Lean Facilitator Skills: Applying Psychology in the Moment
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Transcript of Lean Facilitator Skills: Applying Psychology in the Moment
Company
LOGO
Facilitator Skills: Applying Lean Psychology
“In the Moment”
January 21, 2010
© 2010 Karen Martin & Associates
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.
2
© 2010 Karen Martin & Associates 3
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
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
4
© 2010 Karen Martin & Associates
The Facilitator’s Many Hats
5
© 2010 Karen Martin & Associates
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
6
© 2010 Karen Martin & Associates
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.
7
© 2010 Karen Martin & Associates
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
8
© 2010 Karen Martin & Associates 9
Facilitator Tips – Planning Stage
Execution 2-5 Days
Follow- up
4-8 Weeks Post
Planning
4-6 Weeks Prior
© 2010 Karen Martin & Associates
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”
10
© 2010 Karen Martin & Associates
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.”
11
© 2010 Karen Martin & Associates 12
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.
14
© 2010 Karen Martin & Associates 15
Facilitator Tips – Execution Stage
Execution 2-5 Days
Follow Up
4-8 Weeks Post
Planning
4-6 Weeks Prior
© 2010 Karen Martin & Associates 16
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
Team Dynamics
17
Forming
Storming
Norming
Performing
Tuckman Model
Bruce Tuckman, 1965
Adjourning
© 2010 Karen Martin & Associates
Embrace Conflict
Conflict, if well managed, stimulates
innovation.
Embrace it
Encourage it
Manage it
© 2010 Karen Martin & Associates
How psychology affects
process performance &
design
19
Transcribe Report
(MDI)
Lead Time = 5 mins.
% C&A = 75 %
Customer Demand:
15 patients per Day
(Takt Time = 32 minutes)
8 hours per day
Check-in
Patient(Admitting)
Cycle Time = 2 mins.
% C&A = 90 %
5
Send
Reports(Imaging)
Cycle Time = 3 mins.
% C&A = 90 %
6
Current State Value Stream Map
Outpatient Imaging Services
Schedule
Appointment
Cycle Time = 11 mins.Lead Time = 12 mins.
% C&A = 98 %
6
Pre-register
Patient
Cycle Time = 30 mins.Lead Time = 990 mins.
% C&A = 100 %
5
CT=Cycle Time
LT=Lead Time
%C&A=% Complete & Accurate
0.0833 hrs.
2 mins.
0.0833 hrs.
1 mins.
1.33 hrs.
28 mins.
4.13 hrs.
15 mins.
6.08 hrs.
5 mins.
16 hrs.
1 mins.
1.83 hrs.
1 mins.
2 hrs.
3 mins.
LT = 32.5 hrs.
CT = 56 mins.
CT/LT Ratio = 2.87%
Lead Time = 990 mins.
Prep Patient, Conduct
Exam, Transmit
Images (Tech)
Cycle Time = 28 mins.
% C&A = 90 %
2
Check-in
Patient(Imaging)
Cycle Time = 1 mins.
% C&A = 98 %
3
Read/Dictate
Exam(Radiologist)
Cycle Time = 15 mins.
% C&A = 95 %
2
Review / Sign
Report
(Radiologist)
Cycle Time = 1 mins.
% C&A = 95 %
2
Reports(Imaging)
Cycle Time = 1 mins.
% C&A = 99 %
2365 mins. 960 mins. 110 mins. 120 mins.80 mins.
E Pay
Excel
ADS
Symposium
Internet
Waiting Room
Management
System
Fax Order
Solutions
PACS
5 mins.
Lead Time = 10 days
Meditech
234
5 6 78 9
1011 12
Auto Fax 50%
Us Mail 25%
MD Mailbox 25%
Rework Loop
via Fax 25% of
the time
Rolled First Pass
yield = 30%
Patient
1
Value Stream Champion: Paul Scanner
Created July 19, 2005
Refer Patient
(Physician)
% C&A = 65 %
Lead Time = 12 mins. 2
5 mins.248 mins.
LT = 16 hrs
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
© 2010 Karen Martin & Associates
The Power of Real-Time, Visual
Process Monitoring
When we are
monitored, we
perform differently
Cameras
Posted metrics
especially leading
indicators
22
Refer Patient
(Physician)
% C&A = 85 %
Patient
Send
Reports
(Imaging)
Cycle Time = 3 mins.
% C&A = 90 %
6
Future State Value Stream Map
Outpatient Imaging Services
Schedule appt
Pre-register
Cycle Time = 11 mins.
Lead Time = 45 mins.
% C&A = 98 %
6
CT=Cycle Time
LT=Lead Time
%C&A=% Complete & Accurate
0.0833 hrs.
1 mins.
1 hrs.
28 mins.
2 hrs.
15 mins.
7 hrs.
1 mins.
0.0333 hrs.
1 mins.
0.5 hrs.
3 mins.
LT = 11.4 hrs.
CT = 49 mins.
CT/LT Ratio = 7.14%
Lead Time = 45 mins.
Lead Time = 5 days
Prep Patient,
Conduct Exam,
Transmit Images
(Tech)
Cycle Time = 28 mins.
% C&A = 90 %
2
Check-in
Patient
(Imaging)
Cycle Time = 1 mins.
% C&A = 98 %
3
Read/Dictate
Exam
(Radiologist)
Cycle Time = 15 mins.
% C&A = 95 %
2
Review
/Sign
(Radiologist)
Cycle Time = 1 mins.
% C&A = 95 %
2
Reports
(Imaging)
Cycle Time = 1 mins.
% C&A = 99 %
22 mins. 30 mins.60 mins.
E Pay
Excel
Symposium
Internet
Waiting Room
Management
System
Fax Order
Solutions
PACS
5 mins.
Set-up
Reduction
Remove
Redundant
Check-in
Standard
Work
Pull System
(Supplies
Kanban)
Visual
Workplace
Voice
Recognition
Batch
Reductions
5S
Co-locate
Standard
Work
Work
Balance
Continuous
Flow
Value Stream
Alignment
Auto Fax 80%
Us Mail 15%
MD Mailbox 5%
Rolled First Pass
yield = 59%
Rework Loop
via Fax 10% of
the time
Customer Demand:
15 patients per Day
(Takt Time = 32 minutes)
8 hours per day
23
4 56 7 8 9
Risk
Reduction
(Joint Commision)
Meditech
420 mins.
1
Value Stream Champion: Paul Scanner
Created July 20, 2005
120 mins.
Reduce Data
Entry
Requirements
Standard
Work
Cross
Training
Standard
Work
LT = 7 hrs
© 2010 Karen Martin & Associates
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”).
Transcribe Report
(MDI)
Lead Time = 5 mins.
% C&A = 75 %
Customer Demand:
15 patients per Day
(Takt Time = 32 minutes)
8 hours per day
Check-in
Patient(Admitting)
Cycle Time = 2 mins.
% C&A = 90 %
5
Send
Reports(Imaging)
Cycle Time = 3 mins.
% C&A = 90 %
6
Current State Value Stream Map
Outpatient Imaging Services
Schedule
Appointment
Cycle Time = 11 mins.Lead Time = 12 mins.
% C&A = 98 %
6
Pre-register
Patient
Cycle Time = 30 mins.Lead Time = 990 mins.
% C&A = 100 %
5
CT=Cycle Time
LT=Lead Time
%C&A=% Complete & Accurate
0.0833 hrs.
2 mins.
0.0833 hrs.
1 mins.
1.33 hrs.
28 mins.
4.13 hrs.
15 mins.
6.08 hrs.
5 mins.
16 hrs.
1 mins.
1.83 hrs.
1 mins.
2 hrs.
3 mins.
LT = 32.5 hrs.
CT = 56 mins.
CT/LT Ratio = 2.87%
Lead Time = 990 mins.
Prep Patient, Conduct
Exam, Transmit
Images (Tech)
Cycle Time = 28 mins.
% C&A = 90 %
2
Check-in
Patient(Imaging)
Cycle Time = 1 mins.
% C&A = 98 %
3
Read/Dictate
Exam(Radiologist)
Cycle Time = 15 mins.
% C&A = 95 %
2
Review / Sign
Report
(Radiologist)
Cycle Time = 1 mins.
% C&A = 95 %
2
Reports(Imaging)
Cycle Time = 1 mins.
% C&A = 99 %
2365 mins. 960 mins. 110 mins. 120 mins.80 mins.
E Pay
Excel
ADS
Symposium
Internet
Waiting Room
Management
System
Fax Order
Solutions
PACS
5 mins.
Lead Time = 10 days
Meditech
234
5 6 78 9
1011 12
Auto Fax 50%
Us Mail 25%
MD Mailbox 25%
Rework Loop
via Fax 25% of
the time
Rolled First Pass
yield = 30%
Patient
1
Value Stream Champion: Paul Scanner
Created July 19, 2005
Refer Patient
(Physician)
% C&A = 65 %
Lead Time = 12 mins. 2
5 mins.248 mins.
%C&A = 65%
RFPY = 30%
© 2010 Karen Martin & Associates
You Can Influence Customer
Behavior
Standard work
designed for
and with the
customer
Refer Patient
(Physician)
% C&A = 85 %
Patient
Send
Reports
(Imaging)
Cycle Time = 3 mins.
% C&A = 90 %
6
Future State Value Stream Map
Outpatient Imaging Services
Schedule appt
Pre-register
Cycle Time = 11 mins.
Lead Time = 45 mins.
% C&A = 98 %
6
CT=Cycle Time
LT=Lead Time
%C&A=% Complete & Accurate
0.0833 hrs.
1 mins.
1 hrs.
28 mins.
2 hrs.
15 mins.
7 hrs.
1 mins.
0.0333 hrs.
1 mins.
0.5 hrs.
3 mins.
LT = 11.4 hrs.
CT = 49 mins.
CT/LT Ratio = 7.14%
Lead Time = 45 mins.
Lead Time = 5 days
Prep Patient,
Conduct Exam,
Transmit Images
(Tech)
Cycle Time = 28 mins.
% C&A = 90 %
2
Check-in
Patient
(Imaging)
Cycle Time = 1 mins.
% C&A = 98 %
3
Read/Dictate
Exam
(Radiologist)
Cycle Time = 15 mins.
% C&A = 95 %
2
Review
/Sign
(Radiologist)
Cycle Time = 1 mins.
% C&A = 95 %
2
Reports
(Imaging)
Cycle Time = 1 mins.
% C&A = 99 %
22 mins. 30 mins.60 mins.
E Pay
Excel
Symposium
Internet
Waiting Room
Management
System
Fax Order
Solutions
PACS
5 mins.
Set-up
Reduction
Remove
Redundant
Check-in
Standard
Work
Pull System
(Supplies
Kanban)
Visual
Workplace
Voice
Recognition
Batch
Reductions
5S
Co-locate
Standard
Work
Work
Balance
Continuous
Flow
Value Stream
Alignment
Auto Fax 80%
Us Mail 15%
MD Mailbox 5%
Rolled First Pass
yield = 59%
Rework Loop
via Fax 10% of
the time
Customer Demand:
15 patients per Day
(Takt Time = 32 minutes)
8 hours per day
23
4 56 7 8 9
Risk
Reduction
(Joint Commision)
Meditech
420 mins.
1
Value Stream Champion: Paul Scanner
Created July 20, 2005
120 mins.
Reduce Data
Entry
Requirements
Standard
Work
Cross
Training
Standard
Work
%C&A = 85%
RFPY = 59%
Current State Value Stream Map
Purchasing — Non-repetitive purchases less than $5,000 Supplies Purchasing - Current State VSM
Finance
Review
Budget
PT = 5 mins.
C&A = 60%
6
Corp Purchasing
Manager
Approve in
ERP
PT = 5 mins.
C&A = 90%
1
0.25 days
5 mins.
0.5 days
5 mins.
5 days
5 mins.
1 days
5 mins.
1 days
10 mins.
0.5 days
15 mins.
3 days
5 mins.
7 days
15 mins.
10 days LT = 28.4 days
PT = 65 mins.
AR = 0.477%
Supervisor
Review Req.
PT = 5 mins.
C&A = 95%
2
Sys Engineer
Review
Requisition
PT = 5 mins.
C&A = 90%
1
IS Manager
Review
Requisition
PT = 5 mins.
C&A = 100%
1Financial Mgr
Review
Requisition
PT = 10 mins.
C&A = 95%
1
Admin Asst
Enter
Requisition
PT = 15 mins.
C&A = 98%
1
4 hrs. 40 hrs. 8 hrs. 8 hrs. 24 hrs. 56 hrs.
Originator
Inititate Req.
PT = 10 mins.
C&A = 10%
31
2 hrs.
Form File
File Maker
ERP
Quicken
Vendor
Website
Excel
4 hrs.
Customer Demand:
615 requisitions per y ear
20 ReqsExternal
Supplier
PT = 20 mins.
Hard CopySupplies
Data Entry
Corp Purchasing
Submit PO
to Supplier
PT = 15 mins.
C&A = 98%
6
10 Reqs 63 Reqs
1
2 3 4 5 6 7 8 9 10
RFPY = 4.2%
PT = Process Time
LT = Lead Time
C&A = % Complete & Accurate
AR = Activ ity Ratio (PT/LT x 100)
RFPY = Rolled First Pass Y ield
80 hrs.
© 2010 Karen Martin & Associates
Countering Resistance to
“Menial” Work
We resist doing work that’s “beneath us”
until we realize we’re already doing it
Supplies Purchasing - Future State VSM
Customer Demand:
615 requistions per year
Dept.
Manager
Approve
in ERP
PT=5 mins.
C&A = 90%
1
0.5 days
5 mins.
0.75 days
5 mins.
1 days
20 mins.
10 days LT = 12.3 days
PT = 30 mins.
AR = 0.508%
Supervisor
Review
Req.
PT=5 mins.
C&A = 95%
28 hrs.
Originator
Enter Req.
in ERP
PT=30 mins.
C&A = 85%
31
File Maker
ERP
Vendor
Websites
6 hrs.
Standard
Work for
review
Additional
IT access
Requisition
Checklist
Cross
Training
Additional
IT access
External
Supplier
PT=20 mins.
Supplies
4 hrs.
Auto Notify
Integrate Form
File with File
Maker
Use budget in place
of Quicken
Dedicated
Buyers
Corp Purchasing
Place
Order
PT=20 mins.
C&A = 98%
6
Approval
1
2 3 4 5
PT = Process Time
LT = Lead Time
C&A = % Complete & Accurate
AR = Activity Ratio (PT/LT x 100)
RFPY = Rolled First Pass Yield
RFPY = 71%
80 hrs.
Future State Value Stream Map
Purchasing — Non-repetitive purchases less than $5,000
Lack of awareness
Lack of confidence
Change fatigue
© 2010 Karen Martin & Associates
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
31
Current State Value Stream Map
Purchasing — Non-repetitive purchases less than $5,000 Supplies Purchasing - Current State VSM
Finance
Review
Budget
PT = 5 mins.
C&A = 60%
6
Corp Purchasing
Manager
Approve in
ERP
PT = 5 mins.
C&A = 90%
1
0.25 days
5 mins.
0.5 days
5 mins.
5 days
5 mins.
1 days
5 mins.
1 days
10 mins.
0.5 days
15 mins.
3 days
5 mins.
7 days
15 mins.
10 days LT = 28.4 days
PT = 65 mins.
AR = 0.477%
Supervisor
Review Req.
PT = 5 mins.
C&A = 95%
2
Sys Engineer
Review
Requisition
PT = 5 mins.
C&A = 90%
1
IS Manager
Review
Requisition
PT = 5 mins.
C&A = 100%
1Financial Mgr
Review
Requisition
PT = 10 mins.
C&A = 95%
1
Admin Asst
Enter
Requisition
PT = 15 mins.
C&A = 98%
1
4 hrs. 40 hrs. 8 hrs. 8 hrs. 24 hrs. 56 hrs.
Originator
Inititate Req.
PT = 10 mins.
C&A = 10%
31
2 hrs.
Form File
File Maker
ERP
Quicken
Vendor
Website
Excel
4 hrs.
Customer Demand:
615 requisitions per y ear
20 ReqsExternal
Supplier
PT = 20 mins.
Hard CopySupplies
Data Entry
Corp Purchasing
Submit PO
to Supplier
PT = 15 mins.
C&A = 98%
6
10 Reqs 63 Reqs
1
2 3 4 5 6 7 8 9 10
RFPY = 4.2%
PT = Process Time
LT = Lead Time
C&A = % Complete & Accurate
AR = Activ ity Ratio (PT/LT x 100)
RFPY = Rolled First Pass Y ield
80 hrs.
5 “Inspections”
© 2010 Karen Martin & Associates
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?
33
© 2010 Karen Martin & Associates
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
34
Supplies Purchasing - Future State VSM
Customer Demand:
615 requistions per year
Dept.
Manager
Approve
in ERP
PT=5 mins.
C&A = 90%
1
0.5 days
5 mins.
0.75 days
5 mins.
1 days
20 mins.
10 days LT = 12.3 days
PT = 30 mins.
AR = 0.508%
Supervisor
Review
Req.
PT=5 mins.
C&A = 95%
28 hrs.
Originator
Enter Req.
in ERP
PT=30 mins.
C&A = 85%
31
File Maker
ERP
Vendor
Websites
6 hrs.
Standard
Work for
review
Additional
IT access
Requisition
Checklist
Cross
Training
Additional
IT access
External
Supplier
PT=20 mins.
Supplies
4 hrs.
Auto Notify
Integrate Form
File with File
Maker
Use budget in place
of Quicken
Dedicated
Buyers
Corp Purchasing
Place
Order
PT=20 mins.
C&A = 98%
6
Approval
1
2 3 4 5
PT = Process Time
LT = Lead Time
C&A = % Complete & Accurate
AR = Activity Ratio (PT/LT x 100)
RFPY = Rolled First Pass Yield
RFPY = 71%
80 hrs.
Future State Value Stream Map
Purchasing — Non-repetitive purchases less than $5,000
1 “Inspection”
© 2010 Karen Martin & Associates
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
36
© 2010 Karen Martin & Associates
Facilitator Skills:
Psychology at Work
37
© 2010 Karen Martin & Associates
Tricky Facilitator Moments
Watch for Covert Resistance
38
© 2010 Karen Martin & Associates
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.
40
© 2010 Karen Martin & Associates
Tricky Facilitator Moments
Keep your radar well-tuned.
41
© 2010 Karen Martin & Associates
Tricky Facilitator Moments
What if you’re designing
someone out of his/her job?
42
© 2010 Karen Martin & Associates
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.
43
© 2010 Karen Martin & Associates
Tricky Facilitator Moments
What if someone is behaving
outrageously?
44
© 2010 Karen Martin & Associates
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.
45
© 2010 Karen Martin & Associates
Tricky Facilitator Moments
What if the team gets stuck
or goes out of scope?
46
© 2010 Karen Martin & Associates
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. 47
PACE Prioritization Matrix
High Low Anticipated Benefit
Ease o
f Im
ple
men
tati
on
Dif
fic
ult
E
as
y
20
7
5 13
4 23
1
22 8 9
2
10
16
11
6
12
14 19
15
17
3 21
18
© 2010 Karen Martin & Associates
Tricky Facilitator Moments
What if someone is
resisting?
49
© 2010 Karen Martin & Associates
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.”
50
Use visuals and data to demonstrate the
degree of dysfunction in the process
© 2010 Karen Martin & Associates
Tricky Facilitator Moments
What if it’s a risk adverse
environment and
innovation is lacking?
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© 2010 Karen Martin & Associates
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
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© 2010 Karen Martin & Associates
Develop a Photo Library
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© 2010 Karen Martin & Associates
Psychology in Use
Issue Resolution
Team is designing someone
out of a job
Quick intervention with
leadership and affected
parties
Professional level workers
feel a task is “beneath” them
Demonstrate the TRUE
impact and benefits
“Difficult person” no one
wants to work with
Involve them – they become
the greatest advocates
Organization is filled with
doubt and skepticism Hold REAL Kaizen Events
Leadership is reluctant to
give up tactical control
Help them see how their role
shifts for the positive
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© 2010 Karen Martin & Associates
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!!!!
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© 2010 Karen Martin & Associates
Transforming Organizations
Results
Actions
Beliefs
Experiences
-- From Partners in Leadership
© 2010 Karen Martin & Associates
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.
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© 2010 Karen Martin & Associates
Facilitator Support
The Kaizen Event Planner, Karen Martin &
Mike Osterling
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© 2010 Karen Martin & Associates
Karen Martin, Principal
7770 Regents Road #635
San Diego, CA 92122
858.677.6799
Additional Questions