Recognize andOvercome Resistance

Deliverable 4D

Define Module Roadmap

Define1D – Define VOC, VOB, and CTQ’s2D – Define Project Boundaries3D – Quantify Project Value4D – Develop Project Mgmt. Plan

Measure5M – Document Process6M – Prioritize List of X’s7M – Create Data Collection Plan8M – Validate Measurement System9M – Establish Baseline Process Cap.

Analyze 10A – Determine Critical X’s

Improve12I – Prioritized List of Solutions13I – Pilot Best Solution

Control14C – Create Control System15C – Finalize Project Documentation

Green11G – Identify Root Cause Relationships

Deliverables – Define

# Deliverable Deliverable Concept & TasksPrimary Tool(s)

Secondary Tool(s)

1D Define VOC, VOB and CTQs

A project is started because a customer (internal or external) needs some problem to be solved. Deliverable 1D obtains customer input to understand the problem(s) that the customer is experiencing so that a project can be started. In addition to defining the problem, we also need to understand how the customer defines product acceptability (specifications).

• VOC Worksheet

• Affinity Diagram• Stratification

tools (Pareto and other basic graphs)

2D Define Project Boundaries

Once we understand the defect that needs to be improved (project Y), define the project boundaries and components of the project. This includes a well written problem statement, identifying what process produces the defective item, how much improvement we will make, when it will be done, etc. This information is summarized in the project charter. Portions of deliverables 3D and 4D will also be on the charter.

• Project charter

• SIPOC

• Included / Excluded

• Elevator Speech

3D Quantify Project Value

Determine the benefit to the customer and to JEA for improving the process. Internal customer benefits are typically hard or soft $ savings, productivity improvements, and employee satisfaction. External customer benefits are typically customer retention, customer satisfaction, and price and/or share increase. Deliverable 3D documents these benefits.

• Project Benefit Document

4D Develop Project Management Plan

To effectively manage a project, the GB/BB needs to identify team members, effectively interface with the project stakeholders, plus develop and manage to a project plan (milestones and timelines). This plan should be developed and shared with all stakeholders.

• ARMI• Project

plan

• Faces of resistance

• Stakeholder analysis

V1.2

4

4D – Develop Project Management Plan

# Deliverable Deliverable Concept & TasksPrimary Tool(s)

Secondary Tool(s)

4D Develop Project Management Plan

To effectively manage a project, the GB/BB needs to identify team members, effectively interface with the project stakeholders, plus develop and manage to a project plan (milestones and timelines). This plan should be developed and shared with all stakeholders.

• ARMI• Project

plan

• Faces of resistance

• Stakeholder analysis

Steps to Complete Deliverable: 1. Determine a communication plan and pre-schedule champion and team meetings.• Create a meeting agenda.• Determine the necessary project milestones and resources needed.• Create an Excel (or MS Project) timeline.• Establish team consensus and buy-in.

Objectives – Recognize & Overcome Resistance

Upon completing this module, students should be able to:• Construct an ARMI diagram• Construct a Stakeholders Analysis document• Construct an Influence Strategy document

Assessing Project Support

Effectiveness of Improvements

• A DMAGIC project will require a fundamental change in the process to be improved

• The effectiveness of the improvement is often represented by an equation: E = Q x C Where E = effectiveness Q = quality of the improvement C = commitment to the improvement by the stakeholders

• While you are at the very beginning of your project, it is none too early to be thinking about stakeholders and acceptance

Project Success Factors

• The success of a project depends on several factorso Process familiarity, technical capability, etc.o “One on one” people skills, project management skills, meeting

leadership skills, etc.• Many Six Sigma deployments focus primarily on the

technical aspects – these deployments struggle or totally failo Focus on tools, hand statistics calculations, “exotic” tool overkill

• R. Hill’s observation:o “I can’t recall any DMAIC project I have worked, been a MBB for,

or had another MBB tell be about which failed because the BB/GB wasn’t a master at statistics.”

Project Success Factors (cont’d.)

• Technical capability is needed to be a successful Black Belt, but support is available (other BB’s, MBB, etc.)

• Black Belt training will not cover project management skills in detail. If you need to build skills in this area, attend JEA’s recommended project management class.

• However, we will review a few basic tools for assessing project support

A successful project depends far more on effective people and project management

skills than technical skills!!

Project Support Assessment

• How is project support assessed and managed?o List the project stakeholders - ARMIo Identify the role of each stakeholder - ARMIo Identify the stakeholder support level – Stakeholder

Analysiso Identify the desired stakeholder support level –

Stakeholder Analysiso Develop a strategy to address situations when

stakeholder support is less than required – Influence Strategy

o Use various techniques to execute the influence strategy

A.R.M.I. Diagram

Selecting the Project Team

• For a project to be successful, it needs the appropriate team members and organizational structureo Roles for project members are outlined in the following pageso The BB/GB needs to identify the specific individuals and expertise

required to fill the roles for each project• Use the A.R.M.I. worksheet to document the project

resources • Communicate the roles and expectations to the project

personnel

Identifying the Key Players

• There are several major roles that need to be filled for a successful projecto Project Championo Black Belto Team Memberso Master Black Belto Process Ownero Team Resourceo Clueless Person

Project Roles & Responsibilities

Before Project During Project After Project

ProjectChampion

Participate in Black Belt/Green Belt Selection processParticipate in Drafting Project Charter

Black Belt or Green Belt

Participate in Drafting Project CharterSelect team members

Provide direction and guidanceRegularly review team progressRun interferenceMake resources available

Drive Six Sigma ProcessManage Project teamLead meetingsServe as liaison withMBB, champion(s), andstakeholdersKeep records

Provide ongoing supportfor implementationEnsure solution is trans-ferred to Process OwnerEnsure monitoringPreserve lessonslearned Oversee replication

See that documentationis completed andlessons capturedMonitor implementationif appropriateUse improved methods

Project Roles & Responsibilities, (Cont.)

Before Project During Project After Project

Team Members

Master BlackBelt

Participate in meetingsCarry out assignmentsHelp with team tasksand logisticsContribute knowledgeand expertiseLearn necessary skillsand methods

Provide expert guidanceand coaching to teamleader and members onskills and methodsHelp the team gatherand interpret the dataHelp Champion & Black Belt preparefor reviews

Assist Black BeltHelp draft charter

Use improved methods

Provide guidance asneeded

ProcessOwner

Provide direction and guidanceReview team progressMight be a team member

Own ongoingmaintenance of solutionOwn execution of ProcessControl PlanIdentify further improvementopportunities

Before Project During Project After Project

Project Roles & Responsibilities, (Cont.)

Assist in identifying potential projects and team members

Team Resource

Attend occasional team meetings as warranted

Own/maintain portion of ongoing solution as warranted

Does not attend all team meetings

N/A

Implementation Coordinator

Be aware of team progress and participate in team meetings as warrantedAs project reaches Control Phase, provide heavy assistance to Implement improvements in Process Area

Own/maintain portion of ongoing solution as warranted

Before Project During Project After Project

Project Roles & Responsibilities, (Cont.)

Through all phases, assist Belt leading team with gathering and validating process data

Participate in team meetings as warranted

Data Coordinator Own/maintain portion of ongoing solution as warranted

Gather baseline data as applicable.

N/A

Organizational Context for DMAGIC Projects

Finance

Executive Leadership

Black Belt or Green Belt

Team MembersProcess Owner

Director – Org. ServicesMaster Black Belt Champion

(Project Sponsor )

Implementation Coordinator,

Data Coordinator, & Resources

Deliverable 4: Define ; A.R.M.I.

Key Stakeholders Define Measure Analyze Improve Control

John M M M M M

Paul A A A A A

George R M M R R

Ringo I R I I I

A - Approval of team decisions outside their charter/authorities, i.e., sponsor, business leader.R - Resource to the team, one whose expertise, skills, “clout” may be needed on an ad-hoc basis.M - Member of team, with the authorities and boundaries of the charter.I - Interested party, one who will need to be kept informed on direction, findings, if later support is to be forthcoming.

Project Phase

15 Deliv template.ppt

Faces of Resistance

5 Min

Exercise - Appearance Change

• How do people accept change?1. Assemble into groups of 2• Face your partner and observe each others appearance for 15

seconds• Face away from your partner and alter 3 things about your

appearance• Face your partner and find/discuss/list what was altered• Repeat steps 3 and 4• Repeat steps 3 and 4 again

• What where your observations and feelings about this exercise?

What are the “Faces of Resistance?”

• Black Belts / Green Belts are change agents! o Think about your role in light of the previous exercise

• Black Belts / Green Belts need to recognize that they are asking others to fundamentally change the way they work – often taking away some personal choices in how they will complete tasks. Common resistance points:o What caused the problem to be the focus of a projecto Interpretation of the baseline datao Spending time in a meeting vs. fixing “the fire of the day”o How the team should proceedo Agreeing on conclusions from the datao Presence of “hidden agendas”

A Belt’s Role in Change

• Black Belts / Green Belts are change agents! • It is important for the Black Belt / Green Belt to recognize that they

are leading a team which is asking others to change the way they work

• Definition of a Team:o A group of people working or acting together, with a common goal.

• Teamwork:o Joint action by a number of people to make the work of the group

successful and effective.• Everyone may not embrace a team philosophy from the start• Many have to deal with the past history and attitudes which make it

difficult to believe that teams will work

Typical Faces of Resistance

Typical problem behaviors in your team meetings.• Clown• Meeting dominator• Uninvolved / disinterested• Side conversations• Not prepared with assignments (action items)• Consistently late• Absent• Undermining team outside of meetings• Fence sitters• Blockers

Typical Team Behaviors

Not all behaviors are problem behaviors, but the most frequent behaviors may fall into three basic categories:• Blockers: the individual focuses on the past and defending the way

things used to be. People in denial will not allow themselves to see the positive aspects of change. They are so strong in their denial of change that they refuse to be part of it and are viewed as inhibiting, or blocking the process.

• Fence Sitters: Individuals realize that change is going to happen and move from defending the past to questioning what is going to happen to them in the future. They have a concern for how the job is going to be affected and a “wait and see” attitude towards teams.

• Supporters: Individuals recognize and support the benefits of the new culture and have made the transition from follower and/or doubter to active support and change agents, truly involved in the process.

Supporters• Recognize their efforts• Rotate on special assignments• Give advice and emotional

support• Ask what you can do to help• Ensure equal opportunity

How to Deal With…

Blockers• Do not argue• Focus on fact• Give time Limits• Listen• Provide

information

Fence Sitters• Do not argue• Ask for opinion before you give

yours• Recognize recommendations• Give assignments• Provide information• Bench tours/ workshops

Focus on the Fence Sitters and Supporters, NOT on the Blockers

Stakeholder Analysis

What is a “Stakeholder Analysis?”

• A Stakeholder Analysis is an assessment of the level of resistance/support that each project stakeholder demonstrates toward the project

• The Stakeholder Analysis is developed by & for the Black Belt/Green Belt. It is typically not shared with the other team members.

• Use your “Faces of Resistance” observations as a basis for completing the Stakeholder Analysiso Update the Stakeholder Analysis as the project proceeds.

Individuals will often change positions as the project develops

Stakeholder Analysis

Stakeholder Analysis.xls

Stakeholder Analysis Definitions

• Strongly Supportive - These are the individuals who strongly support the project. They complete all their assigned tasks and actively promote the project and Six Sigma to others. They go out of their way to help.

• Moderately Supportive - These are individuals who dutifully complete all the tasks assigned to them, but don't go out of their way to support the project to their co-workers. They personally want the project to succeed.

• Neutral - These are individuals who neither go out of their way to help the project succeed, nor do they do anything to make it fail. They are somewhat passive in team meetings, providing valuable input when needed, but don't add anything beyond what is necessary.

• Moderately Against - These are individuals who do not want the project to succeed, but don't recruit others to their position. They are often late in completing their assigned tasks or do not complete them at all.

• Strongly Against - These are individuals that do not want the project to succeed. They actively tell others (in and outside) the team meetings that the project should not succeed and seek to recruit them to their position.

Instructions – Stakeholder Analysis

1. Identify the key stakeholders.2. Plot where individuals currently are with regard to

desired change (O = current). 3. Plot where individuals need to be (X = desired) in order

to successfully accomplish desired change identify gaps between current and desired.

4. Plan action steps for closing gaps.

Example Stakeholder Analysis

Stakeholder Analysis.xls

Influence Strategy

Influence Strategy

Influence Strategy.xls

Try to identify and address any real or

perceived “sense of loss” due to the project.

Tools to Address Resistance

36©2006, JEA™;

All Rights Reserved

Develop a Communication Plan Including Operational Definitions

• Define Your Influence Objectiveo Determine exactly what you need from this stakeholder in order to

complete your project successfully. This is your Influence Objective for this stakeholder. State it clearly.

• Define the “WIIFM”o Increase Benefits

List what you are prepared to do to make the change more beneficial to the stakeholder.

o Reduce Cost or Inconvenience List what you are prepared to do to make the change less costly or

inconvenient.

• Plan Your Influence Attempt

Identify Personality Type

• Leadership competency series 2• When communicating with (and particularly when

soliciting a change in support level from) a team member, it is helpful to assess their personality style – and yours!!o Analyst (Analytic, Cognitive)o Commander (Driver, Behavioral)o Performer (Expressive, Affective)o Adapter (Amiable, Interpersonal)

Personality Style Indicator.xls

Personality Style Quadrants

Analyst (Analytic

Cognitive)

Commander (Driver, Behavioral)

Performer (Expressive,

Affective)

Adapter (Amiable,

Interpersonal)

Open (High Reveal)

Controlled (Low Reveal)

Tell/Do (High Action)

Think/Act (Low Action)

Style Flexing - Analysts

• General orientationo To tasks: wants qualityo To people: seeks securityo To problems: analyzes datao To stress: withdrawso To time: past and future

• Typical strengthso Acts cautiously to avoid errorso Engages in critical analysiso Seeks to create a low stress climateo Wants to ensure quality controlo Can follow directives and standards

• Common difficultieso Can bog down in details and lose timeo Can be too critical or finickyo Can be overly sensitive to feedbacko Can seem to be lacking in courageo Can be too self-sufficient, alone

• To work with Commanders:o Speak more rapidly than normal,

respond promptly to messages, complete projects on time, make statements that are definite rather than tentative, allow freedom of thinking

• To work with Adapters:o The more casual and informal than

usual, look at the person, show your feelings, give clear directions and goals

• To work with Performers:o Be more casual and informal than

usual, notice body language, be prepared to decide quickly, show appreciation, allow Performers to put their stamp on what you do, voice disagreement, increase eye contact

Style Flexing - Commanders

• General orientationo To tasks: wants results nowo To people: seeks authorityo To problems: tactical, strategico To stress: doubles effortso To time: future and present

• Typical strengthso Acts rapidly to get resultso Is inventive and productiveo Shows endurance under stresso Is driven to achieve goalso Can take authority boldly

• Common difficultieso Can be too forceful or impatiento Can often think their way is besto Can be insensitive to otherso Can be manipulative or coerciveo Can be lonely or fatigued

• To work with Analysts:o Talk more slowly, take time to be

thorough, talk less – listen more, be prepared to go into detail, give sound rationale

• To work with Performers:o Be more casual and informal,

disclose something about yourself, give highlights, show appreciation, share the spotlight

• To work with Adapters:o Be more casual and informal, don’t

rush unnecessarily, talk more slowly, decrease intensity of your eye contact, phrase thoughts more provisionally

Style Flexing - Performers

• General orientationo To tasks: people come firsto To people: seeks to influenceo To problems: tentative and creativeo To stress: escapes from ito To time: present and future

• Typical strengthso Acts creatively on intuitiono Is sensitive to others’ feelingso Is resilient in times of stresso Develops a network of contactso Is often willing to help others

• Common difficultieso Can lose track of timeo Can “overburn” and overindulgeo Can be too talkativeo Can be self oriented, self-assured

• To work with Commanders:o Be on time, get to business, limit

details – focus on results of the actions being discussed, deliver as promised, offer two options when making recommendations

• To work with Adapters:o Talk less, listen more, talk more

slowly, reflect back what you think you heard, be open to negotiation, decrease vocal intensity

• To work with Analysts:o Talk less, listen more, don’t

interrupt, reflect back to analysts what you think you heard, don’t finish the other persons sentence, have a well-organized presentation, plan your work

Style Flexing - Adapters

• General orientationo To tasks: reliable performanceo To people: seeks to help otherso To problems: practical solutionso To stress: adjusts to ito To time: present

• Typical strengthso Promotes harmony and balanceo Is reliable and consistento Tries to adapt to stresso See the obvious that others misso Is often easy-going and warm

• Common difficultieso Can be to easy-going and acceptingo Can allow others to take advantageo Can become bitter if unappreciated o Can be low in self-wortho Can be too dependent on others

• To work with Analysts:o Be on time, get right to business,

talk about what you “think” rather than what you “feel”, be prepared, follow-up

• To work with Performers:o Be prepared to decide quickly,

when writing – keep it short, show enthusiasm, make recommendations, be open to bending the rules

• To work with Commanders:o Pick up the pace, when writing –

keep it short, increase eye contact, avoid “touchy–feely” subjects or expressions, when in doubt – leave it out, when making recommendations, offer two options for the commander to choose from, don’t rely on sentiment

3D’s

• Datao Use data to show the need for change o Graphical data is often more convincing than tabular

data• Demonstrate

o Physically/visually demonstrate the defect occurring and the resulting negative impact

o Let them see the problem with their own eyes• Demand

o Direct - Manager uses authority to direct work activityo Indirect - Manager/stakeholders show support

through their own actions (“walk the talk”)

Overcoming Resistance Exercise

Instructions: • At your tables, complete/define:

o ARMIo Stakeholder Analysiso Influence Strategyo Influence Method (3D’s)

• Be prepared to discuss your conclusions with the class.

45 Min

Learning Check – Recognize & Overcome Resistance

Upon completing this module, students should be able to:• Construct an ARMI diagram• Construct a Stakeholders Analysis document• Construct an Influence Strategy document• Write the 3D’s