Change Agents
Pasquale and Sternin focus on positive deviants as problem solvers and positive agents for needed change. When we are working with organizations that need to change, we often work with Internal Consultants (ICs): core personnel who take time away from their old positions. Sometimes these jobs are part time, but more often they are full time assignments for the duration of the change initiative. While management teams often feel at the outset that these positions will rotate over time, we generally observe that the skills, knowledge, methods and contacts the ICs obtain are unique and uniquely valuable, so that the ICs are asked to remain in these teaching positions for the duration of the change.
As long term assignees, the ICs will be key players in facilitating the role of positive deviants and in leveraging their energy and insight. We recommend the development of four facilitation skills for ICs: building relationships; facilitating; giving and receiving feedback; and managing resistance. We coach ICs specifically in these tasks through concepts and hands-on examples. In addition to facilitation though, an IC must act as an information expert (involving decision making and diagnosis) and as an advisor (coaching, using organizational savvy, managing time and managing projects). These roles will also involve seeking out and engaging the positive deviants.
John Gross provides a list of kanban implementation issues. Of course, kanbans are generally part of a larger lean manufacturing initiative. GP Deltapoint's white paper on HR issues in lean manufacturing environments covers teaming, union issues, motivation and skills, and change management. It also highlights the role-changes involved in lean production for operators, quality inspectors and nine other jobs, including management. Copies of the white paper can be obtained by e-mailing us; an updated and revised edition will be published in the next month.
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