Reducing Variation in Human Behaviour
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Transcript of Reducing Variation in Human Behaviour
Reducing VariationIn Human Behavior
Robert V Berry
VP Strategic Improvement
Premier Health Partners
(937)208-2182
© Copyright 2005
Phil Wagar
Director, Organizational Effectiveness
Premier Health Partners
(937)208-5436
November 18, 2005 Reducing Variation In Human Behavior 2
Premier Health Partners
>10,000 employees Largest non-governmental employer
in Dayton Multiple ambulatory care, home
care, and extended care facilities
Founded in 1932560 licensed beds
Level 2 Trauma
Good Samaritan Hospital
Founded in 1917310 licensed beds
Level 3 Trauma
Middletown Regional Hospital
Founded in 1890850 licensed beds
Level 1 Trauma
Miami Valley Hospital
November 18, 2005 Reducing Variation In Human Behavior 3
PHP Process Philosophy
ProcessProcess
Y = f (X)
Customers Suppliers
Outputs Inputs
Valuable
Effective
Adequate
Efficient
Available
Valuable
Effective
Adequate
Efficient
Available
• redesign
• simplify
• standardize
f(the process)
Lean
• optimize
• setpoints
• control
x(inputs to the process)
Six Sigma
November 18, 2005 Reducing Variation In Human Behavior 4
A Formula For Change
Technical Solution
Technical Solution
Cultural Solution
Cultural Solution
Effective Results
Effective Results
Q x A = E
The Effective Result (E) of the solution is a function of the Quality (Q)
of the solution and the Acceptance (A) of the idea.
When human behavior is the technical solution
Managing Human Behavior
freactor design
xtemperature setting
pump speeds
reactor pressure
Standardization through:• Bricks & mortar• Equipment sequence• Computer programming
Control through:• Computer controllers• Mechanical safeguards• Measurement gauges
… but I work in a hospital
fpatient transfer report
(transfer of knowledge at nurse exchange)
xcommunication skills
information priority
sufficient timeStandardization through:• Documented SOPs• Training• Designed Forms
Control through:• Motivation• Carrot/stick• Recruiting practice
November 18, 2005 Reducing Variation In Human Behavior 6
Right Behavior at the Right Time
time
processvalue
Stable Operations
• conformity• attention to detail• repeatability• standardization
Period of stable operations
Process Improvement
• creativity• innovation• strategic thinking• openness
Period of process improvement(breakthrough or incremental)
November 18, 2005 Reducing Variation In Human Behavior 7
Traditional Approaches
Tell them what to do - repeat as necessary
Get other people (“trainers”) to tell them what to do - repeat until the money runs out
Create arbitrary numerical “stretch” goals
Bring it up in the yearly performance appraisal
Provide punishment (“discipline”)
Complain, but not directly to the performer
Create and publish a vision statement
Provide tote bags, mugs, motivational posters
Offer cash
High Cost; Low Impact; High StakesHigh Cost; Low Impact; High Stakes
November 18, 2005 Reducing Variation In Human Behavior 8
Weaknesses of Traditional Methods
Unscientific
Unsystematic
Frequently ad hoc; invoked in reaction to lack of progress
Seldom sustainable
Expensive
Tend to increase variation among individuals, when consistency is called for
Little measurable impact on either daily operations or commitment to process improvement
Not a good fit with systematic, data-driven Lean/Six SigmaNot a good fit with systematic, data-driven Lean/Six Sigma
November 18, 2005 Reducing Variation In Human Behavior 9
Is There Another Way?
What is needed:
A set of methods and processes for solving problems related to the performance of people in the workplace, which is:
Systematic
Scientific,
Grounded in empirical evidence,
Open to all means and media,
Focused on achievements that both the human performers and the organization value.
Human Performance Technology (HPT)Human Performance Technology (HPT)
Source: Stolovich & Keeps: What Is Human Performance Technology, 1992
November 18, 2005 Reducing Variation In Human Behavior 10
Traditional methods:
Hearts & minds focus
Ideological or emotional appeal
Solution oriented
Attempts to correct discrepant behavior
Seldom measurable in either processes or outcomes
Attracts human relations professionals
Human Performance Technology:
Behavior & achievement focus
Rational appeal
Cause oriented
Attempts to prevent discrepant behavior
Eases measurement of behaviors and achievements
Attracts those interested in engineering human performance
HPT Applies Scientific, Systematic Methods to Human PerformanceHPT Applies Scientific, Systematic Methods to Human Performance
Comparison
November 18, 2005 Reducing Variation In Human Behavior 11
Applying Human Performance Technology
1. Determine what the people are currently accomplishing
2. Determine what needs to be accomplished
3. Identify “exemplary performance”--what the best are able to do
4. Measure exemplary performance
5. Measure typical performance
6. Compute the discrepancy between typical and exemplary performance
7. Calculate the economic value of this difference
8. If economically justified, intervene to raise the level of typical performance
9. Sustain the new level of performance
1. Determine what the people are currently accomplishing
2. Determine what needs to be accomplished
3. Identify “exemplary performance”--what the best are able to do
4. Measure exemplary performance
5. Measure typical performance
6. Compute the discrepancy between typical and exemplary performance
7. Calculate the economic value of this difference
8. If economically justified, intervene to raise the level of typical performance
9. Sustain the new level of performance
Sidebar:DMAIC Analogy
This process mirrors the DOE process of screening, optimizing, defining tolerances, measuring, and controlling vital x’s
November 18, 2005 Reducing Variation In Human Behavior 12
HPT Fundamental Systems View
Any BusinessResources Markets
Products/Services
Orders
Source: Rummler & Brache: Transforming Organizations Through Human Performance Technology, 1992
November 18, 2005 Reducing Variation In Human Behavior 13
HPT Fundamental Systems View
The Organization Level
Function A
Function B
Function C
November 18, 2005 Reducing Variation In Human Behavior 14
HPT Fundamental Systems View
Process 1 Process 2 Process 3
Function A
The Process Level
November 18, 2005 Reducing Variation In Human Behavior 15
HPT Fundamental Systems View
Process One
The Job/Performer Level
November 18, 2005 Reducing Variation In Human Behavior 16
HPT Fundamental Systems View
Input Output Consequences
Feedback
November 18, 2005 Reducing Variation In Human Behavior 17
Six Vital X’s for Human Performance
Individual Performance is a function of:
1. Performance Specifications2. Task Interference3. Consequences4. Feedback5. Knowledge & Skill6. Individual Capacity
Input Output Consequences
Feedback
All six arenecessary In the vast
majority of cases, these last two are NOT the cause of poor performance
November 18, 2005 Reducing Variation In Human Behavior 18
Six Vital X’s for Human Performance
1. Performance Specifications2. Task Interference3. Consequences4. Feedback5. Knowledge & Skill6. Individual Capacity
Chemical Reactor
• Recipe
• Temperature set points
Nurse Transfer Report
• Clear instructions
• Quality, quantity, timing of outputs (What will success look like?)
• Job aids to reduce reliance on memory
• Training events to reduce variation in what people see and hear
• Method for evaluating what people see and hear (calibration)
November 18, 2005 Reducing Variation In Human Behavior 19
Six Vital X’s for Human Performance
1. Performance Specifications2. Task Interference3. Consequences4. Feedback5. Knowledge & Skill6. Individual Capacity
Chemical Reactor
• Mechanical failure
• Impurity
Nurse Transfer Report
• Sufficiency of time, especially when task is new
• Sufficiency of forms, communication tools
• Management support, direction, visibility
• Potential distractions
(See Potential Constraints list)
November 18, 2005 Reducing Variation In Human Behavior 20
Six Vital X’s for Human Performance
1. Performance Specifications2. Task Interference3. Consequences4. Feedback5. Knowledge & Skill6. Individual Capacity
Chemical Reactor
• None
• Awareness of consequences requires consciousness
Nurse Transfer Report
• Nurses (and patients) experience positive consequences from new process
• Natural positive consequences are best; artificial or imposed positive consequences may help
• Reduce negative consequences for doing it right; some are hidden
• Create negative consequences for poor performance, if necessary
November 18, 2005 Reducing Variation In Human Behavior 21
Six Vital X’s for Human Performance
1. Performance Specifications2. Task Interference3. Consequences4. Feedback5. Knowledge & Skill6. Individual Capacity
Chemical Reactor
• Process control
• Process adjustment
Nurse Transfer Report
• Immediate feedback provided to nurses about
doing it right (reinforcement),
almost right (adjustment), or
wrong (redirection)
• Requires a “coaching” skill set
• Peers can provide feedback, if skilled
• Need for feedback declines over time
November 18, 2005 Reducing Variation In Human Behavior 22
Six Vital X’s for Human Performance
1. Performance Specifications2. Task Interference3. Consequences4. Feedback5. Knowledge & Skill6. Individual Capacity
Chemical Reactor
• Designed in
• Unchanging
Nurse Transfer Report
• Knowledge about linkage of this new process to important values: patient care, expert nursing, etc.
• Skills related to communicating:
Listening
Informing
Documenting
Maintaining focus
November 18, 2005 Reducing Variation In Human Behavior 23
Six Vital X’s for Human Performance
1. Performance Specifications2. Task Interference3. Consequences4. Feedback5. Knowledge & Skill6. Individual Capacity
Chemical Reactor
• Designed in
• Unchanging
Nurse Transfer Report
• Do nurses have the requisite attitude, motivation, desire, professionalism to succeed?
• Difficult or slow to change if dysfunctional; solutions lie in hiring and selection systems; tolerance of character issues; nursing “culture,” etc.
November 18, 2005 Reducing Variation In Human Behavior 24
Six Vital X’s for Human Performance
1. Performance Specifications2. Task Interference3. Consequences4. Feedback5. Knowledge & Skill6. Individual Capacity
Three Traps for Improvement Consultants or Teams
1. Ignoring or minimizing X1, X2, X3, and X4
2. Over-reliance on training (X5)
3. The “Fundamental Attribution Error”: assuming that failure to perform is strictly a function of X6
November 18, 2005 Reducing Variation In Human Behavior 25
Right Behavior at the Right Time
time
processvalue
1. Performance Specifications2. Task Interference3. Consequences4. Feedback5. Knowledge & Skill6. Individual Capacity
The same six X’s apply to
sustaining consistent
performance. . .
. . . and to periods of innovation,
although the nature of each X
will change.
November 18, 2005 Reducing Variation In Human Behavior 26
Summary
Lean & Six Sigma principles are 100% applicable to transactional settings…
•Service and Transactional processes rely heavily on consistency of human behavior
•The Control Phase must be adapted to recognize the complexities of measuring and managing human activities
•Tools such as Human Performance Technology exist to help manage the right behavior at the right time
Leverage other disciplines to help apply the rigor
Reducing VariationIn Human Behavior
Robert V Berry
VP Strategic Improvement
Premier Health Partners
(937)208-2182
© Copyright 2005
Phil Wagar
Director, Organizational Effectiveness
Premier Health Partners
(937)208-5436
November 18, 2005 Reducing Variation In Human Behavior 28
FYI: Forms of task interference
1. Absenteeism or turnover of key personnel
2. Delay in approval of actions
3. Inadequate clerical support4. Shortages of supplies or
materials5. Excessive restrictions on
operating expenses6. Inadequate working
conditions7. Inability to hire needed
staff
8. Performance of co-workers
9. Performance of subordinates
10. Performance of management
11. Unclear structure or relationships
12. Excessive paperwork
13. Unpredictable workload
14. Excessive workload
15. Changes in policy & procedure
Where to look if people “aren’t doing it right.’Where to look if people “aren’t doing it right.’
November 18, 2005 Reducing Variation In Human Behavior 29
FYI: Forms of task interference
16. Negative pressure from co-workers
17. Unpredictable changes to the type or amount of work assigned
18. Lack of proper equipment19. Inadequate
communication within the organization
20. Variability in the quality of raw materials
21. Economic conditions (interest rates, labor availability, costs of basic goods and services)
22. Inadequate training
Source: Kane, 1982; Bernadin: Increasing the Accuracy of Performance Measurement, 1990
Where to look if people “aren’t doing it right.’Where to look if people “aren’t doing it right.’