Most of us have been through the journey of developing a process-oriented approach within organizations and building process capability. Emphasis is put on documentation, records and clean audit report.
Certifications are the name of the game in most organizations. Nothing wrong with it. Top of the hat that most subscribe to are the ISO certifications, CMM, graduating to Lean, Six Sigma, IMCRBNQA or Malcolm Baldrige, and on it goes. The common pattern in all these achievements are the way it is planned, presented and executed, within the organization space. Most often than not, savings take centre stage, at the cost of human well-being. The latter part is never put in financial terms, especially the trauma of change that one goes through when this is happening.
One glance at any change and quality movement, you will notice that the “crux” at heart is to bring a “culture change” within the organization. This is ideally achieved by creating an “eco-system” that enables “change” to happen. This is most often overlooked in exchange for quick changes, quick results and quick awards. Every other year, a new practice is adopted as the latest “in” fashion statement. Confusion prevails leading to further complexity.
Let me explain this a little further. Since I am an Indian, I will share examples available in my country (you may look at examples within your own country).
In India, most organizations implement or aspire to, practices like Six Sigma, 5S, Kaizen and many more. Most organizations have at least ISO 9001 certification. When you enter these organizations for audit or as a visitor, you will find artefacts across every corner, and most employees you engage with will speak this language. This is indeed very good to begin with. Do organizations really take the time to share the intent of implementing any new practice to all stakeholders? I believe “Intent” leads to “thoughts” which lead to “action”. If the intent is winning awards and accolades, the thoughts and actions are usually short term in nature.
What is the result? Incongruent behaviours i.e. one set of behaviour inside the organization and another set of behaviour outside the organization. Here are a few examples to elaborate this point
Breaking traffic lines while driving goes against the grain of production or assembly line concept which every educated person is aware of
Unclean and cluttered space, whether it is desk space or my bag or my wallet or my residence goes against the grain of 5S which every industry has adopted in the country
On visiting any bank, you find that papers lie scattered, wires dangle especially as new equipment’s get added, stickers get put on an empty wall etc. This goes against the grain of visual controls, occupational health and safety which is especially overlooked in nationalized banks, local corporations working on public facilities
In infrastructure industry, dumping of debris during and after construction by the road side goes against the grain of ISO 14001
Most schools do not have regular fire evacuation drills or site layout maps, which go against the grain of occupational health and safety, thereby putting children’s and teachers life at risk.
People staying in high rise buildings often buying properties without ever questioning the builder or the society on the elements of risk mitigation which is drilled in every employee as part of Business continuity
People driving without putting their safety belts put themselves, fellow passengers in the car and on the road, organizations they work for and families they belong at risk, goes against the grain of system thinking
You can add more as you look around you.
In discovering my-self, I became aware of this split in myself. My journey has commenced, with the same passion and intensity with which I train others on 5S, ISO series of 9001, 14001, 18001 and human behaviour. The journey has been enriching, enthralling and most importantly, humbling.
My conviction in the essence of these concepts have grown by leaps and bounds. I have discovered that these concepts are a way of life, a discipline just like the Tao, to be discovered, appreciated and re-discovered anew.
People often talk about process oriented approach in light of minimizing dependency on people in a work setting. I have a different take on this.
I believe a process oriented approach is able to make people’s life simpler and efficient. It is able to help us drive our potential to the next level, whatever it is for us.
Having personally explored this part, I am convinced it works wonders.
As an individual(s) forming part and parcel of organizations called “societies” and countries leading to a global community, are we living a life of split personality, one to be followed in the corporations we work for and the other with our families, and in the society that we live?
On closing observing various cultures across the world, you will notice that the “wheel of life” revolves on three universal principles viz. cleanliness or purity, discipline (Sadhana) and sustainability.
To conclude, as a family, community, society, corporation, nation, what are the enablers we create or help to create to help the “wheel of life” spinning on these three universal principles?
– #SJ