Managing Change and Complexity
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Managing Complexity & Change Michael Cardus - www.create- learning.com
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www.create-learning.com Quality Professionals are challenged by the need to deal with some of the most complex issues in the organization requiring decision making and problem solving, even at times when the future is unclear or uncertain. Many aspects have to be considered such as local and global regulations, changing resources, increasing or changing customer needs, vendor issues, overlapping systems with differing needs and priorities, as well as staff competencies and training needs. Very few Quality Managers are trained to effectively handle managing change in times of organizational complexity. In order for the organization to thrive and last, long term plans must be made to address an often ambiguous future. Outcomes: • Understanding Information Complexity and Problem Complexity that will lead to greater success in achievement of long-term organizational quality goals and organizational innovations in services, processes and procedures; • Assess for others and self, the Current-Actual-Level of Information and Problem Complexity; • Increase quality completion of goals and task assignment, due to proper delegation in the proper way with the proper level of complexity and change; • Use specific tools and methods to coach and mentor others to flourish into their potential and increase their own ability to handle complexity and change as this creates a strong succession plan for ensuring the future of the organization. www.create-learning.com
Transcript of Managing Change and Complexity
Managing Complexity & Change
Michael Cardus - www.create-learning.com
Quick fixes to organizational problems:
•“New Age…the hierarchy will topple with this new e-generation”•Everyone acts “autonomously” doing what is right and everyone cooperates, without being clear of who is accountable or for what.•The walk about and everything will work out•Be like the Japanese•Be excellent; go from good to great; all in under a minute; while looking for your cheese; on your iceberg.•“We need more leaders and less managers”
We can all agree that it is good to be innovative, creative, and successful. The question is how to create the conditions to make it possible to be so.
Michael Cardus - www.create-learning.com
Deming to the Editor of Time Magazine 1981;
Dear Sir,Your article about Japan in TIME for 30 March 1981 is excellent, but the paragraph concerning my work is ridiculous and can do a lot of harm to American industry at the very time when they need guidance.
Dr. Deming did not just give a lecture in 1950. He gave 35 lectures in the summer of 1950 to engineers and to top management. Six months later he was there again, and six months after that yet again. He has made 19 trips to Japan.
One trouble with American industry today is that top management supposes that one lecture or one day will do it.
“Come, spend a day with us, and do for us what you did for Japan, that we too may be saved.”
It is not so simple. Few people in top management in America understand their responsibilities and know that they must serve a life term on quality and productivity from now on, under competent leadership. (Emphasis added)
Found in The W. Edwards Deming Institute 3rd Quarter 2005 NewsletterMichael Cardus - www.create-learning.com
Deming and Ackoff’s systems ideas enable us to manage what we cannot control. Organizations today are increasingly complex; they are beyond powers of traditional hierarchical management. Learning to manage for improvement of the system has become urgent in all fields. It pays great benefits. Systems thinking enables continual improvement, something that old-style management cannot attain. It improves businesses, hospitals, schools, nations, families–even ourselves–in this rapidly changing, increasingly complex and dangerous world. Amazingly, systems thinking helps us manage complexity and at the same time improve the quality of life for everyone involved.http://www.managementwisdom.com/syth2.html
Michael Cardus - www.create-learning.com
The application of overly simplified solutions adds cost in 2 ways:
•First, it leads to continual reorganizations and changes. •Second, the repeated changes attack the morale of your people and increases their change resistance.
Michael Cardus - www.create-learning.com
Complexity may be identified in terms of the number of variables that have to be dealt with in a given time in a situation, the clarity and precision with which they can be identified, and their rate of change. (Jaques 1998)
Michael Cardus - www.create-learning.com
Goal QQTR
Where you are
now Time
Span
& Felt
Weig
ht o
f Com
plexit
y
Michael Cardus - www.create-learning.com
Goal QQTR
Where you are
now Time
Span
& Felt
Weig
ht o
f Com
plexit
y
The longer t
he time-span
of the project.
The greater
the ambiguity…The greater
the unknown obsta
cles.
Michael Cardus - www.create-learning.com
We all think about complexity and time differently.
Michael Cardus - www.create-learning.com
How big is your bucket (how complex is the project)?What is the time-span of the longest goal to be completed?Who is BEST to fill the bucket (who has the requisite CAC)?How do you know?
Success will only move as high as
the ability to handle complexity of the individual
managing the work / staff.
Michael Cardus - www.create-learning.com
Michael Cardus - www.create-learning.com
Complexity Based Upon Time-Span ManagementComplexity Based Upon Time-Span Management
1 day to 3 Months
3 Months to 1 Year
1 to 2 Years
2 to 5 Years
Michael Cardus - www.create-learning.com
Michael Cardus - www.create-learning.com
Michael Cardus - www.create-learning.com
Michael Cardus - www.create-learning.com
Michael Cardus - www.create-learning.com
Images in order of appearance:http://www.flickr.com/photos/87913776@N00/5129625865/http://create-learning.com/blog/manager-training/your-quick-fixes-are-exacerbating-your-organizational-and-team-problemshttp://www.flickr.com/photos/kwl/4743024076/ http://en.wikipedia.org/wiki/Edwards_Deming http://create-learning.com/blog/manager-training/complexity-and-achieving-goals-at-work http://www.flickr.com/photos/davidw/2063575447 http://create-learning.com/blog/team-building/5-steps-to-determine-competency-in-work http://create-learning.com/blog/manager-training/9-indicators-that-a-manager-is-not-able-to-handle-the-complexity-of-the-work-some-ideas-of-what-to-do-about-it http://create-learning.com/blog/manager-training/the-difference-is-the-point-of-interaction http://www.amazon.com/Toyota-Kata-Managing-Improvement-Adaptiveness/dp/0071635238
Michael Cardus - www.create-learning.com
