“Process Improvement within a Wicked Problem Environment” by Stephen Hacker (Chair, ASQ Global)


Published on

Keynote presentation by Stephen Hacker (Chair, ASQ Global) titled “Process Improvement within a Wicked Problem Environment” at the 3rd Continual Improvement & Innovation Symposium organized by Dubai Quality Group's Continual Improvement Subgroup to celebrate World Quality Day 2011.

Published in: Education, Business
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

“Process Improvement within a Wicked Problem Environment” by Stephen Hacker (Chair, ASQ Global)

  1. 1. Process Improvement within aWicked Problem Environment Stephen Hacker
  2. 2. Getting to the Root of the Problem
  3. 3. Wicked Problems
  4. 4. Wicked Problems• Stakeholders have radically different world views and different frames.• Constraints and resources change over time.• Problem is never solved definitively.• Every problem is essentially novel and unique.• Economic, environmental, political problems…requiring many to change mindsets and behaviors.
  5. 5. Wicked Problems• The problem is not fully understood until after a solution has been successfully employed – full problem definition lacking.• The problem has no stopping rule.• Solutions are not right or wrong; think better or worse.• Every wicked problem can be considered to be a symptom of another problem.
  6. 6. Consider• What are the ‘roots’ of your organizational issues?• What process are you using to transform your operation?• Where have you initiated transformation in self lately?
  7. 7. We are taught tolook at the ROOT of the Problem
  8. 8. Strategies for Organizational Work Incremental Standardization Improvement TransformationR R RE E ES S SU U UL L LT T TS S S TIME TIME TIME
  9. 9. What is Transformation?The marked change inthe nature or function oforganizational systemscreating discontinuous,step-functionimprovement in soughtafter result areas.
  10. 10. Transporting Goods
  11. 11. Transformational Impact of the Wheel
  12. 12. Incremental Increase Approach Has Its Limits
  13. 13. Internal Combustion Engine
  14. 14. Complex systems have always existed, of course-and businesslife has always featured the unpredictable, the surprising, and theunexpected. But complexity has gone from something foundmainly in large systems, such as cities, to something that affectsalmost everything we touch: the products we design, the jobs wedo every day, and the organizations we oversee…Systems thatused to separate are now interconnected and interdependent,which means that they are, by definition, more complex. Gökçe Sargat & Rita Gunther McGrath, “Learning to Live with Complexity” Harvard Business Review, Sept 2011.
  15. 15. From complicated (many moving part but operate inpatterned ways) to complex (interactions that arecontinually changing). Complicated systems can beseen in the electrical grid that powers a community orflying a commercial aircraft. Six Sigma process andtraditional quality tools can be applied.Complex environments have three elements:Multiplicity – number of potentially interacting elements.Interdependence – relates to extent elements are connected.Diversity – the degree of their heterogeneity.
  16. 16. The Transforming Environment
  17. 17. 7 Thousand Years AgoLarge ScaleCivilization
  18. 18. 170 Years AgoIndustrial Revolution
  19. 19. Average Lifespan atHumans by Era Birth (years) LifeUpper Paleolithic 33 ExpectancyNeolithic 20Bronze Age and Iron Age 35+Classical Greece 28Classical Rome 28Pre-Columbian NorthAmerica 25-30Medieval Islamic Caliphate 35+Medieval Britain 30Early Modern Britain 40+Early 20th Century 30-45Current world average 67.2
  20. 20. Average Life Expectancy World Industrialized 1900 30 yrs 50 yrs Exponential yrs 2009 67 Change yrs 78 ∆1800 1850 1900 1950 2000 Time
  21. 21. Exponential Rate of Change Integrated circuit chips, memory storage Evolution of life Communication speed Patent applications DNA sequencing Building construction
  22. 22. Social-Technical Transformation Change isAccelerating
  23. 23. Organizations are Transforming WorldwideSocial RestructuringUnified MarketsTechnology SkipAbundance of GoodsAbundance of non-survival timeChanging Political StructuresMaturing of Democracies
  24. 24. Change is Accelerating• The world is rapidly changing, complexity growing• Individuals are shifting in outlooks, visions, skill sets, and consciousness• Required proficiency - Transformational Leadership
  25. 25. Social-TechnicalChange isAccelerating
  26. 26. So, what will?
  27. 27. The Five Critical Elements
  28. 28. Cast a Transformative Vision• Not incremental but transcends current state• Full in expression and time targeted• A measurable destination• Has the taste and feel of a creation worthy of your life’s energy• In alignment with individual purposes
  29. 29. Expose the Burning Platform• Answer the question, ‘Why do anything?’• Paint realistic scenarios of non-action• Recognize individuals have varying intensities given their situations• Leadership can present update performance consequences• Do not manufacture false burning platforms
  30. 30. Create Robust Performance Measurement System• Link processes and outcomes• Cascade system from top to individual• Have common format and metric types when possible• Review on a regular basis seeking cause and effect…not blame and excuse• Make visible and key to conversations
  31. 31. Address Culture Directly• Results are where they are based upon culture• Leadership has formed a culture requiring coaching• Work mindsets. Of the performance mindsets, intentional creation is most important to establish• Engage the person
  32. 32. Develop Plan to Close the Gap• Work from the vision to point of departure• Seek energy versus the best technical answer• Determine degree of commitment• Review plans with expectation of completion…if not competed seek understanding of will
  33. 33. Transformational Design
  34. 34. Transformation Cornerstones Self Interpersonal Mastery Mastery Value Change Exchange Methodology
  35. 35. The Transformation Cycle Situation Appraisal PlanningTransformation Design Process Leadership Team Recycle Formation/Renewal & Renewal All-spirits Information Adjustments Sharing C.A.M.P. Pre-work Review Breakthrough Process Implementation Creating Alignment and Management Continuous Visible Attunement to Performance Process Results Maximize Management Improvement System Performance System Standardization – Systems Mgt. On Going, Targeted Education, Training, and Development At All Levels
  36. 36. hackers@tsi4results.comSuccessful Organizational Transformation: The Five CriticalElements; Marvin Washington, Stephen Hacker & Marla Hacker;Business Experts, 2011Transformational Leadership: Creating Organizations of Meaning;Stephen Hacker & Tammy Roberts; Quality Press, 2004Leading Peak Performance: Lessons from the Wild Dogs of Africa;Stephen Hacker & Marvin Washington; Quality Press, 2007
  37. 37. What is you Program of the Month?