Organizational Development: Finding Focus

ORGANIZATIONAL
DEVELOPMENT Finding
International University
Focus:
for Graduate Studies
Health
July 2012 Care
Case
Study
Daniel
www.iugrad.edu.kn Jordan,
PhD, ABPP
© Daniel Jordan, PhD, ABPP, drdanj@roadrunner.com 改善
© Daniel Jordan, PhD, ABPP, drdanj@roadrunner.com

QUESTIONS: TAKE 5 MINUTES

 What’s your job? (or if you’re a student, what are you studying
for. If you’re unemployed, what would you like your job to be?
These questions apply to self -employed too. If you’re retired,
forget about it and go to the beach.)
 What does your role add to the mission?
 What percentage of your time would you estimate is spent
actually working toward your mission, what percentage is
spent doing “bureaucratic” work, filling out forms, meetings,
writing documentation, pushing paper, and other stuf f that
really does not add direct value to the mission?
 Do you see things that could be improved, wasted time and
energy, that could be made more ef ficient and ef fective?
 Shout out some answers.


,,


DEVELOPING A
PERFORMANCE MANAGEMENT SYSTEM
 What is it?
 Innovation
 Improve existing processes, eliminate wasted effort,
improve quality
 Develop new products, services or procedures that really
work
 Operations
 Assumes innovation is more than inspiration, it has basic
operating principles too
 Tools
 A set of methods to improve focus, processes and
outcomes

WE NEED THE RIGHT TOOLS . . .


. . . AND LEARN HOW TO USE THEM


. . . OR WE WIND UP LIKE THIS. . .


. . .OR WORSE, LIKE THIS . . .

Our
Project


EVEN THEN, WHEN WE START LEARNING

We wind up like this . . .


. . . INSTEAD OF THIS


TO GET THERE, WE NEED
A PLAN


COMMITMENT
It’s good to believe in
ourselves, but One man
bands don’t get very far
We have to learn team skills
We have to think and work as
teams
We have to trust and rely on
each other


TEAMWORK
And . . .


FACILITATORS


PRACTICE
And practice and
experience

And more
practice and
experience


POP QUIZ

Question: What’s the major waste in
this image?
Answer:
Transportation
Solution: Rethink
the technology


LEAN PROCESS IMPROVEMENT:
ELIMINATE WASTE &
IMPROVE EFFICIENCY
Lean Focus
Review/Approve Reduce Non-Value
Re-work
Transport
Transport
Wait
Transport Wait
Work Check
Added Time Work
Work
Begin Process Result:
LARGE time savings
Start Improved outcomes Finish
WORK TIME

= Value = Non-Value-Added
Added Time Time (WASTE)
Concept: Value-Added Time is only a small percentage of Total Work.
Focus on the large amounts of often unseen waste.

ORGANIZATIONAL MY THS & REALITIES

Myth: Management’s job to make sure
everyone is doing what they’re supposed to
do. If they are not, they need to be disciplined
and made to conform.
Myth: If someone is not working out,
something is wrong with them. They need
either to shape up or leave.


ORGANIZATIONAL MY THS & REALITIES

Reality: The best way to facilitate
development is to help staff members become
informed, educated and empowered to
improve their own work setting and their own
performance.
Reality: Most opportunities for improving
performance lie with
 The manager’s theories of change
 The system of work (procedures and processes)


THREE COMPONENTS OF
PERFORMANCE IMPROVEMENT

Focus: Theory of Constraints
Bottlenecks and roadblocks eliminated
Speed/Efficiency: Lean
No waste in processes or steps
Quality/Effectiveness: Six Sigma
No outputs/results errors or variation from
standards or requirements
Goal: Do more with less wasted time (Lean)
Do it better (Six Sigma)
Of what we’re here to do (Theory of Constraints)
Method: Empower people to make the change

WHAT IS LEAN SIX SIGMA ABOUT?

 Innovation
 Improve existing processes
 New products, services or procedures that really work
 Operations not People
 Innovation has basic operating principles
 Assumes that employee and program performance is
largely a function of the conditions in which work is
performed
 Empowerment: Change agents are the people
involved in the process itself.


SETTING PRIORITIES

 What problems does the agency face?
 Who has the problems?
 What do the problems seem to be? What are resources are
available to address the problems?
 When do the problems occur? All the time? Under certain
circumstances? At certain points in a flow?
 Where does the problem occur? Which locations, why some
more than others?
 Why does the problem occur? (The “5 Whys” was W. Edwards
Deming's advice to those seeking to understand the root cause
of a problem.)
 How does the problem occur? What actually happens? Map out
the events or processes .
Where is the leverage to solve these problems? Pick your
points of focus carefully.

RESULTS

Improved ROI
Greater public accountability
Reduced duplication and repetition of
efforts
Increased understanding of
accomplishments and priorities
Increased cooperation and teamwork
Increased quality, not just quantity
Improved problem-solving practices

WANTS, NEEDS, DESIRES =
VALUE STREAMS

Customer Value Stream
(“Voice of the Customer”)
Business Value Stream
(Voice of the Business”)
Stakeholder Value Stream (and others)
The Customer’s Value Comes First!


CUSTOMER – “BUSINESS” CONFLICTS

High proportion of mental health client charts
have as the closing note “client is resitant to
treatment.”
Mother brings child to clinic for childhood IZs.
Teen girl comes to clinic for birth control.

Discuss: Do you have some other examples of
systems gone awry?


WE MUST LEARN TO FOCUS TO SEE WHAT
IS GOING ON AROUND US


MORAL OF THE STORY

Help customer voice what they really want:
Refine and expand their vision.
Make sure you are really listening, match what
you hear to what they say.
Retool procedures, eliminate activities that
are not needed, and maybe move to new
technologies.
In short: The first step in a change effort is to
do a really great consult and assessment.


DEFINING
FOCUS


LEAN 6
Theory of SIGMA:
Constraints FOCUS,
Focus
SPEED,
Six Sigma QUALITY
Quality
Performance Focus
Improvement Comes
First
Lean
Speed

THEORY OF CONSTRAINTS
& LEAN 6 SIGMA

 Constraints:  Lean  Six Sigma
Macro, Meso, Micro  All effort is  No defects, variation, “do-
“Value-Added” overs”
 Focus the analysis
 “War on Waste”  Operational vision,
 Address factors that
limit moving forward or common focus
achieving goals  Methods and tools
 A Six Sigma process  Feedback driven
with its own subroutine  Optimize performance


THEORY OF
CONSTRAINTS: Micro
DEFINING Meso
VALUE
“Nearly 100% of innovation is
Macro
inspired not by “market analysis”
but by people who are supremely
[ticked] off at the way things are.”
Tom Peters 改善

CONSTRAINTS:
MICRO, MESO, MACRO
 Identify* Scope Match: Develop a charter (plan)
that matches the problem and its boundaries and
hits the leverage points.
 Exploit: Look for new opportunities, weaknesses
 Subordinate: transform weaknesses into strengths,
look for “Rule Creep” as well as “Practice Creep”
 Elevate: Focus on leverage and strengths
 Repeat (as needed, new
constraints may pop up)
 Constraints are not just
eliminated, but as often,
controlled and manipulated
*Eliyahu M. Goldratt drdanj@roadrunner.com
© Daniel Jordan, PhD, ABPP, 改善

ELEVATE OPPORTUNITIES AND
CONSTRAINTS TO DEFINE CUSTOMER VALUE
Get to the root: Who is the customer(s)? What
do they want? Getting this right may be the
biggest constraint. If you don’t get this right,
all the rest of what you do
transforms into waste.
Distinguish:
 C lient/Customers
 U sers
 B ystanders (might be impacted
and have concerns)
 S takeholders 改善

THE “YOU’LL SHOOT YOUR EYE OUT”
CONSTRAINT


VISION CONSTRAINT: FOXHOLE EFFECTS

 Customer Foxholes: What the customer didn’t
discuss or didn’t have the insight to see themselves.
 Our Foxholes (perception limits, biases, assumptions)
going in. Identify them, think about them, work on
them. We may also delimit ourselves in what we
think we can do or deliver.
 Negative Synergy: What the customer says, what we
hear, what we think we can do, can put the process
into a self-limiting trap.


OPPORTUNITIES
AND CONSTRAINTS: Four
BUILDING Factor
Model
YOUR CHANGE
TEAM

People:
Skills,
Perceptions,
Positions,
Desires,
Goals
Processes &
Practices
Four
Factor
Tools and
Model
Technologies
Policies,
Rules,
Regulations

TO CREATE CHANGE TEAMS
START WITH THE PEOPLE
 Do not choose team members because of their
positions, rank, seniority,
 Choose them for their:
 Desires, goals, skills, talent, stick-to-itivness, passion
for greatness, teaming, motivation, creativity, critical
thinking, experience, follow-through . . . .
 In fact, do not mention job titles, official
positions, they are irrelevant.
 Do the people individually and collectively have
the “wanna”to make change?


"If you want
to build a
ship, don't
drum up the
people to
gather wood,
divide the
work, and
give orders.

Instead,
teach them to
yearn for the
vast and
endless sea."
Antoine de
Saint-
Exupéry,
“The Little
Prince”
改善

INVISIBLE CULTURE TRUMPS TOOLS
Focus, Process, Goals, Results,
Needs, Wants, etc.
Improvement Tools
Operations Consultation
Must address Processes Treatment
Tools and Culture Products/Services Therapy
to avoid unintended
consequences & Invisible Culture:
less than desirable Hard to Measure & Change
long-term success with
Blind Spots
Process Management
History Resistance
Mindsets
Norms
Assumptions
Habits Perceptions

CULTURAL COMPETENCE:
PERSONAL AND ORGANIZATIONAL

Borrowing from human service delivery model
Understand the culture of the customer
 History of their development
 How they do things
 Who’s really in charge, degree of horizontal vs
vertical organization, etc.
 Outside mandates: Laws, rules, customs
 Current technology, flexibility in technology


MANAGING
PERSONAL,
ROLES,
POSITIONS

Micro
Micro Constraints:
Meso
Personal
Macro
Readiness

FIRST STEP: ASSESS
PERSONAL READINESS FOR CHANGE

Denial vs Minimization Justification Blame vs Stasis vs
Responsi- vs vs Affirmation, Ongoing &
bility and Recognition Acknowledge- Solidarity & Progressive
Reality •Contemplation: ment Critique* Action
•Precontem- “Problem exists, •Active Change •Maintenance:
•Move to
plation: “What I can’t do anything Agent: Recognizes Continues to
“Preparation”:
problem?” about it” “connection” with improve, begins to
Identify issues,
“What options, strategies others, engages the collaborate,
responsibility?” process, acts on expands s to
tactics from the broader areas
array of options

(Or not . . . )

MANAGING
AGREEMENT
AND
CONFLICT

Micro
Meso Constraints:
Meso
Group Readiness
Macro

ASSESSING MESO-CONSTRAINTS


GROUPTHINK
None of Us is as Dumb as all of Us Together

GROUPTHINK:
MANAGE AGREEMENT, NOT JUST CONFLICT
 May seem counter-intuitive.
 Agreement can be a bigger risk than conflict.
 Be careful to listen for what the customer is really
saying.
 Avoid “Trips to Abilene.”
 Always ask, “Have we just engaged in Groupthink?”
before settling on agreements.
 Do not push for early agreement, do not stifle
dissent, manage it. “Tell me more . . .”
 Clarify what you are agreeing to and how it fits into
your larger mission or goals. Does the agreement
have a “niche” in the larger picture? 改善

HOW DO WE DO THIS?

 Establish clear Voice of Customer (stakeholders,
bystanders, etc.), Voice of Analysis, Voice of Process.
Ask 5 “Whys, Whats, Hows, Wheres, Whens” for
each.
 Look for mismatches and their root causes.
 Find out what the customer really needs. Find out
what would “float their boat!”
 Listen carefully, look for gaps, problems, issues,
inconsistencies, lack of clarity.
 Look at what we can currently deliver.
 Modify our view of what we do, then do it.
 Then work on all three issues at once.

THEORY OF CONSTRAINTS’
PERFORMANCE GOAL
Focus your analyses
Address factors that limit moving forward or
achieving the goals, question the goals too
One step in the Six Sigma process with its
own subroutine
Example: Critical Path Analysis
 Multiple people, multiple tasks that have to
converge. Which “path” is the longest? Fix it first.


MAGIC OR
MAYHEM:
“BLUE INK”
CONSTRAINTS

Micro
Macro Constraints:
Meso
Contextual
Readiness Macro

MACRO CONSTRAINTS

Macro (System) Constraints
Rules, regulations, funding, disconnect
between mandates and needs, unclear
standards or requirements
“Rule Creep”
“Blue Ink Standards”
“Tribal Wisdom”


MACRO-CONSTRAINTS:
READINESS

Assessment and Action (Rosenblatt)
 Observe: look around, learn, identify environmental constraints
 Analyze: break them down, study their structures and
processes, be objective
 Conclude: Summarize the macro-constraints,
describe them, “know them”
 Recommend: Actions may often be
outside your , may need to
work with others
 Enact: Sometimes this just
means wait, may be up to policy -
makers to act, may need work-
arounds
 (Repeat)


TRY IT

 Brainstorm some examples of each level of constraints:
Macro, meso and micro.
 Spend 10 minutes using the analytic steps to understand
them.
Levels of Constraints Template

Micro Meso (Group, Macro (Policy, Rules,
Stage (Personal) Process) Structures, Systems)
Observe

Analyze

Conclude

Recommend

Enact

“You know
you’ve
achieved
LEAN: perfection in
design, not
when you

PROCESS have nothing
more to add,
but when you
have nothing
IMPROVEMENT more to take
away.”
Antoine de
Saint-Exupéry
French writer/
aviator


TEAM COMPOSITION

Champion: Has a vision of the need for
change, may not be directly involved in the
improvement team
Team Leads: facilitate the team process, may
know little or nothing of the work being done
Subject matter experts who know the issues,
policies, constraints
Process experts (usually the people involved in
the work)


STEPS IN “LEAN”


THE TASK ITSELF TAKES TWO SECONDS:
SET UP & TRAINING CAN’T BE IGNORED


How Do
SIX SIGMA: We Know
Whether

OUTCOME What
We’re
Doing
IMPROVEMENT Really
Works?


DESIGN FOR SIX SIGMA (DFSS)
PRODUCT/PROCESS DEVELOPMENT


CURRENT PROCESS SIX SIGMA STEPS
PRODUCT/PROCESS IMPROVEMENT


DRILLING DOWN:
UNDERSTANDING
VARIANCE


SIX SIGMA
PERFORMANCE GOALS
No defects, variation, “do-overs”
Operational vision, common focus
Methods and tools
Feedback driven
Optimized performance:
 Tangible results
 Done right the first time
 Out-of-range variability is nearly eliminated


SIX SIGMA
T YPICAL GOAL REDUCE “T WO-TAIL” VARIANCE
Some too fast
Standard Some too slow

Some too big
Some too small

From this To this Some too long
Some too short

Some too hot
Some too cold

Rejects Rejects


SIX SIGMA
ANOTHER GOAL
REDUCE “ONE-TAIL” VARIANCE
Some too fast
In some cases, we Standard

have a single Some too big
standard with one
“tail” of error to be Some too long
reduced.
To this
“J” or “S” shaped Some too hot
results
Example: All
requests are to be From this
processed in one
week or less. Rejects


SIX SIGMA
OTHER T YPES OF DISTRIBUTIONS
 The Loch Ness Curve Error


THE RESULT?

Theory of Constraints
 Focused efforts: Increased throughput, ongoing
management of constraints and reduction of
bottlenecks
Lean
 Reduced cycle times and waste
Six Sigma
 Uniform results, reduced variation, better quality
products and/or services


PROCESS

Exercise
Applied
IMPROVEMENT
“DMAIC”


DEFINE

 Create a process improvement environment: How would you
set up a change that focuses on systems?
 Do (or read the example) a “Walk - About”
 List at least five problems identified during the “walk -about”
discussion described in the case study.


MEASURE

 A number of problems were already identified in th Walk -
About.
 List the ones that seem most relevant.
 Add measures you would also want to know about.


ANALYZE

 Get customer and stakeholder input and involve them in the
change
 Set an objective performance baseline


IMPLEMENT

Create teamwork and responsibility
Simplify


CONTROL

Identify results to track and
improvements you want to see
happen
Reward staff initiatives
Get customer feedback
 For more information n


1. DEFINE 4. IMPROVE
Create a process Create teamwork and
Improvement environment
3. ANALYZE responsibility, simplify
Stakeholders set objective
Define performance baselines Write a plan
Problem(s) Conduct Pilots
Goal Identify Root Causes
ScopeIBoundaries Summarize & Test & Validate Metrics
Get Client, Customer Prioritize Design Controls
Staff Input Set Metrics & Targets Roll-Out Action Items
Describe Expected Identify Solutions to: (Schedule)
Benefits • Reduce Waste
Establish Success • Reduce Deploy Improvements
Criteria Complexity
• Increase Correct 5. CONTROL
Outcomes Structure metrics and
2. MEASURE Improvements, reward initiatives
Stakeholder involvement . set
objective performance baseline Implement Controls
Record Results & Benefits
Describe Current State Publicize & Recognize
Collect/Gather Data Knowledge Sharing
Observe and Identify • Solicit Feedback
Determine Capacity • Capture Lessons
© Daniel Jordan, PhD, ABPP, drdanj@roadrunner.com Learned

CONTACT FOR MORE INFORMATION

About this presentation:
Daniel Jordan, PhD, ABPP at
social_politicalpsych@iugrad.edu.kn
About the International University for
Graduate Studies graduate
programs:
www.iugrad.edu.kn


Organizational Development: Finding Focus

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