change management and resistance to change. to help black-belts to understand that people need...
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Change Management
And
Resistance to Change
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• To help Black-Belts to understand that people need motivating, what motivates them, and why theory helps us to better understand what to do in practice.
• These notes will help you get better input from others involved in the Six Sigma projects and ‘buy into’ the programme.
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Resistance and Dynamic Equilibrium
For Change
Need to build
Innovation
Market forces
Competition
Trends
Fashion
Against change
Need to consolidate
Fear of change
Safety first
Stability
Tradition
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Motivation I
Maslow’s Pyramid
Physical
Security
Affiliation
Self Esteem
“Actualisation”
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• Each Higher level only motivates if the lower levels are satisfied.
• Once a level has been ‘satisfied’ it can no longer be used to motivate.
• Affiliation = Team - Club - Union - one of us!
• Self esteem is recognition
• The top three levels are all concerned with perception
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Self Esteem
Actually 4 dimensions
•My perception of myself
•My perception of how others see me
•How others actually see me
•How I am in reality
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Self Esteem II
• This is complicated!
• If each dimension can be split into 5, say Good - OK - Average - Poor - Terrible
• Then there are 55 = 625 different conditions of ‘Self-Esteem’
• So not as easy as it sounds to use this to motivate
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Self Esteem III
Example:
Steve McQueen - a Famous American Actor
He was good
Others thought he was good
he could see others thought he was Good
But he thought that he was sub-standard
Can you think of others?
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Self Esteem IV
Supposing that you think that a person is good
And he thinks he is Good
And he is Good
You still need to tell him!
Or else one dimension of his self-esteem can be damaged
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Motivation IIHertzberg’s Hygiene Factors
Hygiene Factors Motivators
Working Conditions Status
Pay Advancement
Job Security Recognition
Supervision Responsibility
Leadership Growth
Personal relationships Work itself
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Hygiene Factors:
Cannot be used to motivate
Can de-motivate
Have to be ‘cleaned up’ before motivation can begin
Motivators:
Cannot work if hygiene factors not cleaned up
Can be used to motivate
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Hygiene Factors
Pay
• As long as a person has ‘enough’ they can be motivated
• Charles Dickens - Top writer and Social reformer in the UK during 19th Century - e.g Oliver Twist - A Christmas Carol (Scrooge) - quote from Uriah Heep -
– “Annual income 20 shillings - Annual expenses 19.5 Shillings - Bliss”
– “Annual income 19.5 shillings - Annual expenses 20 Shillings - Misery”
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Hygiene Factors II
Leadership and Personal Relations
Good leadership is not a motivator in itself
Bad leadership can be de-motivational
Poor relationships are de-motivational
Good relationships allow motivation to ‘kick-in’
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Motivators
These are issues to do with self and the work itself
• Responsibility
• Status
• Advancement
• Recognition
Theses are all dimensions of Self-Esteem
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Other ‘Needs’ theories
McLelland: Three needs theory
Achievement - Power - Affiliation
Alderfer: ERG Theory
Existence - Relation - Growth
Handy: E Theory
Effort - Energy - Excitement - Expenditure
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Vroom’s Expectancy Model
An individual is subject to their own perception of reality - still used today - only ‘good’ model?
Probability of success
Decision
Value of reward if success
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Bounded Rationality
Herbert Simon (Nobel Prize)
Decision can only be based on actual knowledge - so person is bounded by what they know.
Hence communication empowers!
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McGregor
Theory X Managers Theory Y Managers
People don’t like work People like work
Do need to be forced Don’t
Not ambitious Ambitious
Don’t care about company Do care
Won’t make decisions Make decisions
Undisciplined Disciplined
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Likert“Good managers form teams”
4 types of manager
Orientation Type Assessment Results
Task Based Authoritative Poor Big staff
Benevolent Fair Turnover
Consultative Good Up-down Communication
People based Participative Excellent Up - Down -Lateral Communication
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Effective Organisations
Susan Jones:
• People are a resource not a cost
• Success depends upon treatment of people
• Quality control about people not products
• Collaboration is good
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Mintzberg
Discovered in 1970s that:
• Strategy is not developed at ‘the top’ of a company
• Drucker found this in 1950s
• Lindblom in the 1960s
• So strategy ‘emerges’ from the bottom
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EmpowermentRosbeth Kantor
• People should be given the authority to make decisions that effect their own job outputs - empowerment
• People make good decisions if encouraged
• So give then the tools to make better ones?
• Leads to Six Sigma ideas
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Structure - Culture
Burns & Stalker:
• It takes time to change - depends on culture
• 90% of an organisation is ‘hidden’ like an iceberg and is the ‘informal’ part of a company
• So give it time - some large companies change slowly
• Flatter structures work best - so get closer to the ‘bottom’ of the company (fits Mintzberg’s ideas)
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Encouraging Change
• To convince people to change they must be engaged in the decisions - empowered
• “Collaborative not Authoritative”
• People have good ideas - use them
• Theory Y shows that they really care
• They want the esteem - engage them
• Make them the force for change
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SummarySix-Sigma works because:
• People are ‘engaged’ within their own function
• They collect data and make decisions - empowerment
• They work in groups - affiliation - communication
• They gain responsibility - respect - esteem
• They make a real difference - are valued - esteem
• It also helps companies to make a bigger profit!