Today’s post is from Karen Wilhelm. Karen has inspired me to connect and learn more through blogging. It has been great communicating with Karen over the last few years. Her insights are always enlightening. This is part two of a three part series.
We’ve seen in Part One of this article that a leader often has a preferential use of the task-oriented brain network, but we can also switch to the social neural domain.
Can a leader use both domains at the same time? Apparently, that doesn’t work out so well. That results in treating people as things — objectifying them — and manipulating them to achieve some goal, whether we mean to or not. People naturally recognize the insincerity. The leader may mean well in assuming an action will benefit people, but without proper use of the DMN operating, it’s impossible to know for certain what they want or need. When people aren’t involved in that DMN-related decision interaction, they aren’t as accepting of a management action.
The study’s authors have a couple of suggestions for training more versatile leaders. One is to use simulations for practicing switching. Another is to design career paths that alternate or split time between DMN creative endeavors like marketing or training others, and TPN activities like finance, IT, and quality assurance. In addition, Boyatzis says, management education should include more teamwork, service learning, internships and personal reflections on the impact of behavior and values on others.
Matt Wrye: As a lean change agent, the switching between TPM and DPM happens routinely. I have had to develop training and put myself in the learner’s shoes trying to understand what they need. Then a few hours later switch modes and work on solving a problem using data. I would say that my natural tendency is TPN and I have had to learn more about DPM through the years.
Chris Paulsen: It seems that most leadership roles require switching between TPM and DPM if they are to be done well. My natural tendency is definitely TPN and DPM takes more effort for me. The rotation between these two domains discussed in Part 1 may explain why being more people oriented seems to come easier on some occasions than others.
Visit Karen’s Lean Reflections Blog for more interesting blogs.
I had the pleasure of being a guest blogger on Karen Wilhelm’s Lean Reflections site. I wrote about the debate between centralizing versus decentralizing functions of a business.
Here is the beginning:
Should we centralize or decentralize our function?
Have you ever heard this question come up? I bet so. It is a very common question. The discussion could be around any area of service like procurement, IT, HR or many other functions that I haven’t mentioned.
I always seem to get the follow up question of “So what does lean say we should do?”
My simple answer is “Whatever makes the best sense for your company and your situation today.”
Most hate hearing this, but it is the truth. There is no lean perspective on this question. Both sides have good points and bad points to them.
You can read the rest over at Lean Reflections...
This week is Lean series week at Beyond Lean. The blog posts will center around strategy deployment (or Hoshin Kanri). Justin Tomac, Chad Walters, Karen Wilhelm and Tony Ferraro will be guest blogging. This will give you different perspectives from on strategy deployment all right here at Beyond Lean.
Today’s post is from Karen Wilhelm. Karen has inspired me to connect and learn more through blogging. It has been great communicating with Karen over the last few years. Her insights are always enlightening. This is part one of a two part series. The second part will post on Karen’s blog.
Part One: Japanese manufacturing leaders listen to Dr. Juran
As hoshin kanri — also called policy or strategy deployment — becomes better understood through Matt’s blog series, I thought I’d trace some of its roots, as described in some key publications. As with all things lean, hoshin kanri can mean many things to many people. Three key figures who brought hoshin kanri to light saw it from different perspectives too.
In 1951, for example, Dr. Joseph Juran gave a talk at the Industrial College of the Armed Forces (ICAF, 1951) — formerly the Army War College — to engineers involved in procurement of high-precision parts for armaments. Titled “Quality Control and Inspection,” the lecture focused on product quality characteristics and the use of statistical quality control (SQC). He talked about how assuring quality in product design and manufacturing processes instead of inspecting and rejecting parts that did not meet specs. In this particular talk, Juran only fleetingly touched upon cross-functional communication, continuous improvement, and other critical concepts included in hoshin kanri.
As many of you know, around the same time, Dr. Juran (as well as W. Edwards Deming) was speaking to groups of Japanese manufacturers who were more interested in his quality message than those in the U.S. or Europe, Toyota began sending key managers to quality seminars as early as 1949. Along with other seminars, Dr. Juran was asked to hold a special one for the industrial leadership of Japan: 70 presidents of Japanese companies.
Juran never used the words hoshin kanri, but from the 1950s on, he described an integrated plan for integrating quality into the company’s management system (Juran, 1988). A company taking this path would be developing a quality strategy understood and carried out at every level of the company. Communication and coordination across functional departments would be effective. Upper management would understand and
perform the tasks needed to make the quality strategy take root.
Juran called the highest level of guiding and planning the strategy Total Quality Management (TQM) or sometimes Strategic Quality Management (SQM). Far beyond the control and inspection of product or service quality, these approaches encompass customer demand, competition, and feedback loops. They advocate creating processes to produce high quality products at a reasonable cost. Juran talked about quality deployment as part of the overall strategic plan, mostly with regard to products and their physical characteristics. Although he was sticking to quality deployment, not the deployment of a company’s entire business system, these concepts are hallmarks of hoshin kanri.
Joseph Juran, Quality Control and Inspection, Publication L51-94, Industrial
College of the Armed Forces. 1951.
Joseph Juran, Juran on Leadership for Quality: An Executive Handbook, The Free
Press, division of Macmillan. 1998.
Takahiro Fujimoto, The Evolution of a Manufacturing System at Toyota, Oxford
University Press. 1999.
Final review is the blog Lean Reflections. Karen Wilhelm is the author of the blog. Karen and I met last year during the Blog Carnival roundup. It was her roundup post last year that encouraged me to try new blogs this year. That led to me discovering Squawk Point and All Things Workplace. Thanks, Karen!
Karen’s post are thought provoking. Here Karen raises the question of understanding the brain more might help lead us to understand why people resist change and lean.
This post talks about Temple Grandin and her ability to use visual thinking to see the improvements that are needed in the process flow of the livestock industry. It stresses the point that we need to pretend we are the product moving through a process. Be the thing in order to better understand what is happening to the thing.
Karen’s blog is a great read.
Don’t forget to look for more reviews from other bloggers during the Blog Carnival Annual Roundup.