Archive for September, 2008

Lean Service and Performance Improvement

Thursday, September 25th, 2008

 How does the field of performance improvement differ from lean service (sigma)?  I suspect if the question is posed to practitioners in each field, they would separate like oil and water (or Democrats and Republicans).  In fact, many of the same tools are in used in lean service and performance improvement practices.  Performance improvement professionals would like to believe that lean service is a re-packaging of continuous quality improvement.  However, there is an important difference between the two.  Performance improvement tends to be a reactive practice.  A problem emerges and performance improvement practitioners are asked to resolve the problem. Lean service, on the other hand, it a mindset and philosophy.  Lean service seeks to eliminate problems; it is a proactive, forward leaning approach to business.  Performance improvement is like remodeling a house and lean service is analogous to building a new house from the ground up.

Your thoughts?

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Continuous Learning – The “To-Learn” List

Friday, September 12th, 2008

Workplace learning and performance (WLP) professionals understand that organizations are faced with ongoing change. Such organizations require a workforce that is engaged in continuous learning in order to remain competitive. Yet the saying, “Physician heal thyself” could apply to many WLP professionals. The “To-Learn” list for WLP professionals is broad and long. It expands beyond learning and business to technology and new models of business.

It is not enough to understand organizational development, organizational structure, and adult learning principles. WLP professionals must also add e-learning, social networking tools, and business fundamentals to their repertoire of tools and skills. The top item on my personal To-Learn list is lean service. In reading the tea leaves, WLP professionals must understand, and many potential employers/clients require certification, lean service. If you do not understand value added principles, how can the client/employer trust that you can add value for them? The second item on my To-Learn list is to expand my understanding of blogs and wikis and to leverage this understanding.

What is on your list?

Lorretta J. Davis, SPHR

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Organizational Structure

Thursday, September 11th, 2008

 

Practitioners in organizational development, organizational effectiveness, and other related consulting disciplines place great importance on organizational structure.  Organizational structure is often defined by management structure; hierarchical, flat, matrix, or some hybrid version.  Management structure influences the flow of information.  I am suggesting that neither information flow nor management structure define organizational structure.  What does?

 

In our global economy, knowledge is the new currency.  How knowledge is created and shared in organizations is what determines an organization’s structure.  Created and shared knowledge is what adds value to an organization, creates a competitive advantage, and shapes the organization.  Old organizational structures are being challenged by the need to transform information into created and shared knowledge.  That is not a top-down structure or a lateral structure.  It occurs in the white space of organizations.  It results from relationships vetted by common goals and interests.  It invites organizations to use and leverage social networking tools.  It requires managers and leaders who engage in transparency and a willingness to lead by sharing.

 

Your thoughts?

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Posted in Blogging, Organizational Structure | No Comments »

Managers and Politicians

Sunday, September 7th, 2008

There is a true analogy between politicians and managers.  Much like politicians, it seems employees think more of managers they like, regardless of the manager’s effectiveness.  Just as the general public listens to the rhetoric of politicians– knowing the politician will accomplish few if any of the promises made, employees listen to the official stance of company policies as expounded by managers.  In both cases, the employees and the general public recognize “smoke” when they see it. 

 

Here is the problem. If you are this type of manager, your management style is not effective in today’s environment.  In an at-will employment society, in a society where knowledge is the new currency and information is accessible, transparency in communication, behavior, and practices is required.  Managers, leaders, and politicians who are transparent are the ones who will endure and able to create sustained change efforts.  That is straight talk.

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