WHAT motivates you to solve a company's operational problem? The answer to that question depends on where you are seated. To be exact, to whoever is approving your pay and perks. Ordinarily, a minimum wage worker and their line leaders would not lift a finger that's over and above the work standards unless their job security is threatened.
WHAT motivates you to solve a company's operational problem? The answer to that question depends on where you are seated. To be exact, to whoever is approving your pay and perks. Ordinarily, a minimum wage worker and their line leaders would not lift a finger that's over and above the work standards unless their job security is threatened.
So, what's the reason for this? On top of my mind is Douglas McGregor's Theory X style of management. Managers who believe in this have a pessimistic view that an average worker is lazy and naturally unmotivated. And therefore, they must be closely supervised to ensure they do their assigned tasks.I tested this theory once again with the help of my free program calling for volunteers to learn kaizen problem-solving. Volunteers were called to participate in my 'Future Kaizen Leadership Program,' and learn without paying anything.It's my personal social responsibility. Volunteers can disengage anytime. No fine print. No questions will be asked if they decide to discontinue.The process includes an online assessment of their theoretical stock knowledge, attendance to a 1.5-hour webinar, and a 'commitment' to solve at least three of their operational issues. I'm putting the word 'commitment' in quotation marks as we can't force them to solve their operational issues.Fifteen volunteers came to register, took the online test, and attended the webinar. The waiting game started last week as I wait for the draft application of their key learnings by solving their recurring and costly operational problems.Action biasI can't wait for the results. Would I be successful in coaching them? Even if I'm successful, how would I know if they don't respond to my request to pass their papers. They know the rules. Problem-solving is optional under the program. I can't force them to solve their problems.I'm hoping against hope. At least, there are two volunteers who claim they need their top management approval before they can proceed. That's on the condition that I sign a non-disclosure agreement. Fine! Let's do that right away. After all, what would I gain out of your trade secrets when my only interest is to discover the effectiveness of my methodology.The other person promised to do it right away as soon as he has completed his priorities within the next two weeks. But before putting it off, I told him to calculate the amount of money that the company would lose if they continue procrastinating problem-solving.What if your own calculation, verified with the help of your accounting department, shows that you're losing, say, $3,000 a month or $36,000 a year? Would that amount enough justification for you to delay problem-solving? What if you're only receiving $2,000 per month or $24,000 a year, would your salary motivate you to solve a $36,000 annual waste, in the hope you can get a share of that as a reward?It's your judgment call. But do something.Talk to your boss. Present your case so that you could rearrange your priorities. This is the rationale of action bias — a psychological phenomenon where people prefer to act positively rather than do nothing. The trouble is that they think they're doing something, when in truth and in fact, they are afflicted with a dread disease called AIDS .Bias for actionIn 1982, authors Tom Peters and Robert Waterman Jr. wrote the best-selling management book 'In Search of Excellence.' Years before that, American managers were amazed at Japan as a fast-rising economic tiger and tried to copy their secrets. Instead of going with the tide, they documented the success stories of American companies.Out of eight common 'excellence' themes discovered by the authors were 'a bias for action' or how American managers preferred to do something concrete right away like when you hear them talk: 'Do something. I don't care how you do it as long as you get the result.'That's the opposite of Japanese style of management rooted in W. Edward Deming's maxim that 'a bad system can beat a good person all the time.' Hardworking people tend to do something like that without realizing they're working under a bad system, even in the face of an evident costly environment because they don't know what to do.Rey Elbo is a business consultant specializing in human resources and total quality management. Contact him on Facebook, LinkedIn, X or email elbonomics@gmail.com or via https://reyelbo.com
Bias In Kaizen Problem-Solving
Philippines Latest News, Philippines Headlines
Similar News:You can also read news stories similar to this one that we have collected from other news sources.
Several members of Manibela allegedly punch radio reporter during protest actionSunStar Publishing Inc.
Read more »
MVP Group to air Paris Olympics actionIn service to flag and country, the MVP Group’s telecommunication and media arms in Cignal TV, Smart, PLDT, Meralco, mWell and MediaQuest are joining forces in a commitment to deliver straight to Filipino sports fans the showing and exploits of Filipino athletes in the Paris Olympics.
Read more »
Legarda urges collective action to combat climate change for future generationsDefining the News
Read more »
CHR seeks urgent action as factional conflict in Maguindanao displaces 6,000Defining the News
Read more »
CHR urges gov’t action amid escalating conflict in MaguindanaoDefining the News
Read more »
Rhen Escaño in her most action-packed movieRhen Escaño is all about seeking vengeance in the action film 'Karma', directed by Albert Langitan.
Read more »