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Three Proven Strategies for Successful Group Dialogue

Facilitation, Lean Six Sigma, Operational ExcellenceComments Off
Image by David Castillo Dominici

I recently contributed this article to Leadership Strategies, based on a previous post on The Role of the Six Sigma Black Belt as a Facilitator. This version is for a broader audience and explores three proven strategies for successfully facilitating productive group dialogue.

In the world of continuous and process improvement, practitioners range from quality engineers, to lean specialists, to six sigma black belts (and green belts), to a variety of other titles and labels. They all share certain things in common:

Lessons From Long-Distance Running: Support Mechanisms

Change Strategies, Culture Change, Mindsets & Behavior, Organizational Change, Sustaining ChangeComments Off

This is part of the series “Lessons from Change Management Strategies and Long Distance Running.”
How would you like to run in those rubber boots? Of course it is ridiculous! What is worse, it could be dangerous. You have to use the right shoes; you have to have the right gear. I train in a pair of Nike Free (right), great shoes!

Shoes do make a difference!

Other support mechanisms for runners can include a schedule for regular practice, a training program to systematically increase endurance and speed, access to a gym with the right equipment, diet and supplements, and a running group. Likewise, organizational change requires support mechanisms to enable the implementation of the change and to assimilate it into organizational culture. The first step is to clearly define the desired behavior that the change requires, then align the support mechanisms or systems to reinforce the change.

Lessons From Long Distance Running: Managing Pain

Acceptance, Change Strategies, Organizational Change, ResistanceComments Off

This is part of the series “Lessons from Change Management Strategies and Long Distance Running.”

During training, my right knee would start hurting after about 4 or 5 miles; so it was no surprise when the pain started around mile 4 the day of the race. The pain was sharp, it got worse, and the urge to stop increased with every step. But it was not unexpected and I knew what I needed to do to manage the pain through the next almost 13 miles to the finish line.

Large, complex organizational change is painful at many levels. It is painful to those impacted by the change because it takes them out of their comfort zone and stretches them to unlearn old habits and learn new ones. It’s painful to the change leaders because it feels like running in sand. But what does pain look like during organizational change?

Lessons From Long Distance Running: Pace

Change Strategies, Organizational Change, Resistance, Sustaining ChangeComments Off

This is part of the series “Lessons from Change Management Strategies and Long Distance Running.”

The early morning air was cool at the starting line. My body felt rested and my legs fresh. With several thousand runners anxious to start, the excitement was in the air. At the starting signal I felt a rush of adrenaline. My first temptation was to get away and break into the open as soon as possible. A natural urge would be to start fast to get to the front of the pack, a mistake that could cost a runner the race or injury. The key is pace!

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