Does it feel like when things happen in your organization, one person seems to be pulling all the strings? True Process Improvement takes that feeling of running processes as a “marionette” pulling all the strings, to a “machine” where the process runs independent of any specific individual.
Anyone who has tried to get things done in an organization has probably had two realizations. First: Everyone seems to have their own way of doing things, and Second: It would sure be nice if this happened the same way every time. It takes discipline to accomplish standardized and streamlined processes, but is this discipline really the most difficult part of creating streamlined processes?
Many companies forget that they wrote their own rules and protocols. Even those governed by external compliance or certification bodies typically are held accountable to the rules they impose on themselves. So why do so many companies, then, find it so hard to change their outdated processes? Is it time to rip off that “Red-Tape” band-aid?
AJC loves facilitating Process Mapping sessions with cross-functional teams! There are distinct roles involved in Process Mapping which are not always intuitive. This article describes the roles involved in a team Mapping exercise, as well the responsibilities each role plays. These R&Rs can be applied to Value Stream Mapping and many other types of facilitated session.
Sally Thomsen is a versatile consultant providing services in Project Management, Process Improvement, and Change Management. Here she offers advice on process, including how Change can be thought of as a process.
Why is it liberating to recognize that Change Management is a process? To know that we don’t have to be “born” with something, that we can “learn” it, allows us to use our growth mindset and frees us to try, assess, and improve on things. Understanding Change Management as a process to be learned can then follow the Focus on Improvement Virtuous Cycle.
When it comes to facilitating, many people think that you’re either good at it, or you’re not. To us at AJC, that type of thinking is not growth oriented, as we believe that human beings can improve in any area. We also think there are some basic principles that provide structure to most processes – facilitation included. Here are our Basic Facilitation Principles: 1. Encourage all to participate
The Tuckman Model, coined by psychologist Bruce Tuckman in his 1965 article entitled “Developmental Sequence in Small Groups” describes “Forming, Storming, Norming, and Performing,” as a typical path that most teams follow as they work together. As would be expected, the “Storming” part of team interaction is not always sunshine and rainbows. The take away is to be aware that teams do go through these phases. It is normal, and that in and of itself can bring confidence that you WILL get through it!
We have all heard a variation on the justification to *not* undertake certain tasks that runs something like: “but we don’t have anyone who has time to do that.” Many organizations prioritize their work based on who is capable and available to do it. Using a resource-based prioritization model, however, is a dis-service to your organization. We recommend an Economic-Based Prioritization Model.
“Big Data” has become a buzz phrase today. How can companies use the volumes of data to that they have to make data-driven decisions? Here are three concrete steps we recommend to get started using data to make decisions.