IT STARTS WITH ONE: CHANGING INDIVIDUALS 사이다토토S ORGANIZATIONS
By GLENN VAN ZUTPHEN
From INSEAD Knowledge (http://knowledge.insead.edu)
Small and large businesses have been searching for decades for the holy grail of organizational 사이다토토: the perfect way to motivate employees to 사이다토토 their old ways for what management deem to be better, new ones.
The prevailing wind of 사이다토토 is a "top-down" 사이다토토 of an organization's structure or reward system. Some experts espouse putting a "champion" in the executive suite to drive and implement 사이다토토 down to the lowest rung of the corporate ladder. The notion -- get a big gun upstairs to push 사이다토토 to the organizational depths.
Stewart Black and Hal Gregersen take a fresh approach in their book "It Starts With One," believing that an organization 사이다토토s only as fast and as far as the front-line individuals implementing that 사이다토토. Therefore, they need to be considered first, in the 사이다토토 paradigm.
"When we work with managers, here's the default mindset: When they think about 사이다토토 it's easy for them to focus on all the things that are not personal -- systems, context, or structure," says Hal Gregersen. "But when you push managers to think about individual people who need to 사이다토토, it becomes a very different conversation ... less of an intellectual exercise about systems and structure, and more of an individual exercise about real people making real 사이다토토."
Black notes that only about 30 percent of organizational 사이다토토 initiatives succeed.
"사이다토토 really starts with focusing on the individuals you're trying to 사이다토토, why you're going to 사이다토토 them, how you're going to 사이다토토 them and how they look at the 사이다토토," Black says. "If you can't zero-in on those individuals, there's no guarantee that things will 사이다토토."
The book outlines three things that must happen within an organization before 사이다토토 can happen: seeing the need for 사이다토토; moving once the need is agreed to; and finally completing the 사이다토토. A key to all this is changing the "mental maps" of managers as well as rank and file workers.
In one of many anecdotes in the book, Gregersen tells of a meatpacking plant that tried to 사이다토토 its top-down management by allowing more input from ordinary workers into typically upper management tasks such as scheduling. At a staff meeting, a big, brawny butcher, who took issue with the new, decentralized structure, stood up and demanded that it was his right to be told what to do by his boss. So 사이다토토 is not merely an issue for the managers who hope to implement it. There are challenges when the mental maps of those in the organization will not allow for a shift from the status quo.
Black says the failure to see the need for 사이다토토 is common and adds that this kills outright about 30 percent of 사이다토토 initiatives. He says it's more than just people being used to old patterns.
"They do things a certain way because they've been successful at 사이다토토," Black says. "They have mental maps as to how to do their job and they have them, the world over, for one reason: That map has worked for them. The longer that map has worked, the more sense 사이다토토 makes for them to hold onto 사이다토토."
"Unless you provide a big enough contrast and an engaging enough experience, you can't break through it, and the 사이다토토 initiative will fail," he says.
To illustrate his point, Black talks about one of the most successful car companies in the world: Toyota. Years ago, its North American executives repeatedly tried to convince the Tokyo home office of the need to tap the massive and lucrative U.S. pickup truck market. Tokyo believed it was a niche market comprising of cowboys and construction workers. After much resistance, the top executives traveled to the U.S. and attended an American football game. Before the game they walked around the massive parking lot and saw thousands of ordinary families (Toyota's target market) enjoying tailgate parties out of the back of their pickup trucks or sport utility vehicles (SUVs). As Black tells the story, the mental map of Tokyo management was instantly 사이다토토d, and eventually led to the launch of the Tundra, one of Toyota's most successful models.
"We see things best that are directly in front of us ... you have to confront the people w사이다토토h contrast and engage them," says Black. "The more senses you can engage, the more successful you'll be in having people accept that difference."
Beyond seeing the need to 사이다토토, the challenge is getting people to move on that 사이다토토 and then to finish the 사이다토토 process. Think of the recent Heathrow Terminal 5 baggage debacle, in which tens of thousands of bags were lost shortly after the much-touted terminal opened. Gregersen says management could clearly see the problem. But it failed to think through the individual baggage handler's capabilities in moving bags from point A to B in a timely manner.
"The challenge is getting people capable to do something that they've never done before," Gregersen says. "If 사이다토토's new and 사이다토토's never been done before, by defin사이다토토ion, 'I'm not good at 사이다토토.' Managers -- once they see the light -- assume that everyone else can do something perfectly. This is simply not the case."
To finish the 사이다토토 initiative, the front-line workers will make or break it. Depending on the size and scope of the 사이다토토, it may take time to implement, but success or failure depends on personal support, Gregersen says. If a manager has helped workers to see the need to 사이다토토, given them the capability to start the 사이다토토 but doesn't fundamentally care about the final success, the initiative will not succeed. He believes that employees need the most support during the crucial, implementation phase.
"At the breaking point 사이다토토's important to have a champion, not at the top of the organization, but someone nearby who will help make a difference when front-line employees are ready to give up," Gregersen says. "Having that kind of local support helps to keep people going until they master the new way of doing things."
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