying which steps are value added and which are not. It is essential to understand the proper level at which to examine a value stream. Analyzing too closely will cause people to miss important details that will help in making significant improvements.

Discovering a problem reveals where there are weaknesses within a system. Lean organizations approach these issues utilizing a four step problem solving process. The first step is to determine if there is in fact a problem. To do this, a person looks at what is happening and compares it to what should be happening. Step two looks for the problem’s cause, utilizing Five Why Analysis. The Five Why method involves asking why repeatedly until one is able to find the problem’s origin. Understanding the cause entails determining the following:

* Point of Cause–when and where the problem was noticed.

* Direct Cause–generally one why away from the point of cause.

* Root Cause–typically poor standards, poor adherence to standards, or insufficient system.

The third step seeks confirmation of cause and effect; executing quick experiments will determine the root cause. The final step is to confirm the countermeasure, by implementing Lean tools that will prevent the problem’s recurrence.

Lean organizations seek continuous improvement by monitoring processes and dealing with problems. A key method is to utilize a four step cycle called Plan-Do-Check-Adjust (PDCA). In the planning phase, leaders must define the current problem and create a possible solution. The next phase is to implement this plan. Next, individuals must monitor progress, carefully studying the available metrics. This will show them the aspects of the plan that do and do not work, and then to standardize the aspects that work.

Visuals are an important aspect of Lean. NJMM applies simple visual standards to content, sequence, timing, and expected outcome. These standards include basic tests, such as torque checks, to ensure the plant does not ship bad products. Standards allow for comparison and stability; as processes improve standards get better. Visual management utilizes visual aids, such as charts and traffic lights, to allow people to quickly note the status of anything that is significant.

Flow and pull are also important concepts of Lean. Producing single units is more economical than creating mass quantities. Also, when production is limited it is easier to spot quality issues and consumers are able to receive products sooner. Achieving flow requires the simple act of placing the value added steps on either side of a unit. Maintaining flow requires continuous improvement. Pull is a response to customer demand, producing an item only when a customer requests it. Pull utilizes the kanban, a small visual sign that provides instructions to produce or supply a specific item or service. Kanbans connect customers and suppliers who are separated.

The initial innovation in the Defiant project was the creation of the obeya, or big room. The purpose of an obeya is to create an environment where pertinent information can be shared quickly and easily. Critical, current information is displayed on charts and graphs on the walls. The room is also used for short, stand up meetings on pressing issues. Taylor Motors also set up desks for project leaders in the obeya and uses the room to manage schedules and to identify issues that need attention. The organization had to focus on kaizen, or gradual improvement.

Leaders on the Defiant project realized that everyone had to change their thinking and adopted the theme “neither too rigid, nor too loose.” If leaders are too controlling it limits creativity; however, people tend to lack creativity when there is too little structure. An important aspect to the organization’s plan to change thinking was to establish development programs. These consisted of learning sessions where attendees learned about Lean, beginning with the basics. The ultimate goal was to create a network of Lean thinking individuals across the organization. They also recognized the need to establish a similar program geared directly to executives, to help them tackle issues specific to their level.

STRATEGY DEPLOYMENT

Developing a strategy requires individuals to understand where they are going and how they will get there. Papas planned to teach strategy deployment, a method he learned from Saito during the NJMM revitalization. Strategy deployment consists of four basic steps: develop the plan, deploy the plan, monitor the plan, and improve the system. Before starting the process the organization must define True North, its strategic and philosophical goal. True North includes goals the company must achieve, as well as its hoshin, a brief statement describing purpose, direction, commitment, or values. The NJMM hoshin is “Take Action to Build Our Future.”

To begin step one it is necessary to understand the organization’s current condition. Visual aids, such as dashboards, are very useful. Then individuals must reflect on the issues that are preventing the group from achieving True North. NJMM’s strategy focuses on four key areas: people, quality, delivery, and cost. Each area has an A3 mother strategy, which is a one page storyboard on a sheet of 11″x17″ paper. Each area also has a key thinker, an individual who is responsible for understanding situations, coming up with solutions, and then creating buy-in for these ideas. As key thinkers gain experience, they create stronger solutions.

To execute step two, people must use the A3 strategies to choose specific tactics for each business zone. Each team should have a small, specific number of items to work on. A process called Catchball is effective in determining tactics that will support the leader’s key objectives. The leader and team engage in a frank discussion, which produces an activity tree connecting possible actions to True North. Leaders use two types of metrics to determine the effectiveness of the activities: process and end-of-pipe. End-of-pipe metrics denote ultimate goals. Process signifies the activities that can be employed to reach the goals.

Monitoring the system, step three, involves check meetings, as well as the leader’s standardized activities. These are his regular actions that keep the teams running smoothly. He must remember that spotting problems is a good thing, so this must be his focus of monitoring. He must also be mindful of the fact that, in North America, checking up on people is viewed as negative. Therefore, all efforts to monitor must be conducted in a manner that is respectful to the teams.

The final step, improving the system, requires everyone involved to reflect honestly about existing weaknesses. This enables them to make improvements. NJMM had difficulty with this step during their revitalization because they only wanted to acknowledge the good things they had accomplished. They were able to overcome this tendency once they understood that recognizing and fixing problems changed the organization for the better.

Senior leaders involved with the Defiant project were invited to attend a two-day Spew Out session at the company’s Design Center. The session’s purpose was to determine where the organization was going on the project. The issues up for debate were modifying the car and gaining a better understanding of the customers and market. Also, leaders needed to understand and address the issue of Big Company Disease. Organizations often suffer from Big Company Disease after they grow so large they can no longer see their customers and suppliers, causing individuals to focus on enhancing only what they can see. A serious problem was the faulty development process. The organization needed a new process that was less bureaucratic and more collaborative.

The session was designed to be a deep learning experience requiring participation, because people learn by doing. Participants experienced practices such as Waste Walks, by walking through and recording observations in areas such as shop prototypes. They also participated in an activity called a teach back. Individuals were charged with preparing short, timed lessons on specific issues; they were only allowed to use images. Participants were learning to respect time. A yellow card indicated when there was one minute left and a red card indicated it was time to stop. Attendees also participated in feedback sessions at the end of each day. They were asked to examine what they had and had not learned, and to determine where there was room for improvement. The Spew Out resulted in a vehicle name change. The Defiant, which was chosen by the Finance department, was overturned in favor of Chloe. The new name better captured the essence of this HEV, because it was another name for Demeter, the Greek goddess of the earth. In addition to the name change the group also analyzed needed innovations, based on customers’ dislikes of the vehicle.

The role of the leader is to build capability and reinforce values in order to achieve business results. Effective leaders model the actions and ideals necessary for success within the organization; other members will take note of this behavior and mirror it. They create an open and inquisitive environment, because strong leadership is a process of discovery. This atmosphere encourages people to examine problems they have discovered and to seek solutions, and then to share this learning with other areas of the organization. This spreading of knowledge throughout the company is the solution to Big Company Disease.

To see problems and discover solutions requires that people understand how to discover the problems. There are four rules that enable organizations to achieve order and stability: standards, connections, pathways, and problem solving. Standards deals with standardized work and clearly specifies all activity, such as how long something should take. Connections must be clearly defined between customers and suppliers. Pathways must also be clearly defined, being simple and direct. Understanding the first three rules will help one to identify where a problem exists. The fourth rule, problem solving, indicates how to fix the problem.

MANAGEMENT SYSTEM KAIZEN

Taylor Motors was ready to begin kaizen activity across the platform, beginning in marketing. A kaizen team has two leaders, a sensei and an internal facilitator who learns the process. Teams consist of six to eight members. A Kaizen Workshop Profile Sheet and a Target Sheet can be utilized to help determine objectives. Kaizen workshops were created around Four-Step-Problem Solving. Step one, deciding if there is a problem, required the team to consider two issues: what should be happening (WSBH) and what is actually happening (WAH). The team determined the problem was a delay in promotion research, which stalled decision making. The sensei explained Takt time to help the team define WSBH. Takt time is the operating time divided by demand. Takt is controllable and represents the regularity with which something leaves the end of the line. It helps to understand customer demand and to see bottlenecks.

In step two, finding the cause, they determined the point of cause was when the decision maker realized she did not have the proper information. The direct cause and root causes were difficult to determine because the promotion research process was overly complex. They used a Yamasume chart and a Supplier-Inputs-Process-Outputs-Customer (SIPOC) to display the information necessary to think around the problems. The team was not immediately able to tackle step three, but in subsequent sessions they progressed further as they learned the process.

Saito asked leaders to consider the state of Design and Engineering utilizing the Four Rules. On examination, implementation of the first three rules was weak. Looking at rule one–standards–showed that content, sequence, and expected outcome were unclear. Also, people frequently ignored embedded tests. Examining rule two revealed weak customer connections. Customer priorities and requirements were unclear; projects were treated equally. And there was no process in place to predict what was coming. Considering rule three–pathways–revealed an overly complex process that resulted in poor flow. If they gained better understanding of customer demand they could establish minimum and maximum inventory levels and cut test lead times in half. Examining rule four, improvement, exemplified the importance of the first three rules. When the first three are weak, problems are not visible, making improvement difficult. There was little sign of root cause problem solving because no one was sure where the problems were.

The purpose of Design and Engineering is to create useful knowledge and profitable value streams. Knowledge waste is a critical issue. There are two main causes of this type of waste: disrupting flow and absorption. Considering this in context of Taylor Motors, leaders pointed to physical barriers as an obvious disruption to knowledge flow, which is why they created their obeya to be barrier free. They also singled out the lack of personal relationships and trust as a result of frequent reorganization. Examining disruptions to knowledge absorption, leaders agreed PowerPoint was the most obvious culprit. They also singled out issues such as never-ending review meetings and inadequate lab test reports. Leaders concluded their design process was forcing decisions on basic design concept too early, in an attempt to reduce uncertainty. According to Saito, the Design leader’s job is to prevent this error. It is cheaper and more effective to experiment with multiple solutions to determine the best option.

Papas was forced to tend to a family emergency at the hospital. His father, a heart patient, was being kept overnight for observations when a nurse accidently gave him an injection of the wrong drug. While at the hospital, Papas observed how Lean practices could prevent similar errors and save lives. He conceded the error was the result of a poor system, not the people working in the system; the lack of standardized work made it easy for people to make mistakes. A serious issue in most hospitals is they are not operating in a system that enables people to learn and then to share that knowledge. Four capabilities, related to the four rules, are fundamental to learning:

* C1: Design standards such that they make problems visible.

* C2: Stop and fix problems made visible.

* C3: Share the learning laterally (yokoten).

* C4: Leaders develop people, and, in particular, their ability to solve problems.

C1 relates to rules one through three: standards, connections, and pathways. C2 establishes a help chain, connecting management levels so problems can be fixed quickly. C3 shares learning across the organization so a single problem does not have to be solved repeatedly; it is particularly useful in large organizations because the sharing can bridge great distances. C4 establishes that, when the other capabilities are utilized, the leader’s main responsibility is to develop people.

Supply chain was going to be a difficult issue for Taylor Motors, because Purchasing had a long history of treating the company’s suppliers poorly. Creating a true partnership was essential because suppliers represented a significant portion of the supply chain’s cost. Partners take care of each other and share the same goals; each party depends on the other and they either succeed together or fail together. The company and suppliers needed to work jointly to share ideas on improving safety, quality, and cost.

Saito was teaching this area of the company heijunka, also known as production leveling. It is an aspect of just-in-time production. This does not mean producing what the customer consumes; that would introduce waste into the value stream. Rather, heijunka mimics demand from the customer and upstream. Under traditional scheduling logic, companies produce to fixed inventory. Using heijunka, inventory fluctuates between predetermined minimum and maximum levels, creating a steady production schedule. It is vital to trust the system and not panic when production is near the minimum level. It is also necessary for the suppliers to understand if they are ahead or behind and to see what the customers consume. The bullwhip effect exemplifies the importance of a strong connection between customer and supplier. When the connection is weak and coupled with long lead times, a small variation in demand from the customer will cause a tidal wave upstream. Reducing the bullwhip effect requires sharing information along the supply chain, cooperating with partners on issues regarding demand and capacity, and reducing lead times for material and information.

Supply chain had a three phase plan for the Chloe project: stabilize, flow, and pull. They began this plan working with their top 10 suppliers and utilizing the learn-by-do principle. Phase one, stabilize, required implementing basics of Lean, particularly focusing on standards and problem solving. Creating stability was essential to implementing the other phases. Flow, phase two, dealt with reducing batch sizes and making connections stronger. They introduced pattern production so suppliers would learn through repetition and be able to solve problems. The final phase, pull, was heijunka and connecting to the customers. They leveled production and control points. The plan was expected to bring several benefits: reduction of inventory and scrap, improved lead time and customer service benefits, and a better cost structure.

Taylor Motors had issues with its dealerships. There was a general sense of disconnect between the dealers and Taylor Motors. Also, customers preferred to avoid dealers because they were turned off by the salesmen and poor service. Sales is the most important part of a Lean environment because it is closest to the customers. The leaders of dealer-related activities shared their learning on the concept of Lean provision and how it could help the organization deal with its sales issues. The essence of Lean provision is that all goods and services work together, enabling them to provide exactly what the customer wants, when and where they want it with minimum hassle. Lean provision maps are a simple tool that can be used to show problems. They are like a value stream map that outlines a process, from the viewpoint of both the customer and the provider.

The company planned to approach its sales issues by working with the Quigley Family of Dealerships, who had a long history with Taylor Motors. They determined that dealerships had to get better at solving mobility problems for customers. They had to reduce customer hassles. Quigley adopted a hoshin that coincided with Lean provision, “Solve My Problem Completely.” They developed mother A3 strategies to focus on people, customer service, delivery, and cost. Leaders developed and implemented a pilot that allowed for advanced scheduling for repair and maintenance services, modeled after the airline industry’s practice of selling spaces on an airplane. Quigley would sell slots in the repair schedule and customers would receive better prices for booking early. This tactic was also extended into production, allowing customers to order cars earlier for better prices.

Taylor Motors leaders were also interested in moving to adopt Lean accounting methods and plain language financial statements. The organization was using standard costing, which was created for the world of mass production. It allows organizations to classify inventory, or overproduction, as an asset and to put off recognizing the cost until it is sold. In a Lean environment, this method can be misleading. And because Taylor Motors had a great deal of unsold Defiant inventory, standard costing would make it appear as though the Chloe was losing money.

POLITICS AND ETHICS

While implementing Lean practices has strong potential to turn an organization around, it is important to understand that politics within the organization may interfere. Attempting to undergo a radical change will inevitably meet resistance; this is particularly true when dealing with issues so fundamental to an organization as its culture and process. The situation can be further complicated when individuals in positions of leadership are not on board. The Chloe project had leaders who consistently opposed the changes. The CFO, J. Ed Morgan, held the firm position that Taylor Motors had its own history of culture and tradition and did not need to copy Lean. He refused to consider evidence in support of adopting the system. Fred May, SVP of Finance, also did not support Lean implementation. He was in charge of production scheduling and would not attend Lean training sessions. This was problematic because production scheduling was in dire need of improvement. Production was turning out too much of the wrong things.

Clearly, Lean practices need the full cooperation of leadership to create effective change. Good leaders are motivated by a strong sense of ethics. Papas made the observation that PDCA is supported by the cardinal virtues: temperance, prudence, courage, and justice. In other words leaders must be able to exercise restraint, they must be able to grasp situations and the appropriate actions, they cannot be easily intimidated, and they must not put their self-interest ahead of what is best for the organization. The virtues also guide a leader in maintaining purpose. A strong leader understands that power is not obtained through fear but rather through the creation of an environment that encourages openness and consideration.

FEATURES OF THE BOOK  

Reading Time: 6-8 hours, 252 pages  

Lean principles are not exclusive to manufacturing. The methods and ideas can be applied to any area of any organization, whether or not the business is involved in production. Applying Lean to an office environment is particularly difficult because the processes are sometimes invisible. The key is that leaders must extensively study Lean under a capable teacher to understand its intricacies. This is a process that can take years.

Dennis acquired his extensive knowledge of Lean through his many years working with Toyota and its senseis. Business leaders will appreciate the novel format of The Remedy, which helps illustrate Lean concepts in action. Each chapter contains an implementation checklist to assist the reader in executing its ideas. Dennis also includes end of chapter summaries, intended to help readers test their understanding of the concepts as applied to their organizations. Numerous sketches aid the reader in comprehending the various concepts. Finally, Dennis directs readers to downloads for numerous templates that will aid them in acting on specific ideas and methods.

KEY CONCEPTS

Applying Lean concepts in areas other than manufacturing is difficult because business processes are not visible; however, learning how to do this can be greatly beneficial to an organization that needs dramatic change to survive. Gaining a solid understanding of the following will empower leadership to begin the process of implementing Lean thinking across the organization:

1. Lean Fundamentals–Seek continuous improvement while increasing value and minimizing waste.

2. Strategy Deployment–Creating, deploying, and monitoring a plan, leading to system improvement.

3. Management System Kaizen–Gradual improvement throughout the various areas of the organization.

4. Politics and Ethics–Leadership attitude can help or hinder the implementation of new systems.

Information about the author and subject: www.lean.org

Information about this book and other business titles: www.wiley.com

To Purchase This Book: www.amazon.com

Related summaries in the BBS Library:

Going Lean
Busting Barriers to Patient Flow
By Amy C. Smith, Robert Barry, and Clifford E. Brubaker

The Lean Machine
How Harley-Davidson Drove Top-Line Growth and Profitability with Revolutionary Lean Product Development
By Dantar P. Oosterwal

ABOUT THE AUTHOR

Pascal Dennis is a professional engineer and President of the international consultancy Lean Pathways, Inc. Clients include Fortune 500 companies, health care, construction, and financial services firms. Dennis has also written three books about Lean management, each of which has won the Shingo Prize for outstanding research in the field of operational excellence.

BOOK TABLE OF CONTENTS

Acknowledgments

About the Author

Preface

Chapter 1: Motor City Sadness

Overview of Lean fundamentals

How Lean looks different in white-collar environments vs. the factory

Waste in health care and the restaurant business

Chapter 2: Lotus Land

The nature of big companies

Big Company Disease

Obstacles to transforming big companies

Role of the Shusa

Chapter 3: What Have I Learned?

Lean fundamentals

Lean thinking–core mental models

Waste in business processes

Introduction to problem solving

Nature of transformation

Chapter 4: How Will We Change Their Thinking?

Reflections on how to deepen and extend mental models

The nature of value and waste in knowledge work

Grasping the situation by going to see for yourself

Basics of system thinking

Chapter 5: Focus and Alignment–When You’re a Jet, You’re a Jet

Fundamentals of strategy development

Defining True North, our strategic and philosophical objective

How strategy making actually works in organizations

How the New York Jets might apply strategy development

Chapter 6: Cluing into Chloe

Politics in large organizations

Creating a shared vision

Strategy deployment in action

Deploying targets and tactics through Catchball

Chapter 7: A Trip to Boston to Dispel the Fog

Role of the leader

The Water Ring model

How complex systems fail–and succeed

The Four Rules–Standards, Connections, Pathways, Improvement

The Remedy to Big Company Disease

Chapter 8: Marketing–Leaning Out the Mad Men

Marketing basics

Mental models in marketing

Waste and value in marketing

Yamazume

Takt, flow, and pull in Marketing

Expected, Specified, and Delightful Value

Chapter 9: Design and Engineering–Making Knowledge Flow

Mental models in Design

Value and waste in Design and Engineering

Production physics–implications for Design

Small batch learning

Takt, flow, and pull in Design

Set-based concurrent engineering

Chapter 10: Nick Papas Falls into the Abyss

Mental models in health care

Value and waste in health care

Lean fundamentals in health care

Our health-care mess–root causes and countermeasures

The Four Capabilities

The remedy to Big Company Disease–reprise

Chapter 11: My Beautiful Mind–Leaning Out Our Supply Chain

Mental models in supply chain

The Nash equilibrium

The importance of information flow

The Groundhog Day effect

The bullwhip effect–causes and countermeasures

What is heijunka?

Process and system kaizen

Chapter 12: Dealers, Spielers, and Concealers

Mental models in retail

Principles of Lean provision

Provision/consumption maps

Politics in large organizations

Financial aspects of Lean

Possible effects of standard cost accounting

Lean in Human Resources

Chapter 13: Scylla and Charybdis

Politics in large organizations

Chapter 14: Be My Phenomena

Nature of transformation

Ethics

The cardinal virtues

Lean leadership

Glossary

References

Copyright of Remedy – Business Book Summaries is the property of Great Neck Publishing and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder’s express written permission. However, users may print, download, or email articles for individual use.

The post The Remedy appeared first on Blog of Jason Shin.

Title:

The Dragonfly Effect. By: Aaker, Jennifer, Smith, Andy, Adler, Carlye, Dragonfly Effect – Business Book Summaries, 12/6/2011

 

잠자리 효과는
빠르고 효과적이며 강력한 방식의 사회적 미디어를 사용하려면 사회적 변화를 몰
고 aaker 제니퍼
와 앤디 스미스( carlye 애들러
©2006 2010 aaker 제니퍼와 앤디 스미스
의 권한에 적응 jossey- 베이스
ISBN: 978-0- 470- 61415-0

The Dragonfly Effect
Quick, Effective, and Powerful Ways to Use Social Media to Drive Social Change
Jennifer Aaker and Andy Smith
with Carlye Adler
©2010 Jennifer Aaker and Andy Smith
Adapted by permission of Jossey-Bass
ISBN: 978-0-470-61415-0

The New Social Learning
A Guide to Transforming Organizations Through Social Media
By Tony Bingham and Marcia Conner

Socialnomics
How Social Media Transforms the Way We Live and Do Business
By Erik Qualman

The post 잠자리 효과는 The Dragonfly Effect appeared first on Blog of Jason Shin.