Webinar Report: How To Make Change Stick by Lorcan Carroll
Over the course of 20 minutes Lorcan Carroll, LC Consulting, shared his perspective on the human component of change management in addition to sharing a tool and case study insights on helping change management succeed, in the latest Lunchtime Bytes from the ICBE Advanced Productivity Skillnet.
“Change happens all the time, sometimes even on an hourly basis but investing in people can have exponential benefit” added Lorcan.
In a world where continuous improvement programmes have engineered exact processes Lorcan again emphasised the less tapped human potential by quoting Henry Ford “People are the only organizational asset that has an infinite capacity to appreciate in value”.
Lorcan then demonstrated the 6 Box, a practical tool that uncovers the personal and social barriers that silently prevent change from happening and a process that can lead to stronger change momentum with the potential to scale.
In looking firstly at what are the good/bad behaviours this tool asks ‘Why’ and maps Personal, Social and Structural forces against Motivation and Ability factors which shape vital behaviours. It then moves to asking ‘how can we encourage the right behaviours/discourage the wrong behaviours’ by using the same matrix. This data is used to answer ‘Why do people do what they do?’ and uncover Influence Strategies to deliver Vital Behaviours. This data helps to identify Positive Deviance and Crucial Moments which leads us to the Vital Behaviours (‘what behaviours will give us the results we want’) and clarifying measurable Results. Taking this structured approach can result in a 10X improvement in the likely result being delivered.
As the quality lead Lorcan explained how he deployed this methodology on lines that featured low functional failure but instead featured ‘defects’ from different human interactions/behaviours.
“We need to remember these products are built by people not machines” added Lorcan.
His first step was to set a high goal of 40% reduction in behavioural defects. This focused effort meant the project got extra attention. In looking at current behaviour one line had no failure issues (‘defects’) over an 18-month period and he explored the reasons.
Key to this was enlisting the support of opinion leaders and he discovered that this team was driven by a culture of a ‘goal to hit their target with no “defects” which was incentivised. Upon further investigation he discovered that for every ‘defect’ stent identified during in process inspection the line supervisor looked for feedback, which was actively leveraged to fix the root cause immediately.
Using this insight, he explored the motivation and ability factors with other lines uncovering that individuals did not know how to give feedback or were only trained in one small area meaning the scales were tipped negatively for these lines.
New training was introduced for how to give feedback and meaningfully interact. Employees were then motivated to improve and understand the impact of their actions through a series of videos showing the impact of stent failures in the real world settings.
These and other actions/interventions lead to a 60% improvement in year one and 80% in year two that ultimately fed into the company growth plans and aligned with smart goals.
In summing up the webinar Lorcan advised:
- Find your key opinion leaders – give them a role
- Who is succeeding? – positive deviance (understand what they are doing)
- Know your “When” moments – crucial moments
- Find the Vital Behaviour – biggest bang for your buck!
- People do things for 2 reasons – Motivation and Ability
You can view Lorcan’s slides below.how-to-make-change-Stick-lunch-time-bite-covid-19-min