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

Overall Consulting Approach
I feel that the best overall approach for success with lasting results would be via the approach of the aforementioned "blitz team" - a team consisting of 5-7 personnel assigned virtually full-time to solving the issue either until it is finished or set up to truly succeed.

As a former internal consultant, I totally agree with the conclusions in Godfrey's excellent article. Regardless of best intentions, many organizations' experiences with project "teams" (sometimes called "committees with names") have been that they are a colossal waste of time for the results attained.

It is very difficult to do "special" projects when the current work is unintentionally designed to take up over 100% of people's time. Well-intentioned people can make no more than a token effort in their non-existent "spare time," making the project drag on...and on. "Vested interests" in the status quo will take advantage of this slow pace to "circle their wagons," making the team's efforts even more frustrating. Showing a commitment to having personnel take time off from their usual jobs and arranging for appropriate coverage (or taking the temporary "hit") sends a very strong signal to the culture that the management is serious about the project's results.

It would be my intention to facilitate and train the "blitz team" while simultaneously mentoring the appropriate internal "change agent" to, in essence, take my place. I would expect this to take, initially, 3-5 working days and no more than 10 working days total (Rest assured that I would be subsequently available by e-mail or phone as questions came up).

In other words, my goals are to make your personnel immediately "own" the problem, learn a way to deal with future problems, set them up to succeed, and have them get the lion's share of the credit. My intent is to wean the team from the "outside consultant" and have my skills used in the future on an "as needed" basis - occasional one or two-day visits to reinforce methods, help people get "unstuck," and educate them in even more advanced thinking.

Initial Retreat to Focus Issue and Methodology
However, for this approach to succeed, it will take tremendous support from the culture. Past cynicism from frustrating, failed efforts will cause the glazed eyes/"Here we go again"/"This, too, shall pass" reactions. This is why some very important "up front" work will be required - and this work is outlined beautifully in Godfrey's excellent article.

I would recommend an initial afternoon-evening session, say 3-5 PM, dinner from 5-7 PM, and an evening session from 7-9 PM, in a retreat format to set up the basic ideas, approach, and get a history of the problem. I have found this format to be useful because the participants then get to "sleep on" the new and unfamiliar principles. I would use Joiner videos #3 & #8 during this time, which would encourage some very important dialogue. Because of the content of video #8, it would be important to have any manager whose support will be needed on this project to attend. Attendance by executive management would also send a very positive signal - their attendance at the next day's session would be optional, but I would want them to commit to at least attending a summary of the proposal and supporting efforts that will be needed from them to make it succeed.

Potential team members as well as people whose knowledge will be vital to solving the problem should be invited to attend as well as any other interested personnel. Part of my objective is to have participants begin to see this as an everyday methodology that can be used to solve future problems.

The next day (which could be anywhere from 4-8 hours depending on the progress made and beforehand preparation) is very results-oriented and spent entirely on the problem to set up the parameters for the "blitz team." I guarantee that you will experience several eye-opening "Oh, my gosh!" moments as I facilitate the material from the night before - It will take on a whole different light and the group will have conversations it has never had before. The important result will be to have the team go back and immediately "land on its feet" - many issues will be depersonalized and establishment of a common language focused on results will accelerate efforts. It will be very effective in overcoming the lurking resistance of past cultural cynicism.

What is a "Blitz Team?"

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