At leanblog.org, Mark Graban recently posted about the latest State of Lean survey from the LEI. His observation is that the survey seems to be a search-for-blame (looking for the sources of resistance) rather than focused on root cause for the resistance itself. Following a couple of links in that post takes us back a year to his comments on the 2007 survey, and then to an attempt to go through 5 Why’s.
I just took the survey myself, and felt the same way. It is really easy for the “lean guys” to cite “management resistance” as a root cause. Certainly there are instances when local leaders are outwardly hostile or passive-aggressive about the proposed changes. But I’d like to explore this a bit.
Just as it is easy to blame the Team Member’s inattention for an accident or a defect, it is easy to blame leaders for failure to embrace the kaizen culture. In both cases, though, the kaizen culture itself mandates exhausting every other possibility before we shift our focus from “process” to “person” as the problem. And even if “person” ends up in the chain of causes, again, the kaizen culture demands that we ask “Why?” a few more times and try to get to the reasons why a person behaves the way he or she does. Although not put quite in these terms, these are people principles which have been taught since the early 1940’s as part of TWI Job Relations.
Back last July I related a story in “The Chalk Circle – Continued” where the “lean leaders” of a large company were busy blaming management non-involvement for the continuous backsliding we were experiencing. At the end of the story, Dave’s “oh shit” comment sums it up when we realized that the last “Why?” in our chain pointed, not at the leaders, but at us. The way we got there was (by accident) staying on a “process” path in our discussions.
Since then I have learned a few things, but I think the basic message still stands.
First, I’d like to propose to re-frame the problem because I think “leader resistance” is pejorative. I’d like to go through a series of questions. The first is getting a little more clear on what, exactly, we are asking of these leaders. Accepting that the opposite of “resistant” is “engaged” for the purposes of this discussion:
What do “engaged leaders” do?
Without a clear picture in our heads as an answer to this question, we cannot develop effective countermeasures. Honestly, I don’t think there is a strong consensus out there. I can go into why that is, but it is a topic for another (lengthy) post.
Suffice it to say that we need a working definition. I was going to render an opinion here, but I decided instead to drop the question into the LEI site’s forums, and see what others think. (If you are not a member you will have to register first, but that is no big deal.)
You can also leave a comment here.
After I see where people are going, I’ll ask another question.