Facilitator Skills:
Applying Lean Psychology
“In the Moment”
January 21, 2010
Company
LOGO

Learning Objectives
Participants will learn how to:






Establish the environment for honest and, yes,
sometimes emotional discussions.
Read body language and behavior to assess
buy-in.
Address both overt and covert resistance.
Gain consensus every step of the way.
Spark innovation in risk-adverse environments.
Help leadership create a worker-initiated
improvement environment.
© 2010 Karen Martin & Associates
2

Facilitator: Defined
Facilitator – one who facilitates
fa·cil·i·tate (verb)
1. to make easier or less difficult; help forward (an
action, a process, etc.)
2. To assist the progress of (a person or activity).
© 2010 Karen Martin & Associates
3

Improvement Facilitator
Roles & Responsibilities
Teaching skill sets
Advocating improvements
Facilitating design and implementation activities
Mediating disagreements between functional areas
Encouraging behavioral changes
Coaching teams
Convincing leadership to allocate necessary
resources
Driving execution
Selling the need for improvement
© 2010 Karen Martin & Associates
4

The Facilitator’s Many Hats
© 2010 Karen Martin & Associates
5

The Facilitator as Psychologist
Figuring out each person’s “what’s in it for
me”
Figuring out each person’s “currency”
Figuring out the root of each person’s
resistance
Reduce cynicism
Generate momentum for change
© 2010 Karen Martin & Associates
6

The Facilitator as Salesperson
The need for improvement.
How improvement will benefit your customer.
How improvement will benefit the
organization.
How improvement will benefit the individual.
Why you need what you need.


Time
Resources
Why you need to do things a certain way.
© 2010 Karen Martin & Associates
7

Improvement Facilitator
Necessary Traits
 Skills / Knowledge





Lean tools
Root cause analysis
Project & time management
Team building / facilitation
People effectiveness – from front line workers to execs
 Authority / Respect



Designated change agent / influence leader
Trustworthy
Comfortable removing obstacles & reaching out to senior leadership
 Personality / Energy



Challenging, yet supportive
Positive, upbeat, energetic
Pushy without irritating
 Objectivity / Fairness

Not directly affected by the improvements being made
© 2010 Karen Martin & Associates
8

Facilitator Tips – Planning Stage
Planning
4-6 Weeks
Prior
Execution
2-5 Days
Followup
4-8 Weeks
Post
© 2010 Karen Martin & Associates
9

Scope carefully
Clear goals & objectives
People need to clearly
understand what they’re
allowed to do…
…and what they do NOT
have permission to do
Eases leadership
apprehension
Clarifies direction
Charters provide
“Freedom with Boundaries”
© 2010 Karen Martin & Associates
10

Psychology at Work:
Improvement Team Selection
No more than 10
Be very strategic


Include a strong influence leader or two
Include a representative of an area that’s
likely to resist (a particular department,
unions, etc.)
 They often become your greatest advocates.
 Don’t avoid “whiners.”
© 2010 Karen Martin & Associates
11

Psychology at Work
Forming Improvement Teams
No more than 10
Cross-functional composition











Process workers
Upstream suppliers (internal)
Downstream customers (internal)
Subject matter experts
Outside eyes
External suppliers / contractors
External customers
Administrative support (if needed)
Union representatives (if relevant)
Maintenance / facilities representatives
Management (limited representation)
© 2010 Karen Martin & Associates

Embrace Complainers
Complainers can be your most valuable
resource.
• Give them the proper
forum to be heard
• Invite them to play an
active role in
implementing solutions.
© 2010 Karen Martin & Associates

Reducing resistance to
sequestration
Sell the virtues of focus.
Ask about how the department functions if
someone is on jury duty, is ill, or goes on
vacation.
Remind them how long the process has
needed improvement.
Ask if the current improvement approach
is effective.
© 2010 Karen Martin & Associates
14

Facilitator Tips – Execution Stage
Planning
4-6 Weeks
Prior
Execution
2-5 Days
Follow
Up
4-8 Weeks
Post
© 2010 Karen Martin & Associates
15

Ground Rules
 The team starts and ends the day together.
 Being on time is critical.
 The team stays 100% committed and 100% focused; no
interruptions.
 All wireless devices on silent mode or off. No vibration.
 Rank has no privilege.
 Finger-pointing has no place.
 No veto power from outside the team.
 No silent objectors. Don’t leave in silent disagreement.
 Seek the wisdom of ten, rather than the knowledge of one.
 What’s said in the room stays in the room.
 It’s okay and encouraged to disagree; it’s not okay to be
disagreeable.
© 2010 Karen Martin & Associates
16

Team Dynamics
Performing
Adjourning
Norming
Storming
Forming
© 2010 Karen Martin & Associates
Tuckman Model
Bruce Tuckman, 1965
17

Embrace Conflict
Conflict, if well managed, stimulates
innovation.



Embrace it
Encourage it
Manage it
© 2010 Karen Martin & Associates

How psychology affects
process performance &
design
© 2010 Karen Martin & Associates
19

Customer Demand:
15 patients per Day
(Takt Time = 32 minutes)
8 hours per day
Current State Value Stream Map
Outpatient Imaging Services
Pre-register
Patient
5
CT=Cycle Time
LT=Lead Time
%C&A=% Complete & Accurate
Schedule
Appointment
4
3
6
Lead T ime = 990 mins.
Cycle T ime = 30 mins.
Lead T ime = 990 mins.
% C&A = 100 %
Refer Patient
(Physician) 2
Lead T ime = 12 mins.
Cycle T ime = 11 mins.
Lead T ime = 12 mins.
% C&A = 98 %
Patient
2
1
% C&A = 65 %
Auto Fax 50%
Us Mail 25%
MD Mailbox 25%
Symposium
E Pay
Excel
ADS
Internet
Meditech
Waiting Room
Management
System
Fax Order
Solutions
Rework Loop
via Fax 25% of
the time
PACS
Lead T ime = 10 days
Check-in
Patient
(Admitting)
Check-in
Patient
(Imaging)
5 mins.
5
5
5 mins.
Cycle T ime = 2 mins.
% C&A = 90 %
0.0833 hrs.
3
80 mins.
6
Cycle T ime = 1 mins.
% C&A = 98 %
0.0833 hrs.
2 mins.
7
2
2
9
365 mins.
Cycle T ime = 15 mins.
% C&A = 95 %
4.13 hrs.
28 mins.
8
960 mins.
2
Lead T ime = 5 mins.
% C&A = 75 %
6.08 hrs.
15 mins.
Print
Reports
(Imaging)
Review / Sign
Report
(Radiologist)
T ranscribe Report
(MDI)
248 mins.
Cycle T ime = 28 mins.
% C&A = 90 %
1.33 hrs.
1 mins.
Read/Dictate
Exam
(Radiologist)
Prep Patient, Conduct
Exam, T ransmit
Images (T ech)
10
110 mins.
16 hrs.
1.83 hrs.
1 mins.
11
120 mins.
Cycle T ime = 1 mins.
% C&A = 99 %
Cycle T ime = 1 mins.
% C&A = 95 %
5 mins.
2
Send
Reports
(Imaging)
6
12
Cycle T ime = 3 mins.
% C&A = 90 %
2 hrs.
1 mins.
LT = 32.5 hrs.
3 mins.
CT = 56 mins.
CT /LT Ratio = 2.87%
Value Stream Champion: Paul Scanner
Created July 19, 2005
LT = 16 hrs
Rolled First Pass
yield = 30%

Waste creates avoidance behavior
If it’s too hard to do, we
will delay or avoid doing it.





Builds up work-in-process
Prolongs lead time
May increase process time
May impact quality
Often results in batching

The Power of Real-Time, Visual
Process Monitoring
When we are
monitored, we
perform differently
Cameras
 Posted metrics

 especially leading
indicators
© 2010 Karen Martin & Associates
22

Future State Value Stream Map
Outpatient Imaging Services
Customer Demand:
15 patients per Day
(Takt Time = 32 minutes)
8 hours per day
CT=Cycle Time
LT=Lead Time
%C&A=% Complete & Accurate
Cross
Training
Standard
Work
Work
Balance
Co-locate
Schedule appt
Pre-register
Patient
Refer Patient
(Physician)
3
6
Cycle T ime = 11 mins.
Lead T ime = 45 mins.
% C&A = 98 %
% C&A = 85 %
Standard
Work
Lead T ime = 5 days
Risk
Reduction
(Joint Commision)
Symposium
E Pay
Remove
Redundant
Check-in
Excel
Meditech
Set-up
Reduction
Standard
Work
Prep Patient,
Conduct Exam,
T ransmit Images
(T ech)
Check-in
Patient
(Imaging)
5 mins.
3
4
60 mins.
0.0833 hrs.
5
2
Cycle T ime = 1 mins.
% C&A = 98 %
120 mins.
PACS
Continuous
Flow
6
Rework Loop
via Fax 10% of
the time
5S
420 mins.
2
7
Print
Reports
(Imaging)
2 mins.
Cycle T ime = 1 mins.
% C&A = 95 %
7 hrs.
15 mins.
Standard
Work
Batch
Reductions
Review
/Sign
(Radiologist)
Cycle T ime = 15 mins.
% C&A = 95 %
2 hrs.
28 mins.
Fax Order
Solutions
Waiting Room
Management
System
Visual
Workplace
2
Us Mail 15%
Voice
Recognition
Read/Dictate
Exam
(Radiologist)
Cycle T ime = 28 mins.
% C&A = 90 %
1 hrs.
1 mins.
Internet
Auto Fax 80%
MD Mailbox 5%
Value Stream
Alignment
Pull System
(Supplies
Kanban)
Reduce Data
Entry
Requirements
1
2
Lead T ime = 45 mins.
2
Send
Reports
(Imaging)
8
30 mins.
Cycle T ime = 1 mins.
% C&A = 99 %
0.0333 hrs.
1 mins.
6
0.5 hrs.
1 mins.
9
Cycle T ime = 3 mins.
% C&A = 90 %
LT = 11.4 hrs.
3 mins.
CT = 49 mins.
CT /LT Ratio = 7.14%
Value Stream Champion: Paul Scanner
LT = 7 hrs
Created July 20, 2005
Rolled First Pass
yield = 59%

Our “sphere of influence” is
typically greater than we
believe.



We absolutely can influence
customer behavior!
Rethink your true sphere of
influence when when scoping
improvement activities and
selecting teams.
Avoid victim thinking (“we can’t
do anything about that”).
© 2010 Karen Martin & Associates

Customer Demand:
15 patients per Day
(Takt Time = 32 minutes)
8 hours per day
Current State Value Stream Map
Outpatient Imaging Services
CT=Cycle Time
LT=Lead Time
%C&A=% Complete & Accurate
%C&A = 65%
Pre-register
Patient
5
Schedule
Appointment
4
3
6
Lead T ime = 990 mins.
Cycle T ime = 30 mins.
Lead T ime = 990 mins.
% C&A = 100 %
Refer Patient
(Physician) 2
Lead T ime = 12 mins.
Cycle T ime = 11 mins.
Lead T ime = 12 mins.
% C&A = 98 %
Patient
2
1
% C&A = 65 %
Auto Fax 50%
Us Mail 25%
MD Mailbox 25%
Symposium
E Pay
Excel
ADS
Internet
Meditech
Waiting Room
Management
System
Fax Order
Solutions
Rework Loop
via Fax 25% of
the time
PACS
Lead T ime = 10 days
Check-in
Patient
(Admitting)
Check-in
Patient
(Imaging)
5 mins.
5
5
5 mins.
Cycle T ime = 2 mins.
% C&A = 90 %
0.0833 hrs.
3
80 mins.
6
Cycle T ime = 1 mins.
% C&A = 98 %
0.0833 hrs.
2 mins.
7
2
248 mins.
2
9
365 mins.
Cycle T ime = 15 mins.
% C&A = 95 %
4.13 hrs.
28 mins.
8
960 mins.
2
Lead T ime = 5 mins.
% C&A = 75 %
6.08 hrs.
15 mins.
10
110 mins.
2
1.83 hrs.
1 mins.
11
Send
Reports
(Imaging)
120 mins.
Cycle T ime = 1 mins.
% C&A = 99 %
Cycle T ime = 1 mins.
% C&A = 95 %
16 hrs.
5 mins.
Print
Reports
(Imaging)
Review / Sign
Report
(Radiologist)
T ranscribe Report
(MDI)
Cycle T ime = 28 mins.
% C&A = 90 %
1.33 hrs.
1 mins.
Read/Dictate
Exam
(Radiologist)
Prep Patient, Conduct
Exam, T ransmit
Images (T ech)
6
12
Cycle T ime = 3 mins.
% C&A = 90 %
2 hrs.
1 mins.
LT = 32.5 hrs.
3 mins.
CT = 56 mins.
CT /LT Ratio = 2.87%
Value Stream Champion: Paul Scanner
Created July 19, 2005
RFPY = 30%
Rolled First Pass
yield = 30%

You Can Influence Customer
Behavior
Standard work
designed for
and with the
customer
© 2010 Karen Martin & Associates

Future State Value Stream Map
Outpatient Imaging Services
Customer Demand:
15 patients per Day
(Takt Time = 32 minutes)
8 hours per day
%C&A = 85%
Cross
Training
Standard
Work
CT=Cycle Time
LT=Lead Time
%C&A=% Complete & Accurate
Work
Balance
Co-locate
Schedule appt
Pre-register
Patient
Refer Patient
(Physician)
3
6
Cycle T ime = 11 mins.
Lead T ime = 45 mins.
% C&A = 98 %
% C&A = 85 %
Standard
Work
Lead T ime = 5 days
Risk
Reduction
(Joint Commision)
Symposium
E Pay
Remove
Redundant
Check-in
Excel
Meditech
Set-up
Reduction
Standard
Work
Prep Patient,
Conduct Exam,
T ransmit Images
(T ech)
Check-in
Patient
(Imaging)
5 mins.
3
4
60 mins.
0.0833 hrs.
5
2
Cycle T ime = 1 mins.
% C&A = 98 %
120 mins.
PACS
Continuous
Flow
6
420 mins.
5S
2
7
Standard
Work
Print
Reports
(Imaging)
2 mins.
Cycle T ime = 1 mins.
% C&A = 95 %
7 hrs.
15 mins.
Rework Loop
via Fax 10% of
the time
Batch
Reductions
Review
/Sign
(Radiologist)
Cycle T ime = 15 mins.
% C&A = 95 %
2 hrs.
28 mins.
Fax Order
Solutions
Waiting Room
Management
System
Visual
Workplace
2
Us Mail 15%
Voice
Recognition
Read/Dictate
Exam
(Radiologist)
Cycle T ime = 28 mins.
% C&A = 90 %
1 hrs.
1 mins.
Internet
Auto Fax 80%
MD Mailbox 5%
Value Stream
Alignment
Pull System
(Supplies
Kanban)
Reduce Data
Entry
Requirements
1
2
Lead T ime = 45 mins.
2
Send
Reports
(Imaging)
8
30 mins.
Cycle T ime = 1 mins.
% C&A = 99 %
0.0333 hrs.
6
0.5 hrs.
1 mins.
9
Cycle T ime = 3 mins.
% C&A = 90 %
1 mins.
LT = 11.4 hrs.
3 mins.
CT = 49 mins.
CT /LT Ratio = 7.14%
Value Stream Champion: Paul Scanner
Created July 20, 2005
RFPY = 59%
Rolled First Pass
yield = 59%

Current State Value Stream Map
Supplies Purchasing - Current State VSM
Purchasing — Non-repetitive purchases less than $5,000
Inititate Req.
1
Originator
31
PT = 10 mins.
C&A = 10%
Supplies
Hard Copy
Form File
File Maker
Quicken
Vendor
Website
Excel
ERP
Data Entry
Review
Budget
2
Review Req.
Finance
PT = 5 mins.
C&A = 60%
0.25 days
4 hrs.
PT = 5 mins.
C&A = 95%
0.5 days
5 mins.
20 Reqs
Review 4
Requisition
40 hrs.
PT = 5 mins.
C&A = 90%
8 hrs.
PT = 5 mins.
C&A = 100%
1 days
5 mins.
8 hrs.
7
10 Reqs
1
PT = 10 mins.
C&A = 95%
4 hrs.
PT = 15 mins.
C&A = 98%
0.5 days
10 mins.
Approve in
ERP
24 hrs.
PT = 5 mins.
C&A = 90%
3 days
15 mins.
Submit PO
to Supplier
8
63 Reqs
9
10
External
Supplier
Corp Purchasing
Manager
1
Admin Asst
Financial Mgr
1
1 days
5 mins.
Enter
Requisition
Review 6
Requisition
IS Manager
1
1
5 days
5 mins.
Review 5
Requisition
Sys Engineer
Supervisor
2
6
2 hrs.
3
Corp Purchasing
6
56 hrs.
PT = 15 mins.
C&A = 98%
7 days
5 mins.
80 hrs.
PT = 20 mins.
10 days
15 mins.
LT = 28.4 days
PT = 65 mins.
AR = 0.477%
RFPY = 4.2%
Customer Demand:
615 requisitions per y ear
PT = Process Time
LT = Lead Time
C&A = % Complete & Accurate
AR = Activ ity Ratio (PT/LT x 100)
RFPY = Rolled First Pass Y ield

Countering Resistance to
“Menial” Work
We resist doing work that’s “beneath us”
until we realize we’re already doing it 
© 2010 Karen Martin & Associates

Future State Value Stream Map
Supplies Purchasing - Future State VSM
Purchasing — Non-repetitive purchases less than $5,000
Lack of awareness
Lack of confidence
Change fatigue
Additional
IT access
Enter Req.
in ERP
Integrate Form
File with File
Maker
1
Originator
31
PT=30 mins.
C&A = 85%
Supplies
Requisition
Checklist
Vendor
Websites
File Maker
Cross
Training
Approval
Additional
IT access
2
4 hrs.
6 hrs.
0.75 days
5 mins.
Place
Order
3
4
5
External
Supplier
6
PT=20 mins.
80 hrs.
PT=20 mins.
C&A = 98%
1 days
5 mins.
Dedicated
Buyers
Corp Purchasing
8 hrs.
PT=5 mins.
C&A = 90%
PT=5 mins.
C&A = 95%
0.5 days
Approve
in ERP
Dept.
Manager
1
Supervisor
2
Use budget in place
of Quicken
Auto Notify
Standard
Work for
review
Review
Req.
ERP
10 days
20 mins.
LT = 12.3 days
PT = 30 mins.
AR = 0.508%
Customer Demand:
615 requistions per year
PT = Process Time
LT = Lead Time
C&A = % Complete & Accurate
AR = Activity Ratio (PT/LT x 100)
RFPY = Rolled First Pass Yield
RFPY = 71%

Most inspection (reviews, approvals, audits,
etc.) is grounded in lack of trust or fear.



Low faith in process reliability
Low confidence in people performing the work
Fear of losing control
 High “need to know”

Risk aversion
 Fear re: outcome
© 2010 Karen Martin & Associates
31

Current State Value Stream Map
Supplies Purchasing - Current State VSM
Purchasing — Non-repetitive purchases less than $5,000
Inititate Req.
1
Originator
31
PT = 10 mins.
C&A = 10%
Supplies
Hard Copy
Form File
File Maker
Quicken
Vendor
Website
Excel
ERP
Data Entry
Review
Budget
2
Review Req.
Finance
PT = 5 mins.
C&A = 60%
0.25 days
4 hrs.
PT = 5 mins.
C&A = 95%
0.5 days
5 mins.
20 Reqs
Review 4
Requisition
Review 5
Requisition
Sys Engineer
Supervisor
2
6
2 hrs.
3
IS Manager
1
1
40 hrs.
PT = 5 mins.
C&A = 90%
5 days
5 mins.
8 hrs.
PT = 5 mins.
C&A = 100%
1 days
5 mins.
8 hrs.
7
10 Reqs
1
PT = 10 mins.
C&A = 95%
4 hrs.
PT = 15 mins.
C&A = 98%
0.5 days
10 mins.
Approve in
ERP
24 hrs.
PT = 5 mins.
C&A = 90%
3 days
15 mins.
Submit PO
to Supplier
8
63 Reqs
9
10
External
Supplier
Corp Purchasing
Manager
1
Admin Asst
Financial Mgr
1
1 days
5 mins.
Enter
Requisition
Review 6
Requisition
Corp Purchasing
6
56 hrs.
PT = 15 mins.
C&A = 98%
7 days
5 mins.
80 hrs.
PT = 20 mins.
10 days
15 mins.
LT = 28.4 days
PT = 65 mins.
AR = 0.477%
RFPY = 4.2%
Customer Demand:
615 requisitions per y ear
5 “Inspections”
PT = Process Time
LT = Lead Time
C&A = % Complete & Accurate
AR = Activ ity Ratio (PT/LT x 100)
RFPY = Rolled First Pass Y ield

Excessive Approvals &
Authorizations
Is the approval redundant? (same skill set and
perspective as another approver)
Is the approval a “rubber stamp”?
Does the approver have the technical skills and
experience to understand what they are signing?
Does the approver have the authorization to
approve or deny?
Is the approver accessible?
Is the approver on the routing list merely to stay
informed?
© 2010 Karen Martin & Associates
33

Lean Approvals
Move authorizations to the lowest level possible



Closest to the work
Create standard work re: decision making and train
lower level approvers accordingly
Audit periodically until trust is assured
Remove approvals that serve merely as
notification devices

Design notification to occur “off-line”
Process design goal: maximum of two
signatures for any decision
© 2010 Karen Martin & Associates
34

Future State Value Stream Map
Supplies Purchasing - Future State VSM
Purchasing — Non-repetitive purchases less than $5,000
Additional
IT access
Enter Req.
in ERP
Integrate Form
File with File
Maker
1
Originator
31
PT=30 mins.
C&A = 85%
Supplies
Requisition
Checklist
Vendor
Websites
File Maker
Cross
Training
Approval
Additional
IT access
2
6 hrs.
2
Place
Order
3
0.75 days
5 mins.
4
5
External
Supplier
6
PT=20 mins.
80 hrs.
PT=20 mins.
C&A = 98%
1 days
5 mins.
Dedicated
Buyers
Corp Purchasing
8 hrs.
PT=5 mins.
C&A = 90%
PT=5 mins.
C&A = 95%
0.5 days
Approve
in ERP
Dept.
Manager
1
Supervisor
4 hrs.
Use budget in place
of Quicken
Auto Notify
Standard
Work for
review
Review
Req.
ERP
10 days
20 mins.
LT = 12.3 days
PT = 30 mins.
AR = 0.508%
1 “Inspection”
Customer Demand:
615 requistions per year
PT = Process Time
LT = Lead Time
C&A = % Complete & Accurate
AR = Activity Ratio (PT/LT x 100)
RFPY = Rolled First Pass Yield
RFPY = 71%

Reducing Resistance &
Building “Process Trust”
Demonstrate how the current state process
impacts the customer
Point out that non-value-adding work is typically
not stimulating
Facilitate candid conversations
Pose “what if” scenarios
Develop clear and concise standard work and
provide excellent training and cross-training
around it
Time-limited audits
Improvement pilots
© 2010 Karen Martin & Associates
36

Facilitator Skills:
Psychology at Work
© 2010 Karen Martin & Associates
37

Tricky Facilitator Moments
Watch for Covert Resistance
© 2010 Karen Martin & Associates
38

Pay Close Attention to Body
Language
Body language and
demeanor tell the whole
story





Crossed arms
No eye contact
Sudden change in level
of engagement
Set jaw
Incongruity between
words and actions
© 2010 Karen Martin & Associates

Techniques for Using Body
Language Cues
Draw them out.
If safe, ask them directly.

Establish and get agreement re: “Cards on
the table” rule upfront
Allow them to express their feelings.
Make it safe – protect them from ridicule.
Listen carefully – ask others to listen
carefully too.
Ask the team to comment.
© 2010 Karen Martin & Associates
40

Tricky Facilitator Moments
Keep your radar well-tuned.
© 2010 Karen Martin & Associates
41

Tricky Facilitator Moments
What if you’re designing
someone out of his/her job?
© 2010 Karen Martin & Associates
42

Eliminating Non-Value-Adding Work
Try to anticipate upfront.
Create a game plan for “redeployment.”
Assure the person they won’t lose a paycheck.
Help them find more fulfilling, value-adding work
(doing wasteful work is usually boring and
frustrating.)
Keep tabs on his/her emotions.
Be honest.
Play to their “currency.”
Invite / allow them to emote.
© 2010 Karen Martin & Associates
43

Tricky Facilitator Moments
What if someone is behaving
outrageously?
© 2010 Karen Martin & Associates
44

Dealing with Outrageous Behavior
Your job is to have the team’s back.
Have zero tolerance for disrespect.
Engage leadership if need be.
Have side bars outside the room.
Allow the person to emote.
If they won’t settle down, they must leave the
team.
© 2010 Karen Martin & Associates
45

Tricky Facilitator Moments
What if the team gets stuck
or goes out of scope?
© 2010 Karen Martin & Associates
46

Helping a Team Get Unstuck or Back
on Track
Return to the goals and objectives for the
improvement activity.
Flip chart “parking lot” ideas.
Use the “ticking clock” technique.
Take a break. Go outside. Talk about
something unrelated. Eat.
Reach out to the executive sponsor.
Turn to brainstorming.
Prioritize ideas.
© 2010 Karen Martin & Associates
47

PACE Prioritization Matrix
Easy
5
4
13
23
8
22
17
3
10
21
1
16
15
20
19
14
6
7
11
2
18
12
Difficult
Ease of Implementation
9
High
Anticipated Benefit
Low

Tricky Facilitator Moments
What if someone is
resisting?
© 2010 Karen Martin & Associates
49

Dealing with Resistance
Assess whether it’s valid or “emotional
resistance.”

Ask “why?”
“Would you be willing to try it for 30 days”?
They: “We’ve already tried that.”

You: “Don’t throw the baby out with the bath
water.”
© 2010 Karen Martin & Associates
50

Use visuals and data to demonstrate the
degree of dysfunction in the process

Tricky Facilitator Moments
What if it’s a risk adverse
environment and
innovation is lacking?
© 2010 Karen Martin & Associates
52

Dealing with Risk Aversion or
Lack of Innovation
Get alignment re: risk tolerance across the
leadership team.
Facilitate candid conversations.
Pose “what if” scenarios.
Create safety nets.
Audit as needed.
Engage the executive sponsor.
Show them examples, perhaps outside of their
industry, or even non-work related.

Develop a library of photos
© 2010 Karen Martin & Associates
53

Develop a Photo Library
© 2010 Karen Martin & Associates
54

Psychology in Use
Issue
Team is designing someone
out of a job
Resolution
Quick intervention with
leadership and affected
parties
Professional level workers
feel a task is “beneath” them
“Difficult person” no one
wants to work with
Organization is filled with
doubt and skepticism
Demonstrate the TRUE
impact and benefits
Involve them – they become
the greatest advocates
Leadership is reluctant to
give up tactical control
Help them see how their role
shifts for the positive
© 2010 Karen Martin & Associates
Hold REAL Kaizen Events
55

Techniques…
 Use a charter with clear goals and objectives (that you’ve
obtained consensus on upfront).
 Gain consensus on the easy things first.

Makes saying no more difficult
 If more than 20% of the affected parties disagree with the
planned direction, don’t do it! (yet)

Keep working it – understand the issues – get to root cause
 Revisit improvement objectives.
 Use data.
 Ask the resistors if they’d be willing to try it for 30 days.
 Create a contingency plan in case failure occurs.
 Explain WHY!!!!
© 2010 Karen Martin & Associates
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Transforming Organizations
Results
Actions
-- From Partners in Leadership
Beliefs
© 2010 Karen Martin & Associates
Experiences

Learning Objectives
Participants will learn how to:






Establish the environment for honest and, yes,
sometimes emotional discussions.
Read body language and behavior to assess buyin.
Address both overt and covert resistance.
Gain consensus every step of the way.
Spark innovation in risk-adverse environments.
Help leadership create a worker-initiated
improvement environment.
© 2010 Karen Martin & Associates
58

Facilitator Support
The Kaizen Event Planner, Karen Martin &
Mike Osterling
© 2010 Karen Martin & Associates
59

Additional Questions
Karen Martin, Principal
7770 Regents Road #635
San Diego, CA 92122
858.677.6799
ksm@ksmartin.com
© 2010 Karen Martin & Associates