Changing behaviors through daily actions


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My presentation on culture change for the CONNSTEP conference on November 11, 2010

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  • Lean is not born from what we SEE,
    Lean is born from HOW WE THINK.
    Our GOAL for the week is to create LEAN SYSTEMS THINKERS.
  • Changing behaviors through daily actions

    1. 1. Changing Behaviors Through Daily Actions Jamie Flinchbaugh Lean Learning Center 1
    2. 2. © 2010 Lean Learning Center What is Culture?
    3. 3. © 2010 Lean Learning Center 3 #1 Failure Mode of Lean Lean is born from how we THINK. Lean is not born from what we SEE,
    4. 4. © 2010 Lean Learning Center Why is Culture Important? • Powerfully influences human behavior • Near invisibility makes it hard to address directly • Success of lean implementation is contingent upon cultural support • Culture rewards and sanctions its members • The better your understanding of the culture, the more easily you can stretch tension between current reality and ideal state
    5. 5. © 2010 Lean Learning Center Why Focus on Principles?
    6. 6. © 2010 Lean Learning Center Learn - Apply - Reflect LEARN APPLY REFLECT HEART HAND HEAD
    7. 7. © 2010 Lean Learning Center Learn: Articulate Change Method Benefits Challenges Training • Structured delivery • Controllable way to communicate change • Classroom is separated from behavior environment • Less credible than in-the- workplace discussions Coaching • Provide feedback at the point of location • Closely connected in time • Slow • Inefficient • Consistency is difficult across many coaches Common Language • Framework for teaching and coaching • Paints a picture • Easier to mimic •Requires conscious effort from leaders on an everyday basis
    8. 8. © 2010 Lean Learning Center Apply: Create Experiences 8
    9. 9. © 2010 Lean Learning Center Reflection  The questions you ask drive a line of thinking  Challenge through questions  Develop standard work of questions for operational or performance reviews, and 1-on-1s  Build in reflection time into the right events  10 minutes at the end of a meeting or a shift for an After Action Review.  10 minutes at the end of a kaizen event to ask “how could you apply what you experienced here to your own work?” 9
    10. 10. © 2010 Lean Learning Center Maintaining Integrity  You will not always live up to the principles you espouse.  When you don’t, you have two choices: 10
    11. 11. © 2010 Lean Learning Center Call to Action 11  Don’t start with coaching others, start with doing yourself.  No matter what the company direction is, you have problems that you own.  Lean is a change of how people think and work. We must be the change we wish to see. Lean begins with you!
    12. 12. Jamie Flinchbaugh, Lean Learning Center / Blog: Find Me12