Change Management is the six step process of:

1. Establishing the need for change,
2. Designing the change that best responds to that need,
3. Identifying the effects of the planned change,
4. Planning implementation of the change,
5. Implementing the change effectively, and
6. Measuring the results of the change.

These six steps are aligned with an Enneagram, a framework for change as a continuously evolving life-cycle process.

There are also 3 major phases or stages of change: Current State, Transition State, and Future State.

Learning Objectives:

a) Be able to see change as a natural life-cycle process using the Enneagram as a framework

b) Be able to use the 6 steps to manage an actual change of your own

c) Be able to understand the 3 phases of change and decide what actions to take based on which phase of change you’re in

d) Be able to experience change as both a personal process as well as an organizational process

Who Should Attend:

Anyone dealing with change in an organization setting:

1. Managers
2. Human Resource professionals
3. Supervisors
4. Executives
5. Trainers
6. Organization Development professionals
7. Counselors
8. Coaches

Duration:

2 – 3 days

JCM Work Designs/The Lean Sigma Team can design and conduct this workshop to meet your specific needs.  Please contact us for a formal proposal.

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Conflict is natural in any human relationship….certainly occurring in a work environment. Since this conflict is natural, the goal of a group is not to eliminate conflict but to view it as essentially healthy and an opportunity for growth.

There are 5 common ways of dealing with organizational conflict: 

1. Denial or withdrawal
2. Suppression or smoothing over
3. Power or dominance
4. Compromise or negotiation
5. Integration or collaboration

The first 3 are destructive ways to resolve conflict. The last 2 are constructive ways.

Conflict Management is about resolving conflicts in positive, constructive ways so there are “win/win” outcomes for all parties involved.

Learning Objectives:

a) Learn the consequences of the 5 basic ways conflicts are dealt with (normally)

b) How to resolve intra-personal conflicts

c) How to resolve interpersonal conflicts

d) How to resolve intra-unit conflicts

e) How to resolve inter-unit conflicts

f) How to resolve intra-organizational conflicts

g) How to resolve inter-organizational conflicts

Who Should Attend:

Anyone finding themselves in a conflict situation and wanting to have it resolved:

1. Managers of organizations (all levels, all types of organizations)
2. Individuals having difficulty coping with their jobs
3. Individuals having difficulty with others at work
4. Human Resource personnel
5. Trainers
6. Coaches, counselors

Duration:

2 – 3 days

JCM Work Designs/The Lean Sigma Team can design and conduct this workshop to meet your specific needs.  Please contact us for a formal proposal.

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Critical Success Factors (CSFs) are those vital few (as opposed to the trivial many “Phantom Success Factors (PSFs) performance factors that, when properly identified and driven favorably, lead to superior business results for your operation.

The problem is the many PSFs lurking around. PSFs lead to activity traps. The tend to keep the unskilled off balance. When PSFs are properly identified and driven favorably, “standard” results are achieved….leading to disappointment and renewed efforts with these PSFs.

So….CSFs are important to identify, to measure, and to use in driving improvement. They should be visually controlled and openly communicated.

Learning Objectives:
Participating in the Critical Success Factor (CSF) workshop will enable people to:

a) Describe CSFs

b) Differentiate CSFs from PSFs in their own organizations

c) Figure out how to measure and properly drive improvements in each CSF

d) Create the right kind of Visual Controls for the CSFs

e) Develop an Obeya (War Room) for these CSFs

f) Stop using the PSFs in their organization

Who Should Attend:

People who’s jobs are concerned with measuring performance, setting performance goals and objectives, and managing consequences (positive and negative) regarding actual performance:

1. Managers (all levels, all functions)

2. Supervisors

3. Directors

4. Vice Presidents & General Managers

5. Plant Managers

6. Executive VPs and CEOs/CFOs/COOs/CTOs/CIOs

Duration:

1 day

JCM Work Designs/The Lean Sigma Team can help you with this workshop.  Please contact us  for a formal proposal.

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Employee Surveys are excellent in that they provide useful data and qualitative information to help strategize and plan for improvement. The one JCM Work Designs provides is a derivative of one used many times at a Fortune 100 company annually to do just that: measure employee opinions in a variety of dimensions in order to plan for improvements in these dimensions.

The dimensions are:

1. Customer Focus
2. Values and Vision
3. Self-Management
4. Job and Work System Design
5. Capability, Learning, and Renewal
6. Leadership, Coaching, and Change
7. Results-Driven Action
8. Diversity

A results grid is provided that positions the employee answers for each of these categories in a Level of Empowered Individuals vs. Level of Empowered Teams matrix. The goal, of course, is to have organizations score in the Hi-Hi quadrant of this grid. Anything other than this represents opportunity for improvement.

Learning Objectives:

Organization leaders using this Employee Survey will learn:

a) The protocols this Employee Survey is constructed from.

b) Definitions of each of the 8 categories and how they relate to high performance.

c) How to administer this employee survey.

d) What to do with the results of this employee survey.

e) How to communicate results and intended actions coming out of this employee survey.

Who Should Attend:

1. CEO’s and Executive Vice Presidents

2. Vice Presidents and General Managers

3. Union Officials

4. Plant Managers and Superintendents

5. Department Managers (all functions)

6. Supervisors

7. Human Resource personnel

8. Trainers

9. Employees (any/all)

Duration:

1 day

JCM Work Designs/The Lean Sigma Team can design and conduct this workshop to meet your specific needs.  Please contact us for a formal proposal.

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Dictionary Definition  

Empower – to give people power or authority; to enable; permit  

“em” – to cause to be; make

“power” – strength or force; might; the ability to do or act; authority, right, control, influence

“ment” – the act or state or fact of; the condition of being; the product or result of

How others have defined “empowerment”:

Empowerment is a leadership process for enabling the individuals in an organization to engage in activities for and by themselves by authorizing and investing power in them so that they can unleash energy into the organization.

The development and use of personal power and the support of the development and use of power in others to meet business requirements.  

Empowered people freely initiate improvement at thepoint and time of opportunity because they:

• know what to do
• want to do it
• have the ability to do it
• have the authority and opportunity to do it

and as a result accept responsibility for their actions and business success.  

Empowerment is improving the ability to meet customer requirements by individuals themselves choosing to develop and use their personal power within an environment that supports and enables growth.  

Empowerment is “zapping” people with responsibility, authority, identity, energy and power; not “sapping” people by taking power away.

Empowerment is a leadership process of “lifting people into their better selves.

Empowerment is clearly aligned with Theory Y Assumptions (and corresponding behaviors) toward people–NOT Theory X Assumptions.

Empowerment IS…. Empowerment IS NOT….

Standing Tall ………….Working in a subordinate posture

Maximum discretionary effort applied….. Minimal compliance with procedures

Engaging heart, head and hands …..Acting as a hired-hand

Responsibility, Capability, Accountability …..Words on a wall or plaque somewhere

Theory Y- based …..Theory X-based

Unconditional Positive Regard …..Conditional

Giving autonomy to people & groups …..Making “command decisions”

Enabling people to be & do their best …..Giving orders

Expressing feelings and facts openly ……Holding back feelings

Facilitating learning …..Keeping own ideas “close to the vest”

Stimulating independence & interdependence …..Exercising authority over people & groups

Listening with the intent to understand …..Asserting your own point of view

Delegating ….Coercing

Offering feedback & receiving it …..Instructing & giving advice

Encouraging self-evaluation …..Evaluating others

Being a self-manager….. Managing the performance of others

Continuous learning….. Remaining stagnant in learning

Empowerment Principles

The Technical Systems Work Better when:

• Teams are aligned so that people are responsible for finished products and services or complete processes instead of specific steps in the process or particular pieces of equipment.

• People are multi-skilled, understand the technology and are aware of how their work affects the quality of the end product.

• Variances are identified and problem-solved at the point where they occur by the people closest to and knowledgeable of the work.

People Work Better when:

• They have opportunities to satisfy important personal needs through the work itself.

• They have input into decisions which affect them directly.

• They are appropriately reinforced.

• They are free to use their experience and judgement.

• They belong to groups which can provide social support, help clarify important values, encourage effective performance and facilitate the effectiveness of interdependent tasks.

• Unnecessary social differences are eliminated.

Teams Work Better when:

• Team members can identify with the product/service produced, the customer and the business.

• Team members cooperate and work together in order to complete their tasks effectively.

• Teams have the authority and capability (knowledge, skills, resources) to meet commitments.

• Team size and physical boundaries make it easy to communicate and be flexible in adapting to changing situations.

• Teams get accurate and timely information about their performance (from internal & external sources).

Organizations Work Better when:

• Organization boundaries:

— are at the completion of a process or product transformation,

— create a business focus, and

— reflect the physical boundaries.

• Cooperation is maximized across boundaries between units, functions and levels.

• The organization detects and responds to changes in its external environment.

• Agreed-upon purpose, values and principles exist to guide behaviors.

• The organization is based on an integrated, systemic design so that leadership, structure and policies support the desired organizational behaviors.

• Design is specific to the organization and includes provision for on-going self-analysis and redesign as needed.

• Leadership is shared.

• The organizational structure is flexible.

• Administrative policies and procedures are few in number.

Characteristics of Empowered Individuals

1. There is strong self awareness and self confidence.

2. There is a strong personal vision of excellence.

3. There is a strong alignment of personal and organization values . . . “walks the talk.”

4. The individual is more intrinsically motivated than extrinsically.

5. There is a high level of knowledge and competence in the areas the individual is working.

6. The individual views the world from a systems perspective. . . “the big picture” and how things are linked and integrated.

7. The individual strives for “what is right” and not “who is right.”

8. There is a high degree of integrity and ethical behavior.

9. “Plays to win vs. playing not to lose.”

10. The individual thinks and acts in creative ways.

11. The individual feels a sense of pride in what he or she does for a living, in the organization, and in the company.

12. The individual creates an environment which aids others in empowering themselves.

13. There is willingness to make personal sacrifice and challenge current paradigms.

14. The individual acts to bring order out of chaos.

15. The individual assumes personal accountability for his/her actions.

Characteristics of Empowered Managers and Supervisors

1. Managers and supervisors provide clear direction and objectives for the organization. Business information is openly shared at all levels in the organization.

2. Managers and supervisors help individuals understand how their contributions fit into the larger whole.

3. Managers and supervisors listen effectively for and care about individuals’ needs, goals and aspirations.

4. Managers and supervisors assess capabilities and provide opportunities and resources for developing capabilities in a way that stretches individuals beyond their current capabilities.

5. Within defined boundaries and expectations, managers and supervisors “let go” and expect individuals to exercise their own personal power and take responsibility for their actions.

6. Managers and supervisors reward and recognize people who behave in an empowered way (e.g. rewarding the learning that comes from mistakes).

7. Managers and supervisors assist in removing conditions that lead to powerlessness (e.g., barriers to effective teamwork).

8. Managers and supervisors behave in a way that is consistent with individual empowerment behaviors.

Characteristics of an Empowered Environment forWork Systems Redesign

1. There is alignment of personal and company objectives. As a result, people understand their objectives, perceive them as significant pieces of work which contribute to the larger whole, and are committed to achieve them.

2. Personal capabilities (social, technical, and improvement) are kept on the leading edge. The organization expects individuals to be “stretched.”

3. There is a high level of individual and team self management which is consistent with established principles, boundaries and direction.

4. The work environment supports the development of the desired characteristics of empowered individuals.

5. The environment expects people to play a participative role in the design of their work, setting direction, and resolving problems.

6. Work is accomplished through effective interdependent teams within and across organizations.

7. All organization members demonstrate leadership characteristics.

8. Communications processes exist which provide people the information they want and need in

order to perform and improve the work.

9. Teams adhere to principles, procedures, systems and practices in a disciplined way.

Empowerment As Viewed by the Customer

1. The organization’s products and services provide a competitive advantage for its customers.

2. The organization is the supplier of choice by all of its customers.

3. Organization members exhibit a high level of energy in meeting business requirements.

4. Individuals not only understand their customer’s requirements, but also those of the customer’s customer.

5. Pride in workmanship is clearly built-into the products.

6. The company’s face-to-face contact person…the one who engages directly with the customer ….is empowered to act without asking for permission or seeking approval from a higher authority.

Empowerment Workshop Series:

Empowerment is a very broad-based organizational concept.  It can and should be designed into the organization as a HR Strategy.  Many organizational processes will need to be redefined to achieve good empowerment.  It is a lofty objective.  Toyota calls this “Respect for People”.  It is definitely a strategic competency any organization should aspire to…..and can achieve. 

JCM Work Designs/The Lean Sigma Team can design and conduct a this workshop series to meet your specific needs.  Please contact us for a formal proposal.

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Goal & Objective Setting is a performance management process. Goals and Objectives are typically intermixed, and can sometimes be confusing to those who are supposed to achieve them.

A goal is a continuing purpose that provides a sense of direction through time. Example: Goal of a sports team is to have a winning season and make the playoffs.

An objective is a measurable desired result to be accomplished within a specified period of time. Example: To win the game this weekend.

A goal is an outcome or a result to be achieved. An objective is also an outcome or result to be achieved, but within the context of a broader goal.

Both Goals and Objectives need to be:

a) Specific

b) Measurable

c) Observable

d) Reliable

e) Achievable

Learning Objectives:   Participants will learn…..

1. To define Goals, Objectives, Strategies, Visions, Plans, etc all in the context of a logical hierarchy.

2. To practice how to correctly establish Goals and Objectives.

3. To learn how to measure Goals and Objectives, and how to make them visual.

4. To communicate Goals and Objectives across your enterprise.

5. To build commitment to Goals and Objectives within your business.

6. To track progress on the way to achievement of Goals and Objectives.

7. To know how to properly GEMBA manage with Goals and Objectives.

Who Should Attend:

a) Managers and Supervisors (all levels in your organization)

b) Planning personnel

c) Financial Management personnel

d) Quality Assurance personnel

e) R&D personnel

f) Sales personnel

Duration:

1 day

JCM Work Designs/The Lean Sigma Team can design and conduct this workshop to meet your specific needs.  Please contact us for a formal proposal.

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The Human Resources (HR) Model is an integrated way to view the 6 Human Resource Practices:

1. Staffing & Selection
2. Development & Training
3. Appraisal & Feedback
4. Compensation & Rewards
5. Communication & Leadership
6. Organization Design & Development

These 6 HR Practices, when intentionally designed and managed appropriately, lead to the Organization Capabilities needed to achieve your Business Strategies.

Learning Objectives:

People participating in the HR Model workshop will be able to:

a) Explain how the 6 HR Practices à (lead to) Organization Capability à (result in) Business Strategy

b) Assess their own HR Practices against this model

c) Determine what to change in their own HR Practices in order to achieve different results

d) Challenge HR Leadership to become more strategic and intentional with the HR Practices currently existing in their organizations

Who Should Attend:

1. Organization Design professionals
2. Organization Development professionals
3. Human Resources professionals
4. Trainers
5. Managers
6. Change Agents

Duration:

1 – 2 days

JCM Work Designs/The Lean Sigma Team can design and conduct this workshop to meet your specific needs.  Please contact us for a formal proposal.

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Inclusive Culture is one whereby every member of an enterprise sees him/herself as a viable, active member, contributing to the whole and developing as an integral part of the whole.

Culture is the composite of the basic patterns of shared assumptions, beliefs, and behaviors acquired over time by members of an enterprise. Because culture is evolved over time, it is generally quite stable, and doesn’t change easily or quickly.

Because every person is enabled in an Inclusive Culture to contribute to his/her maximum potential, this kind of culture is vital to organization effectiveness.

Literally EVERYONE in an Inclusive Culture feels…..and IS….an equal. There are absolutely no distractions because of race, gender, age, religion, education, economic position, sexual preference, or anything else.

Learning Objectives:

These 10 dimensions will be addressed in a way that participants learn and apply them to their organizations:

1. The Culture Model: Basic Underlying Assumptions –>  Beliefs/Values–>Behaviors
2. The Roots of Culture
3. The Role of Shared Values
4. Armchair Culture Analysis
5. Changing Enterprise Culture
6. Vision
7. Stake-building
8. Every Employee A Manager and A Leader
9. Innovative Cultures
10. Inclusive Cultures

Who Should Attend:

a) Owners

b) CEO’s, Presidents, and Executive Officers

c) Managers (all levels)

d) Supervisors

e) Human Resource Managers & Professionals

f) Training Managers & Professionals

g) Organization Development Managers & Professionals

h) Diversity Managers & Professionals  

Duration:

1-2 Days

JCM Work Designs/The Lean Sigma Team can design and conduct this workshop to meet your specific needs.  Please contact us for a formal proposal.

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Transition Management is not Change Management. Change is associated with specific differences in “things” (organizations, equipment, money, customers, technology, products, materials, processes, etc) that occur at specific points in time, or over finite periods of time.

Transition is an inner process of personal reorientation to the changes, defined by where people actually are (their relative position vis-à-vis the change), not where the logic of the change process says they ought to be.

Managing Organization Transitions is a process for helping people work through a Change in a way that they are comfortable with the change so that they can accept and live with the change on a positive basis.

Learning Objectives:

Attendees in this Managing Organization Transitions workshop will be:

a) Identifying and working with people who are not yet in transition at all. (People in Denial Stage).

b) Identifying and working with people who are not yet complete with what’s ending (People in the Anger Stage).

c) Identifying and working with people who are in transition (People in the Confusion State).

d) Identifying and working with people who are accepting the change (People in the Commitment State).

Who Should Attend:

Anyone dealing with change in an organization setting:

1. Managers
2. Human Resource professionals
3. Supervisors
4. Executives
5. Trainers
6. Organization Development professionals
7. Counselors
8. Coaches

Duration:

1 – 2 days

JCM Work Designs/The Lean Sigma Team can design and conduct this workshop to meet your specific needs.  Please contact us for a formal proposal.

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Mentoring & Peer Coaching  is a relationship between two people in which the one with greater experience and/or expertise teaches, coaches, guides, and helps the other to develop personally and professionally.

The mentor (the one providing the help) has no other agenda with this person except to help him/her become….and remain….100% successful. Bosses CANNOT mentor their own people, generally speaking, because of conflicts with this relationship.

The mentee (the one receiving the help) has to ask for it and has to be 100% comfortable with the relationship, from the beginning of….and all during…the process.

The 3 types of mentoring relationships are:

1. Formal (highly structured, routine, driven by organization needs, results measured).

2. Informal (voluntary, loosely structured, flexible, driven by individual’s needs, results qualitative).

3. Situational (short, isolated episodes, mentor-initiated, one time event, responsive to a specific situation).

Learning Objectives:

The two people in this workshop, the Mentee and his/her Mentor, will learn:

a) The expectations and role of the Mentor

b) The expectations and role of the Mentee

c) How to structure the relationship

d) DO’s and DON’Ts in mentoring

e) Who’s in charge (always the mentee)

f) How to agree on Purpose, Process, and Expected Results

g) How to create a Contract for this special relationship

Who Should Attend:

Anyone engaging in a coaching-mentoring relationship:

1. Mentors
2. Mentees
3. Human Resource professionals
4. Managers and Supervisors (all levels)
5. Anyone interested in becoming a mentor

Duration:

1 day

JCM Work Designs/The Lean Sigma Team can design and conduct this workshop to meet your specific needs.  Please contact us for a formal proposal.

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