Free for the Asking
Why did TQM Fail?
|
-
|
Employees take their cues from mgmt. more
|
|
-
|
Executive & middle mgmt. oversights more
|
|
-
|
Didn't integrate quality into organizational structure more
|
Why do major change initiatives fail?
|
-
|
Part 1: The eight major reasons for failure.
|
|
-
|
Part 2: Consequences of these errors?
|
Confessions of a shot messenger
|
 |
Organizational Change & the Human "Wildcard" Factor
Many improvement activities stall, or even fail, due to unforeseen human factors. No one will ever deny the need for change, but why has it historically been so difficult to translate important organizational initiatives into significant action? Humans being humans, logic isn't always persuasive!
The effectiveness of any quality effort has nothing to do with "tools & techniques": Ultimately, it depends on their communication, which is determined by the quality of:
- Personal feedback given to employees,
- Relationships through which information flows,
- Perceptions and feelings influencing these relationships,
- Each individual's mindset.
Today's "bigger... better... faster... more... now!" society has created
unprecedented life stress resulting in rising levels of workplace defensiveness
and "finger-pointing" when things go wrong. Both coworker and customer
relationships feel its effects.
Good organizations will recognize this and help to channel all this emotion into achieving organizational goals and individual success through:
- Motivating themselves and coworkers to "own" their circumstances and talk about them truthfully,
- Developing zero tolerance for "blame" and "victim" ("It's not my fault!") mentalities,
- Realizing "the only person you can change and speak for is yourself,"
- Managing with the mindset "I'd rather be effective than just right... How can I change so as to get other people to change?"
This can be given as a 1 or 1-1/2 hour conference keynote speech or breakout session. Participants will gain insight to:
- Understand and deal with the frustratingly difficult, but, alas, natural process of personal growth and behavior transformation,
- Apply a practical model of emotional intelligence to accept and facilitate the personal responsibility needed to achieve organizational goals and individual success,
- Understand the hidden "land mines" beneath emotionally loaded group situations so as to let all involved "save face" and motivate a constructive group solution to the problem.
Back to Keynote Speeches & Conference Presentations
|
