Culture Change By Small Steps

This blog article has two accompanying articles:  one on positive culture, and another on positive deviance

The Challenge

‘How can we respond to the staff survey in away that helps to promote a culture change in this organization?’

The Need

This 800-1000 people strong engineering organization was previously part of a Government organization. Many attitudes and behaviours persisted from that time. The organization was a classic top-down command and control structure with a strong emphasis on structure and process. It was becoming apparent that to compete in the commercial world the organization needed to become much better at accessing the strengths of all its employees. It needed to become faster, more flexible and more responsive. As an organization, despite changes in ownership, little had really changed in many years. This was not a situation that could continue. While the employees were skilled workers, many of whom had been there all their working lives, the quality of leadership was variable. There was a much greater emphasis on efficient management than on effective leadership. The HR Director knew that the culture needed to change. She wanted to come at it from a complex adaptive system perspective: as she put it, lighting small fires where she could. During the couple of years she had already been with the organization she had built up good credibility with the senior leadership working on issues such as pensions and performance management and was trusted to act with some autonomy.

The parent organization was disappointed with the results of the first staff survey and wanted to see some improvements fast. The HRD spotted the opportunity to address this challenge differently. This was an opportunity to bring more participative, bottom-up development processes into the organization. It was an opportunity to help the organisation in its expressed, but not yet enacted, desire to become more flexible, responsive and innovative: in other words to move from one where change is a hierarchical, top-down, mechanistic process to one where change is more organic, bottom up and emergent. She engaged us to bring in our expertise in these modes of engagement and change and to work in partnership with her to create this shift in culture. 

In addition it was hoped that the activities and outcomes would have a positive effect on the scores on the employee survey when it was re-run in approximately 6 months. To ensure this connection, the process was to focus specifically on communication, coordination and productivity.

The Process

This idea evolved initially into 4 Appreciative Inquiry based days and 3 World Cafe based events. We would be working with groups of up to 30 people at any one time, both to avoid excessive disruption to production and also to keep the process within the permission and influence remit of the HRD. We aimed to touch 10% of the workforce in one location and 50% in the other.

From these events a number of ideas emerged that the front line staff involved were supported to develop into business case arguments. Once the business case was clear, the groups were supported to create short, impactful, presentations outlining their case to a decision-making panel. Three decision-making events were held,  they involved the project teams presenting their business cases for innovation and change to a senior management panel of three who had to hold their decision making discussions in public and give their answers there and then. These events were attended by all those involved in the project groups and were very successful, high-energy events.

We also ran one Simureal event and two celebration events over two locations over a period of a few months.

In designing this process and running these events we pulled on our understanding of: 

• Organizations as complex adaptive systems
• Organization as social systems
• Culture as patterns of interaction, relationship and communication
• Change through interactions
• Positivity, positive reinforcement, practical outcomes
• Appreciative Inquiry, Positive Psychology

The Outcome

 The employee survey was run six months later with good improvements in all the targeted areas. Other observable outcomes were:

1. 12 active improvement projects, all from the ground up and all focussed on improving work communication, coordination or productivity
2. A number of staff feeling empowered that they had been heard and had been able to put ideas into action. This experience was counter to the strong organizational story that they couldn’t influence things.
3. High quality communication between front line staff and the Managing Director and other members of the Senior Management Team, leading to positively changed perception both of managers of staff and vice versa.
4. An appreciation in the senior team of the value of working in these ways, and a commitment to doing more

By giving people in an organization a different experience of the organization one can begin to shift the perception of the organization. When perceptions shifts so behavior changes in line with the new understanding. Our interventions affected the established patterns of relationship, communication and behavior and so created change. In this way culture change can be encouraged as a system-wide experience of difference rather than as a top-down plan of change.

Appreciating Change Can Help

Appreciating Change is skilled and experienced at supporting leaders in working in this challenging, exciting and productive way with their organizations. Find out more by looking at how we can help with Engagement and Culture and how we use Appreciative Inquiry, World Cafe and Simureal.

For further information on these alternative approaches to change, please contact us or phone 07973 782 715

Making The Virtual World Visible: Using SimuReal To Make A New IT System Work

Introduction – new IT systems rely on people

In 2009 I ran a series of large group events at a manufacturing organization. The organization was about to introduce a new Enterprise Resource Planning IT system and needed to help everyone become aware of the changes in behavior needed to get the best of the new system, particularly the need to enter very accurate data. The investment in this new IT was symbolic of a wider shift in the culture of the organization.

SimuReal: Making the obvious obvious

One of the events we ran was a simulation of both the ‘real’ movements of goods through the manufacturing process, and the ‘virtual record’ of these movements. Each part of the process: goods inwards, production, sales, pick, customer service, pack, assembly, planning and the client, had a stand in a large circle. Each stand was the equivalent of a computer terminal. They also had the kit needed to run the simulation: cardboard boxes, labels, and a few specific bits of product. We also had some people in another room who were the central processing unit (CPU): they were wholly dependent in their decision making and planning on the data that came to them on cards about what was going on. In other words they couldn’t see what was physically happening. In this way we assembled all the disparate parts of the production process, normally spread out over a 42 acre site, in one, very long, room. Now they were in a much better position to see the normally hidden patterns of interdependence.

Introducing human nature

We ran three rounds to simulate a three month time period. Each round focused on effecting the delivery of an order from its receipt to the dispatch of the goods. However, between each round we introduced a ‘glitch’, some departure from procedure that would happen for the best possible reason. For example:

•    We arranged for someone to ‘borrow’ some product from a location to solve the problem of an urgent order that was being fast-tracked.

•    We arranged for someone to ‘solve’ the problem of a lack of the exact specified product to fulfil an order by using some other product that could act as a substitute.

These glitches and others were agreed by the planning team to be exactly the sort of immediate, local, pragmatic problem-solving activity that resulted in stock changes not being properly entered on the virtual system. If this sounds complicated, it was. One thing the planning team learnt in devising this event was how complex the links and problems were within the existing system of production. Our ‘model’ of the process for the exercise was highly simplified.

Result: I want my money back!

The exercise was a great success. Over the course of the three rounds the gap between the reality and the record grew as ‘small’ discrepancies led to further errors. By the end we had a CPU issuing production orders that production couldn’t meet because the product was either not where the CPU was insistent it was; or, if it was there, the quantity was insufficient. We had people improvising like mad to try to make up orders, and we had a customer threatening to take their business elsewhere as they got part or late deliveries. By the end of the third round very small errors in the computer information was about to result in the loss of an account worth £500,000 p.a.

Learning

The event was highly illuminating. Those present were able to really see and experience how ad hoc decisions that made good sense in their local context were highly damaging in the context of the whole. They could see how their small problem-solving decisions, if left unrecorded or un-communicated, could escalate further downstream into huge problems and frustrations. They could see how if they didn’t tell the computer exactly what they were doing, it would start to tell them to do things they couldn’t do. They saw the connection between tiny daily decision-making in their areas and £500,000 worth of business. In other words they gained a much deeper understanding of the systemic nature of the production system and its relationship to the virtual world of the computer system. Their mental model of the world changed significantly. At a deep and profound level they understood the importance of ensuring that the computer system had accurate data, and of informing other parts of the production process about what was happening in their section that could have impact elsewhere. In terms of creating learning, heightening awareness, and inspiring changed behavior, it was a brilliant success. However the proof of the pudding would be in the eating when the new system came in.

What happened next - understanding really matters

Various things happened after this that meant I didn’t have any contact with the site for the next year. When I returned to the site on other business I bumped into one of the event planning team members, who is now on the trouble-shooting team for the new system. The new IT system is now in. Other changes have taken place on the site, including the merger of some workers from another site.  He mentioned in passing that 80% of his time is spent sorting out problems with the workers who have come across from the other site, who only make up 20% of the total production team. I asked what these errors were about, had they had less training for example? He thought it was about attitude. Workers from the other site just weren’t as engaged and willing to try to sort things out. They weren’t as forgiving of the teething issues. They weren’t as willing to work with the problems to ensure the data entered was accurate; they were more willing to blame the IT system. It would seem that the collective experience of discovering the interdependencies of the virtual and real system created a culture of shared awareness, engagement and ownership amongst the group we worked with that is delivering dividends now. By working together in a way that mimicked the way they would need to work together to successfully embed the new system, the exercise helped them create a positive experience of how things could be: creating a more positive workplace for themselves.

More on these and related topics can be found in Sarah’s book Positive Psychology at Work.

See more articles from the Knowledge Warehouse on this topic here.

 

Appreciating Change Can Help

Appreciating Change is skilled and experienced at supporting leaders in working in this challenging, exciting and productive way with their organizations. Find out more by looking at how we help with Engagement and how we use SimuReal.

For further information on these alternative approaches to change, please contact us or phone 07973 782 715

Breaking Down Barriers - Cutting across silos with Simureal

The Invitation

‘We are bringing in a new ERP system across the whole manufacturing process, it will affect everyone. It will be much more sensitive to accurate data than the old system. People will need to be much more disciplined in the way they record and enter data. Can you help us make everyone enter data properly?’

Background

The organisation was a manufacturer of about 250 people, mostly on a large site. The people involved in each part of the process were separated from each other by distance and physical barriers: it was a typical silo organisation. Historically the site had managed the many inadequacies of its ‘built like topsy’ legacy IT systems by workarounds, off-system excel spreadsheet accounting and so on. Good, clean accurate data could be hard to come by.

The Process

Appreciating Change helped the organisation to reframe the challenge as ‘making work work better’ suggesting that the investment and involvement being asked of the workforce could help make their working life better, and wasn’t just for ‘the management’.

Working with a cross hierarchy, cross functional planning team we decided to use the simureal process, whereby the whole manufacturing process is re-created  in a large space. After introductions we asked the system to address three questions in turn. In between each round of system activity we held a round of reflective conversation. Round one was: What happens now? Round two: How could work work better? Round three: Testing out our decisions. Throughout the day there was an action table where decisions could be made regarding the process. As these decisions were made they held for the duration of the exercise and were then reviewed. At the end of the day there was a collective discussion about what needed to happen and who would do what.

The Outcome

The energy and engagement on the day was tremendous. Learning happened in the moment as people realised the difficulties caused to others by their actions, where time and effort was wasted or duplicated; and came together to design and decide ways to improve the situation. Specific decisions were taken, and work groups were set up.  Some of the ambitions and outcomes were

1  Implementing a system for accurate counting of scrap in a particular function (individual scrap counters provided at each station).

2  Weighting individual items rather as appropriate rather than taking gross ‘guesstimates’ from weighbridge data.

3  Bringing the intranet into the plant (which was done by installing a new PC in that area almost immediately).

4  Introducing an electronic maintainence system.

5  The accurate setting and use of scales (again quickly scales were all calibrated, repaired as necessary, instructions for use laminated and secured to surface, a procedure produced).

6  The design of a new ‘easy to read, and secure’ label for the booking out system. 

This self-organized, active, follow-up relied on minimum push or drive from management. Instead it was built on the energy and enthusiasm of those whose working lives would benefit by these changes being supported by management to make them.

This event proved to be the beginning of a series of events that resulted in clean data, good and widespread understanding of the dependencies of the physical and virtual system; and facilitated the on-time implementation of the new system.

More on these and related topics can be found in Sarah’s book Positive Psychology at Work.

See more articles from the Knowledge Warehouse on this topic here.

Appreciating Change Can Help

Appreciating Change is skilled and experienced at supporting leaders in working in this challenging, exciting and productive way with their organizations. Find out more by looking at how we can help your organisation change it Culture.

For further information on these alternative approaches to change, please contact us or phone 07973 782 715