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“Process Improvement within a Wicked Problem Environment” by Stephen Hacker (Chair, ASQ Global)
The document discusses the complexities of process improvement within 'wicked problem' environments, where stakeholders have divergent views and constraints evolve over time. It emphasizes the importance of transformational leadership and the need for organizations to adapt and evolve amid increasing complexity and rapid societal change. Key elements for successful transformation include casting a clear vision, addressing cultural issues directly, creating performance measurement systems, and ensuring individual engagement in the transformation process.
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“Process Improvement within a Wicked Problem Environment” by Stephen Hacker (Chair, ASQ Global)
- 1. Process Improvement withina Wicked Problem Environment Stephen Hacker
- 7. Getting to theRoot of the Problem
- 8.
- 9. Wicked Problems • Stakeholdershave 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.
- 10. Wicked Problems • Theproblem 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.
- 11. Consider • What arethe ‘roots’ of your organizational issues? • What process are you using to transform your operation? • Where have you initiated transformation in self lately?
- 12. We are taughtto look at the ROOT of the Problem
- 13. Strategies for OrganizationalWork Incremental Standardization Improvement Transformation R R R E E E S S S U U U L L L T T T S S S TIME TIME TIME
- 14. What is Transformation? The marked change in the nature or function of organizational systems creating discontinuous, step-function improvement in sought after result areas.
- 15.
- 16. Transformational Impact ofthe Wheel
- 17. Incremental Increase Approach Has Its Limits
- 18.
- 19. Complex systems havealways existed, of course-and business life has always featured the unpredictable, the surprising, and the unexpected. But complexity has gone from something found mainly in large systems, such as cities, to something that affects almost everything we touch: the products we design, the jobs we do every day, and the organizations we oversee…Systems that used 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.
- 20. From complicated (manymoving part but operate in patterned ways) to complex (interactions that are continually changing). Complicated systems can be seen in the electrical grid that powers a community or flying a commercial aircraft. Six Sigma process and traditional 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.
- 21. The Transforming Environment
- 22. 7 Thousand YearsAgo Large Scale Civilization
- 23. 170 Years Ago IndustrialRevolution
- 25. Average Lifespan at Humansby Era Birth (years) Life Upper Paleolithic 33 Expectancy Neolithic 20 Bronze Age and Iron Age 35+ Classical Greece 28 Classical Rome 28 Pre-Columbian North America 25-30 Medieval Islamic Caliphate 35+ Medieval Britain 30 Early Modern Britain 40+ Early 20th Century 30-45 Current world average 67.2
- 26. Average Life Expectancy World Industrialized 1900 30 yrs 50 yrs Exponential yrs 2009 67 Change yrs 78 ∆ 1800 1850 1900 1950 2000 Time
- 27. Exponential Rate ofChange Integrated circuit chips, memory storage Evolution of life Communication speed Patent applications DNA sequencing Building construction
- 28. Social-Technical Transformation Change is Accelerating
- 29. Organizations are Transforming Worldwide Social Restructuring Unified Markets Technology Skip Abundance of Goods Abundance of non-survival time Changing Political Structures Maturing of Democracies
- 30. Change is Accelerating •The world is rapidly changing, complexity growing • Individuals are shifting in outlooks, visions, skill sets, and consciousness • Required proficiency - Transformational Leadership
- 31.
- 32.
- 33. The Five CriticalElements
- 34. Cast a TransformativeVision • 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
- 35. Expose the BurningPlatform • 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
- 36. 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
- 37. 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
- 38. Develop Plan toClose 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
- 39.
- 40. Transformation Cornerstones Self Interpersonal Mastery Mastery Value Change Exchange Methodology
- 41. The Transformation Cycle Situation Appraisal Planning Transformation 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
- 42. hackers@tsi4results.com Successful Organizational Transformation:The Five Critical Elements; Marvin Washington, Stephen Hacker & Marla Hacker; Business Experts, 2011 Transformational Leadership: Creating Organizations of Meaning; Stephen Hacker & Tammy Roberts; Quality Press, 2004 Leading Peak Performance: Lessons from the Wild Dogs of Africa; Stephen Hacker & Marvin Washington; Quality Press, 2007
- 43. What is youProgram of the Month?