Mind is a “pattern seeking mechanism”. Our mind gets conditioned – but once conditioned, its difficult to reshape. Learning to Unlearn is most important
What are PARADIGMS?
A paradigm is a way of thinking (based on values and beliefs, and reinforced by standards, habits and results) which influences our way of interpreting a given situation or problem. When we react to a situation in a stereotyped or usual way this is called a paradigm.Each person reacts according to the paradigms adopted.
Paradigms usually stands a long period of time until something occurs to bring into question the validity of the model.
What is CHANGE?
Change means “to cause to be different”. Change begins with acceptance.
We resist change because we fear
- Fear of failure
- Creating new habit
- No obvious need
- Loss of control
- Concern about support system
- Coming out of comfort zone
- Closed mind
- Unwilling to learn
- Fear of personal impact
- Fear about new way
- Fear of unknown
Looking at current scenario you all must have noticed that there is a huge resistance to change or changing the paradigms as people think:
- “We’ve always worked that way”
- “At first, I cared, but …”
- “It’s not my responsibility”
- “No-one told me”
- “I don’t have the time”
- “Anyway, it wouldn’t change anything”
- “Another gizmo which won’t last”
- “There are more important problems”
- “It’s not possible here”
- “We already have enough work”
- “What’s in it for me?”
5 Stages of change transition
Individual prerequisites for change to occur
Observations of Paradigms
It has been found that Paradigms are common – regional, religious, personal, professional etc.,Paradigms are essential – they give us guidelines, rules & regulations. “My Paradigm is THE Paradigm!” – more of a Warning than an observation. Largely, an outsider brings a shift in a paradigm and One needs lots of courage & conviction to bring a shift in a paradigm
Common management paradigms
Managerial technology is secondary!
Set policy and results will follow!
Train employees and Gemba improves!
Rely on sophisticated tools instead of Gemba tools!
Believes Gemba will ask “What is in it for me?”!
Quality is quality manager’s job!
Efficiency is industrial engineer’s job!
Cost cutting, not cost management (muda elimination)!
KAIZEN without focus and targets!
Do not go to Gemba!
The process of change – Gemba Kaizen Activities
But why do we need “CHANGE”
In a jungle in Africa every morning a lion wakes up and thinks he has to RUN “Faster” than the
“Slowest” Zebra, in order to SURVIVE.In the same jungle every morning…..….a zebra wakes up and thinks he has to RUN “Faster” than the “Fastest” Lion, in order to SURVIVE.
…so it does not matter whether YOU are a Lion Or a Zebra, when the Sun is up, you need to RUN ….For SURVIVAL
YOU ARE AT WAR …..every day , every moment , every second
BUT…is running enough ????
How to change the company culture?
People have Paradigms that are made of “Values and Habits”;Results are a consequence of the current “Values and Habits”;Values are related to Mind (what i think)…Habits are related to Gemba (what i do)…To change a Paradigm it is necessary to Change Gembas and to Change Minds…
- Way to Change Gembas:
- Do GK – Gemba Kaizen workshops;
- GK will break old habits and consolidate new ones with Visual Standards;
- Start Value Stream Projects in Model Areas;
- Do 5S, SDCA and PDCA at all levels.
- Continuous Gemba deployment (at the right speed of change).
- Way to Change Minds:
- Education and Training.
- Benchmark (perceive better Gembas);
- Gemba Kaizen Workshop Training (if you desire to see learn how to act);
- Read, develop a Vision and exercise the Power of Will;
- Continuous Education and Training (at the right speed of change).
P.S. If your leaders and colleagues are also interested in this subject, do them a favor and share this link. They may thank you for your concern and initiative.
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