Lean Six Sigma Transformations—The Journey’s Fun So, What’s the Problem?
We are all people and we like predictability in our day-to-day lives. Change affects all of us-throws us off kilter for a day or two-until we get use to the new way of performing work within a lean process. There are at least five emotional stages associated with change in our lives per the book titled On Death and Dying by Elizabeth Kubler-Ross (Amazon). Each of these stages is readily recognizable during Lean transformations or Lean kaizen events.
1. Disbelief and Denial
- "It won't happen to me."
- "If I just keep my head down, it'll be business as usual."
2. Anger and Blame
- "Why should I change?"
- Withdrawal
- Lack of concentration
- Increase in accidents, drop off in quality, absenteeism
3. Bargaining
- "If I could just have a little more time..."
- "The old way is great; let me show you the advantages of doing it the old way."
4. Depression
- Staff begins to understand the certainty of the change and become silent and withdrawn.
- Often staff members spend time crying and grieving at this stage of the change process.
5. Reluctant Acceptance / Stability Returns
- People begin to accept: they start to explore their role; they focus on the future instead of dwelling on the past; they seek a clear sense of their roles
What is a manager, team leader, or team member to do to manage the change process? My business partner, Leslie Sprick, and I recommend the following change management approach:
1. During Denial-you cannot over communicate; provide your staff with lots of information to help them prepare for the change.
2. During Resistance-let people talk to you-they need to vent; do not tell them to snap out of it; be empathetic but stay the course.
3. During Bargaining-Managers, team leaders, and team members must stay the course of process improvement. Assure the staff members that if problems occur they will be fixed or you will try something else instead. Never suggest that you will go back to the old way of doing things.
4. During Depression-allow the staff member his/her time of grieving for the old way of doing things; continue communicating, but do not try to cheer anyone up. This is an internal processing time.
5. During Acceptance-give practical encouragement and support; provide training; involve staff in planning and setting goals; focus on short term wins. The response will be good if people can see the positive impact of the change.
The five truths about change:
- Resistance to change is natural-it is not personal.
- People do what they create.
- Some people will NEVER go along.
- Killing the messenger can kill change
Remember: "The only people who invite change are babies with dirty diapers!"
