Session 2 Green Belt

RACI - Consulted

"In The Loop" The individuals to be consulted prior to reaching a final decision or taking a final action. This person may offer advice and/or opinion, but cannot be held responsible, accountable, or liable for the outcome. This person makes no decisions.

RACI - Informed

"Kept In The Picture" The individuals who need to be informed of a decision or action. The communication may occur before or after the action is taken. This person has to make a decision as a result of the outcome of the action taken by the team.

RACI - Accountable

"The Buck Stops Here" The individual with responsibility to ultimately approve, reject, or veto. There can only be one person that can be held accountable. Many times it is the process owner or the person who's budget will be impacted by the decision.

Factors of Effective Change Management - Facilitate the natural team development process

(Forming-Storming-Norming-Performing) - remove obstacles to accelerate progress through the stages.

When to Use Raci Matrix

* Any time there is a multi-task activity * When it is unclear who is supposed to do what * When there is dependence between tasks * When communication and coordination is needed * When the approval and/or decision process is unclear * When there are multiple decision points * When there is infighting and finger-pointing * When activities are not being driven to the lowest possible level

Examples of Habits of Leadership behavior

* Never walk by anyone without looking the person in the eye and greeting him/her. * Always be honest but positive - never trash another department. * Set a schedule that forces you out of your office and allows you to be visible in your area of responsibility. * Don't let anyone complain about the performance of another person or group if they haven't first addressed the issue directly with that person/group.

Project Tracking plans can be used to answer the following questions:

* What are the project tasks, interdependencies, and durations? * Who is assigned to each task? * What is the critical path of the project and the current status?

Closure Conversations Model

1. Acknowledge the facts - tell it like it is: the good, the bad, and the ugly. Improvement always starts with a willingness to recognize and accept the truth. 2. Appreciate the people who made contributions and sacrifices. Recognizing and thanking the people who contributed to the success of an initiative is free and easy, so why not take a minute and do it! 3. Apologize for mistakes, missteps, and misunderstandings so that relationships are mended and strengthened. 4. Amend broken agreements. When people fail to live up to an agreement to complete work by a certain date, or deliver a required quality level, or operate to a certain standard, the broken agreement sends two signals to the rest of the organization: 1) that particular agreement was not important, and 2) delivering on commitments in general is not important. Broken agreements can lead to more broken agreements in a cycle that contributes to a culture of disrespect or indifference.

Team Leaders Behaviors

1. Always positive - no negative comments. 2. Don't play favorites 3. Guide formation of ground rules - and then follow them. 4. Use humor in a positive way to put people at ease. 5. Always show respect to every team member. 6. Praise in public, rebuke in private. 7. Address bad behavior and conflicts immediately. 8. Don't be afraid to replace team members who won't contribute. 9. Demonstrate exemplary personal behavior - positive, on time, organized. 10. Draw out participation. 11. Acknowledge contributions and provide positive feedback.

Norming: As teams resolve issues generated in the Storming phase and reach consensus on the team's "future state" they enter the more productive Norming phase.

1. Competing loyalties, agendas, and responsibilities are reconciled. 2. Members accept the team, team ground rules, their individual role, and alignment with the roles of others. 3. Competitive relationships become more cooperative and greater effort is made to achieve harmony and avoid conflict. 4. Information is freely exchanged and team members criticize constructively. 5. Listening starts to displace speaking as a priority for communication. 6. Team spirit and team cohesiveness appears as moderate work is accomplished.

Team Norming Actions

1. Consolidate the gains by encouraging real dialogue - an open exchange of ideas. 2. MoreSteam Note: What's the difference between dialogue and discussion? Dialogue means "flow of meaning" while discussion has the same root as concussion and percussion - literally "to shake apart" or argue the pros and cons. Dialogue is "inquiry-oriented, or listening-oriented" while discussion is "advocacy-oriented." 3. Many times a single individual will dominate group dialogue/discussions, especially when there are contentious issues. One technique to encourage balanced input is to use a "talking stick." The rule is that you can't talk without the stick. Team members pass the "talking stick" around so that everyone has a turn to talk. This limits interruptions and evens the playing field. 4. Implement guidelines for effective meetings.

Four Major Elements to Create Tracking Plan

1. Create a list of Task 2. Establish task interrelationships/ dependencies 3. Enter Task durations 4. Assign resources to tasks

Resistance will take form of the following:

1. Denial (no need to change), 2. Hostility (anger at "others" for imposing uncomfortable change), 3. Bargaining (postpone or minimize the change), 4. Withdrawal (depression from removal of the comfort zone), or 5. Passive aggression (working behind the scenes to undermine the change). Within your team, most of these behaviors will manifest themselves most notably in the Storming phase of team development.

Basic Level of Successful Team

1. Everyone must know what to do and how to do it (know-how). 2. They must care to do it (want-to). This is the emotional component - call it inspiration - a sense of purpose.

The 4 Conversations can be used to answer the following questions:

1. How can we initiate project activities such that the mission is clearly articulated? 2. How do we develop broad understanding and acceptance of the initative within the project team and among the stakeholders? 3. What are the actions that we should take to ask for and secure commitments in order to ensure a high level of performance? 4. How should we close out our project activities to verify that we met the original requirements, recognize contributions by team members, and make a clean transition to other work?

Team Forming Actions

1. If you have any input into the process, pick the most capable team members possible. It's tough to win an NBA championship with players who are all only six feet tall. Teams leverage talent, but they are not a substitute for talent. Look for a complementary mix of skill sets. 2. Do enough background research to be able to introduce team members and explain their strengths to the group, including specific past successes - this will lower the anxiety level and establish mutual credibility. 3. Raise and address questions explicitly - why the team was formed, the mission as you understand it, why members were chosen. 4. Share all information regarding the team charter and scope of team authority (budget, resources).

Team Forming Attributes Forming: As a group forms and members learn how to deal with one another

1. Minimal work is accomplished as the team members sort out who's who and who does what. 2. Team members experience anxiety about participation. They may be suspicious, fearful, or hesitant to participate. They may also be resentful of the added workload, especially if they believe their efforts won't be recognized. 3. Team members may harbor a lot of questions: Why was this team formed? Why was I asked to participate? Who are these other people? What are their real agendas? How will my strengths be recognized? Who is really calling the shots? 4. Team members may test their behavioral expectations, although they will take pains to be pleasant and polite. 5. Team members identify or clarify the mission/goal and decide how they will accomplish the mission/goal during the Forming phase.

Team Storming Attributes Storming: The Storming phase was named for the swirling change, individual emotion, and group conflict that characterize this step of the process.

1. Team members assert their individuality and separate perspectives. 2. Team members may compete for influence, and there may be disunity and tension until the power structure is clarified. 3. Storming is the most critical phase because it sets the tone and mechanics for ongoing team operation. During the Storming phase the team formally clarifies its goals, determines individual roles, identifies barriers, forges relationships, and determines the necessary infrastructure support mechanism. 4. Ground rules governing how the team meets, communicates, assigns work, and makes decisions are ironed out during the Storming phase. 5. Little productive work is performed during the Storming phase.

Performing: As teams mature they may enter the most productive phase of team development - Performing

1. Team members jointly diagnose and solve problems, and make team decisions. Team members develop a strong association to the team, and team spirit reaches its zenith. 2. Members develop insights into personal and interpersonal processes. 3. Members make individual changes for the benefit of the team. 4. Information flows freely in a less self-conscious way. Disagreements are confronted directly, discussed, and resolved constructively. 5. Much work is accomplished.

Team Storming Actions

1. Use the S.M.A.R.T. acronym to guide objective/goal-setting. Team objectives should be Specific, Measurable, Achievable, Realistic, and Time- oriented. 2. Establish ground rules and defined roles quickly, including rules for mutual respect and decision-making. You can use a "talking stick" rule to encourage better dialogue (see Dialogue section below). Specify the decision-making process: majority rule, consensus, defer to small group of experts, or team leader with input. 3. As shown by the example represented by the right margin link, a small set of rules can encourage rather than discourage the development of complex adaptive systems (teams). As with the "Boids" example from the right margin research link, effective teamwork hinges on: 1) understanding of the "local rules", 2) a willingness to follow them, and 3) the ability to follow them. 4. Schedule meetings frequently enough to work through the natural progression in a short period of time without losing momentum. 5. Deal with any bad behavior or poisonous attitudes quickly and directly with a one-on-one conversation. If any individual is poisoning the team, don't think twice about replacing that person, even if it sets the team back.

Project Tracking Tools Five Basic Questions

1. What tasks are being performed 2. How are the tasks inter-related, or dependent 3. When will they be completed 4. What resources are required 5. Who is responsible to make sure they get done

Following is an excerpt from Dr. Martin Luther King's speech on the steps of the Lincoln Memorial: "I have a dream that one day this nation will rise up and live out the true meaning of its creed: "We hold these truths to be self-evident: that all men are created equal." ... I have a dream that my four children will one day live in a nation where they will not be judged by the color of their skin but by the content of their character. I have a dream today." What leadership characteristic is most represented by this excerpt? A) Vision B) Passion C) Character D) Communication E) Action-orientation.

Answer A

A manufacturer of household products has implemented a Six Sigma program, and is attempting to change its corporate culture to be more results-oriented. Review the system diagram below. As changes are implemented, financial performance improves. But improved financial performance also runs into a limiting factor. What is the most likely factor acting as a balancing loop (brake) on the change initiative? A) New Competitors B) Complacency C) Failed Projects D) Pressure for Short Term Results E) Lack of Training

Answer B

Edit A new Lean Six Sigma team is struggling to accomplish meaningful work as two team members argue their ideas of a plan of action. What phase of development is the team experiencing? A) Forming B) Storming C) Norming D) Performing E) Adjourning

Answer B

What action could you take to help your team progress through the storming phase? A) Share all information regarding the team charter and scope of team authority. B) Use the S.M.A.R.T. process to guide objective/goal-setting. C) Consolidate the gains by encouraging real dialogue - an open exchange of ideas. D) Introduce team members and explain their strengths to the group.

Answer B

During the team development process, at what step do team members reconcile their competing loyalties, agendas, and responsibilities? A) Forming B) Storming C) Norming D) Performing E) Warming

Answer C

Think about how you might best communicate your project, its mission, and potential process changes. Which of the following reasons makes the strongest case for early involvement and communication with stakeholders? A) Early communication allows for more careful data collection and more thorough statistical analysis. B) Early communication allows more time to develop back-up plans. C) Early communication allows more time for affected parties to understand, accept and adjust to change. D) Early communication allows time to schedule more meetings to update senior management.

Answer C

Which is true of the Norming phase of team development? A) Teams enter their most productive period. B) Team members assert their individuality and separate perspectives. C) Members accept the team, team ground rules, and their individual roles. D) Members develop insights into personal and interpersonal processes. E) Ground rules governing how the team meets, communicates, assigns work, and makes decisions are ironed out.

Answer C

Which of the following is NOT a characteristic of good leadership? A) Guiding Vision B) Passion C) Motivation by Fear D) Character E) Action-orientation

Answer C

A Lean Six Sigma Champion initiated a project to re-engineer the supply chain for a provider of cleaning services. The team leader communicated the project objective in clear terms. Since she was an avid NASCAR fan, conversation in team meetings seemed to always drift toward current events on the racing circuit. Many brainstorming sessions were conducted to examine how the supply chain could be improved if the whole company was reorganized. Team business was handled in a relaxed fashion that kept everybody happy. Sometimes, the team leader appeared to be disengaged. After six months, the project champion was growing increasing frustrated by the lack of progress. From this brief description, which primary leadership characteristics were missing in the team leader? A) Vision, Passion B) Passion, Communication C) Action-orientation, Character D) Passion, Action-orientation E) Character, Vision

Answer D

A Lean Six Sigma team has identified five action items in its project plan. Action A requires 13 days to complete. Action B requires 7 days to complete, and can only be started after Action A is completed. Action C requires 6 days to complete, and can only be started after Action A is completed. Action D requires 8 days to complete, and can only be started after Action C is completed. Action E requires 9 days to complete, and can only be started after Action B is completed. How long is the critical path, in days? A) 27 days B) 43 days C) 30 days D) 29 days E) 28 days

Answer D

A senior management team is leading a turnaround effort that hinges upon achieving productivity improvements and cost reductions. Some of the initial efforts have been successful. Several members of the leadership team have been leaving early on Friday afternoons. How would you characterize this behavior with respect to the change effort? A) Irrelevant. The senior team provides direction to the change effort, so when they leave work on Fridays has no bearing. B) It is important to celebrate short-term wins. C) The amount of time spent at work is a balancing force that counteracts pace of change. D) Leaving work early undermines the sense of urgency and sends a message that it is OK to relax before the job is completed. E) This is an example of the storming phase of team development

Answer D

Critical Path is determined by which of the following? A) Tasks that have the greatest impact on customer satisfaction. B) Tasks that are the riskiest. C) In-sequence tasks that are mandatory to meet safety standards. D) In-sequence tasks with the longest combined lead time.

Answer D

In Chapter 3 of his book: Out Of The Crisis, Dr. W. Edwards Deming describes an obstacle to improvement as "hope for instant pudding." To what do you think he was referring? Note: if you haven't read the book, just use leadership common sense (and read the book if you get the chance - it's a classic). A) Improvement from the performance rating system and motivational techniques. B) The ability to run a company based on figures alone. C) Transformation of industry through information technology and automation. D) Improvement in quality and productivity by affirmation of faith rather than thoughtful work. E) Emphasis on short term profits rather than long-term gains.

Answer D

Think about the reasons for communicating the "why" behind a process improvement action. Which of the following best represents the potential benefit of clear communication of the reason for a given action? A) The team will be better equipped to employ technology to resolve resource shortfalls. B) Better understanding of customer requirements will improve process capability. C) By understanding the reasons for change, the team will conduct more accurate project planning. D) If the team understands the reasoning, they will be more likely to embrace the solution

Answer D

Which of the following is not part of the change leadership process? A) Communicate the vision/objective. B) Understand the balancing forces (obstacles) C) Generate and celebrate short term wins. D) Create a sense of urgency. E) Eliminate functional reporting structures

Answer E

Factors of Effective Change Management - Generate and Celebrate Short Term Wins

Build team spirit and confidence. The best way to overcome resistance to change is to give people a taste of it while demonstrating no negative consequences. As team leader, you must be willing to taste-test and show that there is no "poison in the food." In other words, the first rule always holds - you must model the behavior you want to see. You can't expect your team to accept change if you won't.

Successful Factors for Effective Change Management - Pick the Right Team

Change is hard work that requires a core group of capable and committed people. In football they say you can't coach speed. So it is with the heavy lifting of change - you need people with talent and drive. You can't always pick your team, but you may be able to influence some of the selections

Factors of Effective Change Management - Understand the balancing Forces

Generate system diagrams as a team to identify organizational and market forces that will balance (put the brakes on) your change efforts. There may be inter-functional friction from corrective actions that cross boundaries. Change efforts that merely shift the burden will see the burden shifted back, so a more fundamental solution is required if that is the model.

Successful Factors for Effective Change Management - Create a Sense of Urgency with Personal Relevance

If the project was chartered to respond to a market opportunity, use the desire to compete and win to build a sense of urgency. If the project was chartered in response to a market threat, the case for urgency should be even clearer - but remember, people have a tendency to think that somehow they won't be impacted by the threat. The sense of urgency has to be personal. Answer the question: "HOW does this really effect me?" Show the data that represents the threat, and use team benchmarking exercises to improve the external perspective.

Characteristics of Effective Leadership #5

Leaders are action-oriented. Their existence is defined by doing. Leaders understand the difference between making decisions and making things happen. Leaders also understand that modeling is the most powerful form of communication. A leader's behavior must be consistent with the vision, and must demonstrate character at every turn.

Characteristics of Effective Leadership #2

Leaders care deeply about what they are doing - they have an abiding passion to achieve the vision that is almost palpable. That passion encourages action by others.

Characteristics of Effective Leadership #3

Leaders demonstrate character at every turn - the foundation of respect. By acting with integrity, they generate trust from the people around them. By displaying the courage to take risks, rise from failure, and absorb short term pain for long term gain, they embolden those around them. By putting people first, they encourage loyalty and respect.

Characteristics of Effective Leadership

Leaders have a guiding vision of the destination. This is the most critical characteristic. The vision must be compelling enough to capture the imaginations of others. This presumes that the leader is knowledgeable of the context, and requires a curiosity about the world. The need for vision is not a new idea - Proverbs 29:18 states: Where there is no vision, the people perish. True enough.

EFFECTIVE MEETING GUIDELINES

Preparation 1. Define the meeting objective(s). Determine the best vehicle for the exchange: phone conversation, smaller group or one-on-one meeting. 2. Determine the topics to be covered. 3. Create a meeting agenda listing the objective, topics, location, start and stop times, participants, and required materials or preparation. 4. Deliver the agenda far enough in advance to complete the required preparation. 5. Have appropriate visual aids and communication tools on hand. Conducting the Meeting 6. Assign a note-taker: attendees, decisions, action items including names and dates. 7. Encourage wide participation. 8. Protect new ideas from immediate critique. 9. Record ideas on a visible flip chart. 10. Assign specific next steps with target dates. Follow-Up * Evaluate meeting for effectiveness. 11. Publish and distribute minutes, including action items.

RACI - Responsible

The Doer. Individuals who perform a task and are responsible for action and implementation. The degree of responsibility is defined by the Accountable person. Responsibility can be shared by others.

Definition of Team

The Wisdom of Teams, Katzenbach and Smith define a team as "A small number of people with complementary skills who are committed to a common purpose, performance goals, and common approach for which they hold themselves mutually accountable."

Characteristics of Effective Leadership #4

The essence of leadership is interaction, so leaders communicate. First and foremost, leaders must be visible. Without visibility, people can't gage the leader's actions, which starts the whole process. Active and frequent communication means listening - a balanced two-way process of expression. As Warren Bennis states, "No leader sets out to be a leader. People set out to live their lives, expressing themselves fully. When that expression is of value, they become leaders."

Critical Path

The longest series of linked tasks that must be completed before the last task. Any delay in the critical path will impact timing of the final task.

Performance Conversations

These conversations are about specific requests and commitments: asking for something to be done, followed by a promise to deliver. Performance conversations lay the foundation of accountability.

Successful Factors for Effective Change Management - Strategy and Action Plan

To meet the objective. Map your thought process to explicitly record your assumptions and the reasoning behind them. Remember to make sure that all actions have an owner and a due date

Closure Conversations

When you agree that commitments have been met and thank someone for their contribution, you are having a Closure Conversation. These conversations allow people to mark accomplishments and move on to other work with a sense of clarity.

Initiative Conversation

When you talk about creating a new future state, starting a project, setting a new goal, or changing a strategic direction, you are having an Initiative Conversation

Understanding Conversations

When you talk about the meaning of your ideas, or clarify your intentions, or elicit objections, or identify relationships, you are having an Understanding Conversation.

Successful Factors for Effective Change Management - Communicate the Objective

Whether your team was chartered by a Lean Six Sigma Champion or selected by management, the business case supporting you project charter should be accessible. Share the business case data and reasoning with your team. You must answer the first two questions on your team members' minds: "WHY are we doing this?" and "WHY am I involved in this project?" Most importantly, your actions speak a lot louder than words when communicating the vision or objective.