Once a system is kicked in a right direction and with a sufficient push, the deviation-amplifying mutual positive feedbacks take over the process, and the resulting development will be disproportionally large compared with the initial kick.
Slides from a workshop and consultation program on creating an organizational culture that focuses on quality improvement and quality teams.
Whether you use Lean Six Sigma within your organization or not, this content will prove valuable to you
Had the honor of working with Pictometry from Rochester NY. The images and comments are from a full day Team Building & Employee Engagement Kick-Off program held at the Rochester Institute of Technology RIT .
Originally this was written for a workshop called ‘Long Term Implementation of Lean Six Sigma within Organizations’ … and with some changes the content is applicable and valuable to anyone who manages, works on, and puts work teams together.
Team Building has to be connected to the team and how it accomplishes its work. Below is an example of a team building program design / agenda and outcomes. This was prepared for a full day of Team Building with follow-up coaching and consulting with management and some team members.
I will be presenting 2 workshops at the ASQ Buffalo 2013 Quality Conference – October 15 & 16.
At the end of day 3 we were all losing patience and we felt it was hopeless…so I tried the following version of the Miracle Question.
If we are to hold a manager accountable for managing staff, they must have accountability and the necessary authority to exercise their judgment over their team. Otherwise you are handicapping their work and forcing them to feel unaccountable because they have no authority to do their work.
Systems-Drive-Behaviors putting a manager into a system that forces them to be accountable, when you do not give them any authority over their work only leads to frustration, burnout, negative behaviors and poor quality work.
To complete work the employee must have the appropriate resources. This does not mean that a manager needs to supply all the resources that employees desire, but it does mean that the manager should supply employees with sufficient resources. Resources can include materials, consultants, training, staff, etc.; without the proper resources frustration will occur and this frustration leads to disengaged employees.
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