Quality Progress - December 2016 - 76


QPREVIEWS
Making Change in Complex
Organizations
George K. Strodtbeck III, ASQ Quality Press,
2016, 142 pp., $30 member, $50 list (book).
In the vein of such
platitudes and
ineffective statements as "change
is difficult," nothing is closer to the
truth. Organizations have the
same opportunities, regardless of
size or focus, and
having a plan to strategically adapt to the
evolving economic environment is key. The
book makes sense out of chaos in its assessment of change and its impact.
Strodtbeck introduces the reader to
his personal and professional background.
He learned discipline and self-reliance
early in life, making money and meeting
responsibilities as a child before joining
the U.S. Army. He explains his personal
experiences as important enough to create
a manuscript, with the intent of sharing
lessons learned to others in the continuous
process improvement profession. Strodtbeck employs some good examples from
the military and civilian realms to sharpen
his points.
The first example depicts the magnificence and stunning feat that is the creation
of an aircraft carrier, the largest moving
structure in the world. An aircraft carrier
may be an incredibly complex and daunting marvel of technology made possible
through no small process, but it also is a
sum of its parts, run almost entirely by men
and women in their late teens to midtwenties.
Simple processes add up to large work
items, and the key to ensuring success in
these items is training and adherence, not

76 QP * www.qualityprogress.com

necessarily skill requirements and technical
acumen.
Commitment to change is another key
theme. Any new idea or theory has a small
chance of success on its own, but that
chance gets greater and greater as a plan
is created to guide it toward implementation. Innovation-the starting point of all
successful change-begins with a high
level of enthusiasm and excitement that
can quickly fall away without continuous
guidance. As reality sets in, the source of
the initial idea experiences a period when
enthusiasm and stamina for the idea can
be lost. Sources of support get pulled away
and tasked with other projects; team members get promoted or leave their jobs. A
truly well-planned deployment anticipates
changes such as these while keeping the
endgame in plain sight.
The keys to successfully implementing change include innovation, strong
leadership, commitment and stamina.
Having a good idea is only part of the plan.
It takes definition, calculation, will and
effective communication to carry innovation throughout a continuously-improving
culture.
Trevor Jordan
Orlando, FL

Baldrige for Leaders: A Leader's
Guide to Performance
Excellence
John Vinyard, ASQ Quality Press, 2016, 88
pp., $14 member, $24 list (book).
The Malcolm Baldrige National Quality Award's criteria and its associated
model have been supported by the recent
creation of the Baldrige Excellence Builder
(BEB). The BEB provides a series of questions creating an accessible, high-level
overview of the criteria.
This book takes each of the seven categories, 19 items and the organization pro-

file from the Baldrige criteria and provides
thoughts and insights on each. The BEB
clarifies these questions and gives practical
guidance to leaders that can help them
better understand and engage with the
criteria. The tips, advice and examples are
supported by relevant quotes by business
leaders. A glossary
of key terms is
provided.
The key value
in this book is
that it is short and
to the point. It is
perfect for a busy
leader to pick up,
quickly thumb
through and get
key information he or she needs to understand and implement the criteria. While
aimed at leaders, this book is ideal for
anyone interested in the criteria to quickly
grasp the concepts and their application.
Denis Leonard
Bozeman, MT

Reinvention: Accelerating
Results in the Age of Disruption
Shane Cragun and Kate Sweetman,
Greenleaf Book Group Press, 2016, 192 pp.,
$21.95 (book).
We are in the
age of disruption.
Today, you must
be able to change
internally faster
than external
change happens.
To succeed and
survive tomorrow you will be
required to create
internal change capacity and capability
faster than the rate of projected external
change. This means doing more than just


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Table of Contents for the Digital Edition of Quality Progress - December 2016

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Quality Progress - December 2016 - cover3
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