Throughout my career I have seen the power in recognizing people’s efforts. Additionally, numerous studies have shown that when people feel appreciated and get recognized, they are more engaged, motivated, and productive.
If anyone has been in quality for some time, they have probably encountered managers who have painful connections to quality. It is likely that some managers would describe their experience as overwhelmingly negative. Some of these people extend these feeling into anything having to do with quality.
In a recent gathering of quality professionals, the subject of unsuccessful change implementation surfaced. Most people understand change is necessary for survival, but in this era it is happening at an unprecedented, almost vertical rate. The bottom line though is that change is uncomfortable for most and it is common for people to resist change.
Some time ago, I spoke to a group about organizational culture. Considering what is happening today it might be appropriate to present a few thoughts to a broader audience. Each person can determine how it might apply to their circumstances.
Almost all organizations set performance targets for departments and/or individuals to conduct their operations and to deliver products and services to their customers. Although managers attempt to ensure their processes can handle all the issues that may arise in their business, in today’s complex world, these processes often fall short.
Since change has been constant since the dawn of man, it might be reasonable to think that industrial management has the process institutionalized...but that simply is not the case, at least in many organizations.
