Maintenance Technology October 2016 - 20


MANAGEMENT STRATEGIES

8
7
5
4
3
2
1
CONCEPT

COMMITMENT
CRUSHING
BARRIERS

COMPLIANCE

CONSISTENCY

COMMUNICATIONS

CLEAR
EXPECTATIONS

Consider these eight steps to
culture change as 'carved in stone.' None can be
skipped. They are a continuum that accounts for the
different phases through which every new initiative must navigate.

must align with the organizational
culture. How does a business ensure such
alignment?
■ Communicate:
» Be certain people understand the
value of the technology.
» Ensure the technology is not
perceived as a substitute for people.
If the technology is perceived as a
threat, it will not be embraced and
will likely fail.
■ Listen:
» Consult with the people who will
use the technology daily.
» Involve them in designing the
technical solutions.
» Let them experiment and raise
concerns or questions.
■ Train:
» Don't underestimate the need
for training. A primary reason
technology solutions fail is a lack
of immediate and ongoing training
and coaching.

Eight steps to culture change
Companies tend to speak about culture as
if it were a single-variable equation. The
truth is, culture is the result of input from
several sources, including the experience
of individuals and dynamics within the
workplace. Changing a culture is an
action-oriented endeavor. No number
of beautifully designed values posters or
culture maps will bring culture change
to life. That requires work and perseverance, a process I call "C-ing" your way to

20 |

CULTURE

6

Mandatory Steps to Culture Change

MAINTENANCE TECHNOLOGY

culture. These steps are not ingredients
in a recipe, but rather a continuum that
accounts for the different phases through
which every new initiative must navigate.
The details of how these are accomplished
are unique to each organization and situation. All steps must be followed. None can
be skipped. While the required time will
depend on many factors, every successful
initiative follows this pattern.
1. Concept. The first step in "C-ing"
your way to culture is to develop a
well-defined concept. Begin with the
end in mind and define what good
looks like. Be sure to seek advice from
others. No one person's concept is ever
complete. Vet the idea with others you
trust and solicit constructive feedback.
Make sure to discuss potential barriers
to implementation before you begin.
Although you may not be able to
anticipate every barrier, having a plan
for most of them is critical to success.
Make sure you have a good coalition
before launching and ensure alignment with people who are key to your
success. Finally, don't communicate too
early. Give the concept time to incubate
and solidify before rolling it out.
2. Clear expectations. Change requires
a clear vision and an articulated path
to reach a goal. Clearly define why the
change is needed, when it is required,
and how it is going to be achieved.
More important, provide a direct line
of sight between what you are requiring
of people and how those actions align

with achieving the goal. These expectations vary for personnel in different
parts of an organization. A difficult,
but crucial, part of this is ensuring that
people on the shop floor understand
specifically how their actions directly
contribute to the organization's success.
3. Communication. This must take place
throughout the entire process and
beyond. Key messages and expectations must be repeated frequently
and by many different people. Always
check for understanding and allow
questions. It's essential that the method
of communication be refreshed
frequently. Find different ways of
saying the same thing. Different means
of communication appeal to different
people. Remember, very few people
will be aligned with your new initiative
at this point. Take time to coach
people toward the correct actions and
understand that change takes time. Be
tolerant of missteps in the early phases.
4. Consistency. Once the message has
been well communicated, remain
consistent across the organization on
what is expected. A lack of consistency
will be perceived as favoritism,
discrimination, or a lack of commitment. It is important that expectations
be tied to consequences. Reward right
actions and discourage the wrong ones.
5. Compliance. Successfully completing
the first three steps leads to compliance. Compliance is defined as the
action or fact of complying with a
wish or command. The key word
here is "command." Compliance
suggests the right behaviors are visible,
but only when someone is looking.
Oftentimes compliance only lasts while
those driving the change are still in
place. Once the champions disappear,
entropy usually takes over and things
quickly revert back to the way they
were.
Don't confuse compliance with
commitment. Such confusion is why
OCTOBER 2016



Table of Contents for the Digital Edition of Maintenance Technology October 2016

Maintenance Technology October 2016 - 1
Maintenance Technology October 2016 - Cover1
Maintenance Technology October 2016 - Cover2
Maintenance Technology October 2016 - 1
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