Core Practices for Successful Manufacturing Leaders John Hunt and Tami Trout

Transcription

1 Core Practices for Sccessfl Manfactring Leaders John Hnt and Tami Trot Start with a cage containing five monkeys. Inside the cage, hang a banana on a string and place a set of stairs nder it. Before long, a monkey will go to the stairs and start to climb towards the banana. As soon as he toches the stairs, spray all of the other monkeys with cold water. After a while, another monkey makes an attempt with the same reslt - all the other monkeys are sprayed with cold water. Pretty soon, when another monkey tries to climb the stairs, the other monkeys will try to prevent it. Now, pt away the cold water. Remove one monkey from the cage and replace it with a new one. The new monkey sees the banana and wants to climb the stairs. To his srprise and horror, all of the other monkeys attack him. After another attempt and attack, he knows that if he tries to climb the stairs, he will be assalted. Next, remove another of the original five monkeys and replace it with a new one. The newcomer goes to the stairs and is attacked. The previos newcomer takes part in the pnishment with enthsiasm! Likewise, replace a third original monkey with a new one, then a forth, then the fifth. Every time the newest monkey takes to the stairs, he is attacked. Most of the monkeys that are beating him have no idea why they were not permitted to climb the stairs or why they are participating in the beating of the newest monkey. After replacing all the original monkeys, none of the remaining monkeys have ever been sprayed with cold water. Nevertheless, no monkey ever again approaches the stairs to try for the banana. Why not? Becase as far as they know that s the way it s always been done arond here. 1

2 We ll talk abot: A framework for systems that set clear expectations and natrally reward ideal behaviors. How to avoid the distressing loop of progressive discipline. Section 1: Operating Patterns John 2

3 Noticing the Problem They didn t do what I wanted them to! Blame and Attribtion Lost Creativity and Poor Problem Solving Focsed on the Negative Narrow Framing Confirmation Bias Short Term Emotional Decisions Overconfidence Zooming Ot Two big assmptions: People will tend to do what is easiest (i.e. makes the most sense for them) to get what they need in any given circmstance Most people are trying to do their best based on what they have learned so far So how do we move away from Blame?... 3

4 Operating Patterns Identify the Otcomes Understand the Operating Pattern The People and Cltre The Environment The Processes Identify Behaviors What (inclding myself) contribted to the behaviors and otcomes observed? ABC Analysis Antecedents prime the behavior Behaviors both volitional and habital Conseqences increase or decrease probability of behavior, from the perspective of the person engaged in the behavior Conseqences Positive vs Negative Immediate vs Ftre Certain vs Uncertain 4

5 ABC Analysis Behavior: Antecedents Conseqences P/N I/F C/U P = Positive I = Immediate C = Certain N = Negative F = Ftre U = Uncertain Section 2: Feedback Tami 5

6 Feedback is information abot performance that allows an individal to change his/her performance withot feedback, there is no learning. Attitde is the way we think and feel. Behavior is the way we act based on what we think and feel. Langage is the words we se to describe or thoghts and feelings. Pinpoint Throgh Observation 6

7 3/2/18 Conflict Cycle THOUGHTS Positive / Negative INTERNAL EXTERNAL BEHAVIOR Action / Response Action EMOTION Personal Need / Vale / Identity ASSUMPTIONS Motive / Intent Trst Bcket 7

8 TAKEAWAYS QUESTIONS & ANSWERS 8

9 Resorces Daniels, Abrey C. Bringing ot the best in people: How to apply the astonishing power of positive reinforcement. McGraw-Hill Edcation: Forbringer, Loise R. Overview of the Gallp Organization s Q-12 Srvey. O.E. Soltions, Green, Pal and Berinato, Scott. Negative Feedback Rarely Leads to Improvement. Harvard Bsiness Review: Janary-Febrary Heath, Chip and Dan. Decisive: How to make better choices in life and work. Crrency, Hierarchy of Control 9