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ANNALISA WEIGEL: Let's
move on to our next module

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of the day, which called
People: The Heart of Lean.

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What people who
have studied Lean

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and the Toyota production
system in general have found

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is that there's
two major aspects

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of these kinds of systems.

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One is this kind of
just-in-time production

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that we typically see,
and which we talked about

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in the new balance plant tour.

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But the second and
equally important

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component of these
kinds of systems

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is the respect-for-human
system that exists.

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And you heard, again in
our new balance plant tour

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you heard Claudio talk
about the immense respect

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that they have for
their employees

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and how employee involvement
is valued and encouraged

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in his organization.

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Now the trouble is
for a lot of folks,

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and engineers in particular, is
we think about the people part

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to the problem and
we sometimes sees

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these as really challenging.

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And this is a quote from a
gentleman at Northrop Grumman

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who's fairly high
in their management,

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and he sums it up very nicely
by saying "the soft stuff is

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the hard stuff."

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The soft stuff, which is
usually thought of as the people

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issues, is often seen
as some of the hardest

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challenges in an organization.

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He's very true.

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But it's one of
those important items

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to work on when you think about
making an organization lean.

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So in this section
on people we want

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to have you achieve the
following three learning

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objectives.

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The first is to
be able to explain

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why people are key to improving
productivity and organization.

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The second is to
make you realize

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that effective communication,
shared goals, and knowledge,

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and mutual respect lead
to improved organizational

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performance.

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And third, we'd like you
to be able to participate

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as a member of a team
in order to achieve

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a productive and
positive outcome.

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So to get us kicked
off on this discussion,

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I'd like you to
think and reflect

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on the most important things
that contribute to your job

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satisfaction.

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So whether you're a student
or whether you're currently

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working, think about what it is
that makes you very satisfied

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with your job.

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And I'd like to ask
for some volunteers

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to tell me first of all, what's
the most important thing?

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Let's start off with that.

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I'm going to start to
make a list on the board.

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AUDIENCE: Maybe feeling like
you've made a difference

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at the end of the day.

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Whether it be to the
customers or to the staff

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that you work with.

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ANNALISA WEIGEL: What else?

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Yes.

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AUDIENCE: Felt like
I've learned something.

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OK, I've going to
put something up.

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ANNALISA WEIGEL: Learning.

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Great.

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AUDIENCE: Having control
over the outcomes

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you're responsible for.

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ANNALISA WEIGEL: Yes.

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AUDIENCE: I'd say having
room for creativity.

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ANNALISA WEIGEL: Creativity.

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In the back.

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AUDIENCE: Feeling
respected or valued.

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ANNALISA WEIGEL: What else?

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Yes.

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AUDIENCE: Making
connections with individuals

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and the community at large.

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ANNALISA WEIGEL: Connection.

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So it's the relationships with
your co-workers, customers,

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everybody?

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AUDIENCE: Yeah, with my
patients and med students

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that I work with, but also
connecting with the needs

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of the community in general.

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I guess with my colleagues, too.

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Though that seems secondary.

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ANNALISA WEIGEL: What else?

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Yes?

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AUDIENCE: Acknowledgement
of a job well done.

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ANNALISA WEIGEL: Yes?

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AUDIENCE: I think a job you can
work to your full potential.

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ANNALISA WEIGEL: OK.

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Anything else?

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AUDIENCE: Responsibility.

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ANNALISA WEIGEL: OK.

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In the back.

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Yes.

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AUDIENCE: I don't require that,
but the financial incentives.

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ANNALISA WEIGEL: Financial
incentive, salary?

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AUDIENCE: Yeah.

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Make money.

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ANNALISA WEIGEL: Let's
call that what it is.

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Salary.

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Great.

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We've all got to eat.

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Go ahead.

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AUDIENCE: Having the time to
do my job right the first time

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and feeling like I
didn't wallow away

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in errors throughout the day.

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ANNALISA WEIGEL:
So adequate time.

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What else?

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AUDIENCE: Working hours.

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ANNALISA WEIGEL: Your hours.

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So take a look at the
list we have here.

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And think if the most important
thing that contributes

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to your own job satisfaction
isn't on this list,

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and you'd like to
raise your hand

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and tell us about
it, that'll be great.

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we'll add it to the list.

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Otherwise we might
start to winnow it down.

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AUDIENCE: Lack of stress.

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ANNALISA WEIGEL: Stress
free environment.

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AUDIENCE: Or reduced stress.

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ANNALISA WEIGEL:
OK, so low stress.

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Reduced stress.

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Susan?

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AUDIENCE: Being part of a team.

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ANNALISA WEIGEL: Yes, in back.

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AUDIENCE: It's sort
of related to hours,

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but work-family balance.

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ANNALISA WEIGEL: Yes.

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AUDIENCE: Feedback.

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ANNALISA WEIGEL: Feedback
from your supervisor?

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OK.

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Great.

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Do we have any-- one more
burning last suggestion?

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Matteis?

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AUDIENCE: Environment.

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Working environment.

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ANNALISA WEIGEL: OK, so
take a read through these

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and what I'd like
to ask you to do now

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is each person take a voting
strip of dots they should

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be distributed on your table.

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What I'll ask you to
do is just come up

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to the board and place one dot
next to each of your top three

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items.

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So you get to vote for 3 as
the most important things that

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contribute to your
job satisfaction.

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So when you're ready,
just head up to the board

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and place your dots on the line.

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And, yes, you do have to vote
for three separate items.

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You can't put all your three
dots on one particular row.

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So go ahead when you're
ready just come up.

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[SIDE CONVERSATIONS]

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ANNALISA WEIGEL: Has everybody
had a chance to vote?

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Very good.

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All right, let's see where
our top vote getters were.

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So it looks like work-family
balance is up there,

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as is making a difference.

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Let's see.

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So looks like salary gets up
there, too as our top three.

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Excellent, so I think it's
making a difference by quite

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a few lengths there, work
family balance, and then salary.

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So let's see how some of
your answers as a class

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compared to some studies
that have been done.

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And this is just
one sample that's

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actually been done by Boeing.

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It's some of their employee
satisfaction surveys.

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And what you see here
on the chart is--

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the x-axis here and the
placement of these items

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shows the correlation or
the strength of association

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with a high performance
work environment.

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Really, the things that
are making employees

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perform really well.

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And you'll see things
like encouraged

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to come up with new and
better ways to do things,

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involving them in decisions,
improving my skills

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or learning as we
called it here in class,

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conditions allow me
to be productive.

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We also talked about that.

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Someone made that suggestion.

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These are all things that
have a much higher correlation

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with having high performance
work environment than things

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on this side.

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And notice pay is sort of
farthest from people's job

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satisfaction.

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So it just really
goes to show you

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it's not just what you pay
people and then job security.

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But it's a lot of these
other important satisfaction

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items that contributes to people
really doing a productive job.

195
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Now there are several
different theories

196
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about how workers
are productive.

197
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They relate to the brainstorming
that we've been doing.

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The first is usually
called Theory X

199
00:08:09,127 --> 00:08:11,210
and it was one of the
original management theories

200
00:08:11,210 --> 00:08:14,060
and it's based on the premise
that workers don't like to work

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00:08:14,060 --> 00:08:15,780
so they must be made to work.

202
00:08:15,780 --> 00:08:18,680
So you have to enforce harsh
rules and lots of motivation

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to get them to overcome
this general human desire

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to not work.

205
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Yes?

206
00:08:24,580 --> 00:08:26,420
AUDIENCE: I have a thought.

207
00:08:26,420 --> 00:08:28,970
As you got salary
and paid, I think

208
00:08:28,970 --> 00:08:34,299
why this one might
be a bit different

209
00:08:34,299 --> 00:08:36,740
is because on the
average, I guess

210
00:08:36,740 --> 00:08:39,950
that the bulk of the workers
are already paid good enough

211
00:08:39,950 --> 00:08:43,370
to take care of themselves and
their families and all of that.

212
00:08:43,370 --> 00:08:46,420
So if you're paying someone
a salary that is not

213
00:08:46,420 --> 00:08:52,310
able to take care of himself,
or not able to pay his bills,

214
00:08:52,310 --> 00:08:56,280
I don't think it
won't be an issue.

215
00:08:56,280 --> 00:08:59,350
I think that this might
not be a very good example,

216
00:08:59,350 --> 00:09:02,730
because if we look at the
average pay and the lowest pay

217
00:09:02,730 --> 00:09:04,923
they get, it might be
something very tangible.

218
00:09:04,923 --> 00:09:05,840
ANNALISA WEIGEL: Sure.

219
00:09:05,840 --> 00:09:07,400
And I think I would
agree with you.

220
00:09:07,400 --> 00:09:09,950
That's a function of
some base level of pay.

221
00:09:09,950 --> 00:09:13,640
And perhaps one of the reasons
why salary sometimes shows up

222
00:09:13,640 --> 00:09:15,950
in this environment is
more important than on some

223
00:09:15,950 --> 00:09:17,420
of these other surveys
that have been done

224
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is because we have a number of
students in the room, right.

225
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Raise your hand if
you're a student.

226
00:09:21,260 --> 00:09:23,720
If you're not being
paid much of anything.

227
00:09:23,720 --> 00:09:25,940
And hence, if salary is
really important to you.

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But as you suggest, when
you go out in the workforce

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and you are earning a
salary and putting food

230
00:09:31,580 --> 00:09:34,100
on the table is not
as concerning for you

231
00:09:34,100 --> 00:09:36,560
as it might be when you're not
getting salary as a student,

232
00:09:36,560 --> 00:09:39,175
some of these other items
really become important.

233
00:09:39,175 --> 00:09:40,550
So after a while
if you're trying

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00:09:40,550 --> 00:09:42,920
to create a high performing
work organization,

235
00:09:42,920 --> 00:09:45,380
it's not so much
increasing people's pay

236
00:09:45,380 --> 00:09:47,360
as it is focusing on
making sure there are

237
00:09:47,360 --> 00:09:48,950
all of these other conditions.

238
00:09:48,950 --> 00:09:52,100
And sometimes people think it's
easier to just pay people more

239
00:09:52,100 --> 00:09:55,060
and that doing this is harder
but it pays off much higher.

240
00:09:57,960 --> 00:09:59,710
All right, so back to
our worker theories,

241
00:09:59,710 --> 00:10:02,090
which comes into play a bit
with your comment as well.

242
00:10:02,090 --> 00:10:03,910
So we started at early
management theory

243
00:10:03,910 --> 00:10:06,130
with Theory X. So
then to counter

244
00:10:06,130 --> 00:10:08,530
that after a little while
of experimenting with it

245
00:10:08,530 --> 00:10:10,570
they really came upon
Theory Y, which is

246
00:10:10,570 --> 00:10:12,790
reflected in Elton Mayo's work.

247
00:10:12,790 --> 00:10:15,040
Where they said, no,
actually workers--

248
00:10:15,040 --> 00:10:16,780
if you just make them
happy then they're

249
00:10:16,780 --> 00:10:18,080
going to be really productive.

250
00:10:18,080 --> 00:10:20,050
So this theory out
of that was born

251
00:10:20,050 --> 00:10:22,150
the whole focus
on human resources

252
00:10:22,150 --> 00:10:24,190
and human relations
in the workplace

253
00:10:24,190 --> 00:10:27,050
and trying to create
a happy workplace.

254
00:10:27,050 --> 00:10:29,380
So that was about 1920,
and then around the turn

255
00:10:29,380 --> 00:10:32,110
of this century,
we have expressed

256
00:10:32,110 --> 00:10:35,020
by Dick Kleine at John
Deere, his thought

257
00:10:35,020 --> 00:10:38,630
is that a productive
worker is a happy worker.

258
00:10:38,630 --> 00:10:41,380
So we've got these three
different competing theories.

259
00:10:41,380 --> 00:10:43,450
Of those three, which
do you think most aligns

260
00:10:43,450 --> 00:10:46,040
with a Lean way of thinking?

261
00:10:46,040 --> 00:10:49,360
How many people think it's
the first theory, Theory X?

262
00:10:49,360 --> 00:10:52,000
How many people think
it's the middle one?

263
00:10:52,000 --> 00:10:54,550
How many people think
it's the last one?

264
00:10:54,550 --> 00:10:55,780
Very good.

265
00:10:55,780 --> 00:10:57,250
That's the way we think, too.

266
00:10:57,250 --> 00:10:59,920
We think that Dick
Kleine's thought

267
00:10:59,920 --> 00:11:01,480
about a productive
worker being happy

268
00:11:01,480 --> 00:11:06,070
worker really is the
way that things are.

269
00:11:06,070 --> 00:11:09,460
And to try to illustrate some
of the links between employee

270
00:11:09,460 --> 00:11:11,990
productivity and
company performance,

271
00:11:11,990 --> 00:11:14,998
we want to take a case study
here on Southwest Airlines.

272
00:11:14,998 --> 00:11:17,290
And just to give you some
brief background on Southwest

273
00:11:17,290 --> 00:11:19,780
as a company and
put them in context,

274
00:11:19,780 --> 00:11:21,072
they are one of the best--

275
00:11:21,072 --> 00:11:22,780
well they really are
the best performance

276
00:11:22,780 --> 00:11:24,820
of the major US
domestic airlines.

277
00:11:24,820 --> 00:11:29,590
And you can see their
profitability metric here

278
00:11:29,590 --> 00:11:30,250
on the chart.

279
00:11:30,250 --> 00:11:33,160
Southwest is in blue, which
is far above the red, which

280
00:11:33,160 --> 00:11:35,290
is an aggregate of all the
major domestic airlines

281
00:11:35,290 --> 00:11:39,490
and their profitability over
the past couple of decades.

282
00:11:39,490 --> 00:11:42,340
And in addition, Southwest
has made an operating profit

283
00:11:42,340 --> 00:11:44,600
every year for over 30 years.

284
00:11:44,600 --> 00:11:47,140
Now this is a big
achievement for an airline.

285
00:11:47,140 --> 00:11:49,870
No one else has this record and
many, many times, many years,

286
00:11:49,870 --> 00:11:52,510
many airlines are at a net loss.

287
00:11:52,510 --> 00:11:54,250
A few more items
about Southwest,

288
00:11:54,250 --> 00:11:57,340
they are one of the
safest airlines around.

289
00:11:57,340 --> 00:11:59,080
They did have a very
homogeneous fleet

290
00:11:59,080 --> 00:12:00,968
until they merged
with AirTran, and that

291
00:12:00,968 --> 00:12:03,010
simplifies some of their
training and maintenance

292
00:12:03,010 --> 00:12:04,650
and logistics items.

293
00:12:04,650 --> 00:12:06,700
They have never laid
off any employees

294
00:12:06,700 --> 00:12:09,520
even after the events of 9/11.

295
00:12:09,520 --> 00:12:12,310
They are the most highly
unionized US airline,

296
00:12:12,310 --> 00:12:13,810
even though there's
some perceptions

297
00:12:13,810 --> 00:12:15,790
out there that there's
no unions on Southwest.

298
00:12:15,790 --> 00:12:17,440
Because, after all,
those Southwest employees

299
00:12:17,440 --> 00:12:19,607
are so happy and the company
is doing so good surely

300
00:12:19,607 --> 00:12:20,710
they don't have unions.

301
00:12:20,710 --> 00:12:22,000
That's not true at all.

302
00:12:22,000 --> 00:12:26,560
They're highly unionized they
have a point-to-point, which

303
00:12:26,560 --> 00:12:29,333
is different than a
hub-and-spoke route structure.

304
00:12:29,333 --> 00:12:31,000
And many of the other
airlines in the US

305
00:12:31,000 --> 00:12:33,010
operate on a hub-and-spoke
route structure.

306
00:12:33,010 --> 00:12:34,552
You can think of it
a little bit more

307
00:12:34,552 --> 00:12:37,920
like a batch and cue
and continuous flow.

308
00:12:37,920 --> 00:12:39,990
A little bit different.

309
00:12:39,990 --> 00:12:41,740
They consistently offer
some of the lowest

310
00:12:41,740 --> 00:12:43,180
fares that are around.

311
00:12:43,180 --> 00:12:45,940
They're liked by investors
and employees and customers,

312
00:12:45,940 --> 00:12:47,010
I should say.

313
00:12:47,010 --> 00:12:49,000
And so you might ask
what makes Southwest

314
00:12:49,000 --> 00:12:51,220
so successful in its business.

315
00:12:51,220 --> 00:12:54,250
And Professor Jody Hoffer
Gittell in her book

316
00:12:54,250 --> 00:12:57,070
The Southwest Airlines Way
which resulted out of her PhD

317
00:12:57,070 --> 00:12:59,170
work here at MIT,
she argues it's

318
00:12:59,170 --> 00:13:03,990
because of Southwest's
organizational competency.

319
00:13:03,990 --> 00:13:07,600
And it's characterized by
shared goals, shared knowledge,

320
00:13:07,600 --> 00:13:09,910
and mutual respect.

321
00:13:09,910 --> 00:13:15,070
And she calls these three
things relational coordination.

322
00:13:15,070 --> 00:13:18,760
And she says that shared goals
helps the employees to align

323
00:13:18,760 --> 00:13:20,590
and prioritize
the organization's

324
00:13:20,590 --> 00:13:25,610
success over doing their job or
succeeding at just their job.

325
00:13:25,610 --> 00:13:27,670
The second item of
relational coordination

326
00:13:27,670 --> 00:13:30,080
is this element of
shared knowledge.

327
00:13:30,080 --> 00:13:32,140
So if everybody has the
same kind of knowledge,

328
00:13:32,140 --> 00:13:35,110
then you have visibility
of the overall work process

329
00:13:35,110 --> 00:13:36,610
and not just your
little part on it.

330
00:13:36,610 --> 00:13:39,027
So you can help see the linkages
between what you're doing

331
00:13:39,027 --> 00:13:40,660
and what someone
else is doing and be

332
00:13:40,660 --> 00:13:45,170
able to create overall a more
efficient and effective system.

333
00:13:45,170 --> 00:13:47,950
And lastly, this third element
of relational coordination

334
00:13:47,950 --> 00:13:49,440
is mutual respect.

335
00:13:49,440 --> 00:13:52,990
And that helps to reduce some
of the barriers between employee

336
00:13:52,990 --> 00:13:55,570
groups and helps them
cooperate more effectively

337
00:13:55,570 --> 00:13:57,628
to get the job done.

338
00:13:57,628 --> 00:13:59,920
And all these three elements
of relational coordination

339
00:13:59,920 --> 00:14:01,510
really couldn't
happen if it weren't

340
00:14:01,510 --> 00:14:05,570
for the underlying practice
of effective communication.

341
00:14:05,570 --> 00:14:08,410
This effective communication
is particularly

342
00:14:08,410 --> 00:14:11,080
one where people are
communicating about the problem

343
00:14:11,080 --> 00:14:14,380
itself and not really
worried about assigning blame

344
00:14:14,380 --> 00:14:15,790
when something bad goes wrong.

345
00:14:15,790 --> 00:14:18,550
So if you think in your
own work environment,

346
00:14:18,550 --> 00:14:20,530
you may be able to
think about some people

347
00:14:20,530 --> 00:14:22,300
that you interact
with perhaps who

348
00:14:22,300 --> 00:14:24,340
are very good at thinking
just about the problem

349
00:14:24,340 --> 00:14:26,257
and trying to separate
the people out from it.

350
00:14:26,257 --> 00:14:28,120
And then you may
also know some people

351
00:14:28,120 --> 00:14:31,060
who tend to focus more on
blaming somebody when something

352
00:14:31,060 --> 00:14:34,043
goes wrong and not really
focusing on what went wrong

353
00:14:34,043 --> 00:14:34,960
and how we can fix it.

354
00:14:34,960 --> 00:14:37,300
But really who might
be responsible for it.

355
00:14:37,300 --> 00:14:40,780
That's not as effective
communication as we could be.

356
00:14:40,780 --> 00:14:43,150
Other elements of what makes
communication effective?

357
00:14:43,150 --> 00:14:47,170
Frequent, timely, open, honest.

358
00:14:47,170 --> 00:14:49,270
Very, very simple description.

359
00:14:49,270 --> 00:14:53,710
Not as easy to achieve, but very
simple to try to understand.

360
00:14:56,660 --> 00:14:58,940
Now when an organization
has very high

361
00:14:58,940 --> 00:15:01,520
relational coordination,
professor Hoffer Gittell

362
00:15:01,520 --> 00:15:04,850
found that high levels of
relational coordination

363
00:15:04,850 --> 00:15:07,388
do correlate with
performance for the airlines

364
00:15:07,388 --> 00:15:08,180
that she's studied.

365
00:15:08,180 --> 00:15:11,330
And this graph shows you
some composite measure

366
00:15:11,330 --> 00:15:12,410
of airline performance.

367
00:15:12,410 --> 00:15:14,700
On the x, she took many
different things into account,

368
00:15:14,700 --> 00:15:18,080
including on time
departures, fewer

369
00:15:18,080 --> 00:15:20,010
lost bags, things like that.

370
00:15:20,010 --> 00:15:22,100
And then she has
relational coordination as

371
00:15:22,100 --> 00:15:24,950
measured by another amalgam of
a bunch of different measures

372
00:15:24,950 --> 00:15:26,870
that she created
in her research.

373
00:15:26,870 --> 00:15:28,520
And each of these
dots is a number

374
00:15:28,520 --> 00:15:30,828
of different airlines
in different locations

375
00:15:30,828 --> 00:15:31,620
around the country.

376
00:15:31,620 --> 00:15:33,260
There are two here
shown from Southwest

377
00:15:33,260 --> 00:15:35,810
and the others are for three
other different airlines.

378
00:15:35,810 --> 00:15:37,190
But you see the general trend.

379
00:15:37,190 --> 00:15:39,410
As we increase
relational coordination

380
00:15:39,410 --> 00:15:42,590
we tend to see the aggregate
performance increase.

381
00:15:42,590 --> 00:15:45,710
So we've seen how relational
coordination works

382
00:15:45,710 --> 00:15:47,810
and increases
performance in airlines,

383
00:15:47,810 --> 00:15:49,700
but you can apply
this concept well

384
00:15:49,700 --> 00:15:51,530
beyond the domain of airlines.

385
00:15:51,530 --> 00:15:54,380
And it really applies, she
says, in any setting where

386
00:15:54,380 --> 00:15:56,670
there is task interdependence.

387
00:15:56,670 --> 00:15:59,090
So there may be hand-offs
that take place requiring

388
00:15:59,090 --> 00:16:00,885
feedback and iterations.

389
00:16:00,885 --> 00:16:02,510
Or where there is
uncertainty and there

390
00:16:02,510 --> 00:16:06,140
has to be continual adjustment
of plans and updating.

391
00:16:06,140 --> 00:16:08,180
Or where there are
time constraints,

392
00:16:08,180 --> 00:16:12,560
and so you can't just wait
while you try to fix a problem.

393
00:16:12,560 --> 00:16:14,360
Now I want you to
think about what

394
00:16:14,360 --> 00:16:17,390
you think of when your
careers are going to unfold

395
00:16:17,390 --> 00:16:20,018
and the kinds of industries
you all anticipate being in,

396
00:16:20,018 --> 00:16:21,560
and tell me if you
think you are ever

397
00:16:21,560 --> 00:16:24,110
going to spend your time in
an organization that does not

398
00:16:24,110 --> 00:16:27,410
have one or more of
these elements in it.

399
00:16:27,410 --> 00:16:28,078
I suspect not.

400
00:16:28,078 --> 00:16:29,870
I suspect you're all
going to find yourself

401
00:16:29,870 --> 00:16:32,330
in organizations where
these are critical elements.

402
00:16:32,330 --> 00:16:34,640
And so this notion of
relational coordination

403
00:16:34,640 --> 00:16:36,740
is one that would
translate equally well

404
00:16:36,740 --> 00:16:39,560
into any environment
where these items exist.

405
00:16:39,560 --> 00:16:42,920
So one example is
health care, obviously.

406
00:16:42,920 --> 00:16:46,520
Another one that we talk
about is product development.

407
00:16:46,520 --> 00:16:49,730
Product development is done by
different kinds of engineers,

408
00:16:49,730 --> 00:16:50,300
typically.

409
00:16:50,300 --> 00:16:51,063
Lots of hand-offs.

410
00:16:51,063 --> 00:16:51,980
Lots of uncertainties.

411
00:16:51,980 --> 00:16:53,510
Lots of time constraints.

412
00:16:53,510 --> 00:16:56,510
And I'm sure that you can
think of many other situations.

413
00:16:56,510 --> 00:16:57,530
Any come to mind?

414
00:17:00,770 --> 00:17:01,330
Yes, Fabrice.

415
00:17:01,330 --> 00:17:03,008
AUDIENCE: Government programs.

416
00:17:03,008 --> 00:17:04,800
Where the government
invests in an industry

417
00:17:04,800 --> 00:17:07,420
to develop something and all
of the sudden you have said,

418
00:17:07,420 --> 00:17:09,605
and then everybody has
something different.

419
00:17:09,605 --> 00:17:10,730
ANNALISA WEIGEL: Excellent.

420
00:17:10,730 --> 00:17:11,230
Yeah.

421
00:17:11,230 --> 00:17:11,900
Great example.

422
00:17:11,900 --> 00:17:13,983
There's lots of different
products being developed

423
00:17:13,983 --> 00:17:15,670
under those circumstances.

424
00:17:15,670 --> 00:17:18,430
All right well let's look at one
particular example translating

425
00:17:18,430 --> 00:17:22,819
relational coordination into
another particular environment.

426
00:17:22,819 --> 00:17:26,119
Professor Hoffer Gittell
then went and said,

427
00:17:26,119 --> 00:17:28,030
well let me see if this
really does translate

428
00:17:28,030 --> 00:17:29,193
into other environments.

429
00:17:29,193 --> 00:17:31,360
And so she went and studied
health care environments

430
00:17:31,360 --> 00:17:34,270
to see if these same elements
of relational coordination

431
00:17:34,270 --> 00:17:36,400
correlated with
elements of performance.

432
00:17:36,400 --> 00:17:38,220
And just as you saw
with the airline chart,

433
00:17:38,220 --> 00:17:40,720
the same kind of pattern starts
to appear in the health care

434
00:17:40,720 --> 00:17:42,100
industry here.

435
00:17:42,100 --> 00:17:45,250
So it's not only do we
suspect that this notion

436
00:17:45,250 --> 00:17:46,840
of relational
coordination translates.

437
00:17:46,840 --> 00:17:48,370
We actually have
yet another study

438
00:17:48,370 --> 00:17:50,230
in another domain,
which does show

439
00:17:50,230 --> 00:17:53,740
that we see increased levels
of performance with increased

440
00:17:53,740 --> 00:17:57,790
instances of relational
coordination.

441
00:17:57,790 --> 00:18:00,430
So in order to achieve
relational coordination,

442
00:18:00,430 --> 00:18:04,060
professor Hoffer Gittell looked
at various practices that were

443
00:18:04,060 --> 00:18:05,830
in place at Southwest Airlines.

444
00:18:05,830 --> 00:18:09,010
And she identified and
codified 10 different ones

445
00:18:09,010 --> 00:18:12,670
that underlied being able to
create an environment where

446
00:18:12,670 --> 00:18:14,830
there was good relational
coordination, which

447
00:18:14,830 --> 00:18:17,845
then led to having very
good performance outcomes.

448
00:18:17,845 --> 00:18:18,970
And you can read them here.

449
00:18:18,970 --> 00:18:20,320
There in your notes.

450
00:18:20,320 --> 00:18:22,710
Lead with credibility
and caring.

451
00:18:22,710 --> 00:18:26,110
Hire and training for relational
competence, and not just

452
00:18:26,110 --> 00:18:27,670
for other factors.

453
00:18:27,670 --> 00:18:29,415
Bridging the work-family divide.

454
00:18:29,415 --> 00:18:30,790
Recognizing that
that's something

455
00:18:30,790 --> 00:18:32,560
important for employees.

456
00:18:32,560 --> 00:18:33,970
Measuring performance broadly.

457
00:18:33,970 --> 00:18:36,790
Making unions your partners.

458
00:18:36,790 --> 00:18:39,520
Building relationships
with your suppliers.

459
00:18:39,520 --> 00:18:42,850
Keeping jobs flexible
at the boundaries.

460
00:18:42,850 --> 00:18:44,910
In addition, creating
boundaries spanners

461
00:18:44,910 --> 00:18:47,500
who are crossing different
parts of the organization.

462
00:18:47,500 --> 00:18:50,540
Using conflicts to
build relationships

463
00:18:50,540 --> 00:18:51,640
and to learn and grow.

464
00:18:51,640 --> 00:18:54,610
And investing in
front line leadership.

465
00:18:54,610 --> 00:18:57,310
That's not the leadership at
the C-suite of the organization,

466
00:18:57,310 --> 00:19:01,750
but those who are right on the
front lines of, for Southwest,

467
00:19:01,750 --> 00:19:04,090
maintaining your planes,
manning the gates

468
00:19:04,090 --> 00:19:07,120
and interacting with
customers and so on.

469
00:19:07,120 --> 00:19:10,450
And then the outcomes that
professor Hoffer Gittell

470
00:19:10,450 --> 00:19:14,930
found relational coordination
leads to is higher reliability.

471
00:19:14,930 --> 00:19:17,410
This was judged for airlines
by better on time performance

472
00:19:17,410 --> 00:19:18,880
and fewer lost bags.

473
00:19:18,880 --> 00:19:22,630
As well as greater customer
satisfaction and shorter

474
00:19:22,630 --> 00:19:25,690
turnaround time, which is
really important in an industry

475
00:19:25,690 --> 00:19:28,780
like air transportation, where
you have very expensive capital

476
00:19:28,780 --> 00:19:29,547
assets.

477
00:19:29,547 --> 00:19:31,630
And the more time they're
used, the greater return

478
00:19:31,630 --> 00:19:32,980
you're getting on
them, and the more time

479
00:19:32,980 --> 00:19:35,522
they sit idle at the gate while
they're waiting to be cleaned

480
00:19:35,522 --> 00:19:37,900
and you're offloading
and onloading passengers,

481
00:19:37,900 --> 00:19:41,770
it's not generating any
revenue for the organization.

482
00:19:41,770 --> 00:19:44,980
To turn to an example
from health care,

483
00:19:44,980 --> 00:19:48,985
this reflects back on that
chart that I showed you

484
00:19:48,985 --> 00:19:51,430
two slides ago with
the coordination

485
00:19:51,430 --> 00:19:54,690
between relational
coordination and performance.

486
00:19:54,690 --> 00:19:57,280
It hypothesizes that
if we were able to make

487
00:19:57,280 --> 00:20:01,000
a 100% improvement in
various work practices

488
00:20:01,000 --> 00:20:03,550
that underlie relational
coordination in hospitals-- so

489
00:20:03,550 --> 00:20:08,290
if we were to double our measure
of relational coordination

490
00:20:08,290 --> 00:20:10,810
our improvement in
these work practices--

491
00:20:10,810 --> 00:20:13,870
we would have an
almost 50% increase

492
00:20:13,870 --> 00:20:15,790
in relational coordination,
which would then

493
00:20:15,790 --> 00:20:19,060
lead to significant increases
in patient satisfaction

494
00:20:19,060 --> 00:20:21,430
and decreases in
the length of stay.

495
00:20:21,430 --> 00:20:23,440
Which are all very good
things because these

496
00:20:23,440 --> 00:20:26,380
are what hospitals and health
care settings tend to measure,

497
00:20:26,380 --> 00:20:28,410
right health care folks?

498
00:20:28,410 --> 00:20:29,880
You're probably
measured on those.

499
00:20:29,880 --> 00:20:31,600
It's also interesting
to me to note that,

500
00:20:31,600 --> 00:20:34,480
well, just because we increase
our relational coordination

501
00:20:34,480 --> 00:20:36,206
doesn't necessarily
mean we're going

502
00:20:36,206 --> 00:20:39,400
to increase people's freedom
from pain or their mobility.

503
00:20:39,400 --> 00:20:41,170
This is a joint unit
that was studied

504
00:20:41,170 --> 00:20:43,378
in this particular focus area.

505
00:20:43,378 --> 00:20:44,920
Because these are
really more related

506
00:20:44,920 --> 00:20:46,795
to the types of treatment
that you're giving,

507
00:20:46,795 --> 00:20:50,560
but these are elements that
are really being measured

508
00:20:50,560 --> 00:20:53,510
in the hospital setting.

509
00:20:53,510 --> 00:20:56,350
So just to conclude our
discussion about Southwest

510
00:20:56,350 --> 00:20:58,852
and the power of workforce
productivity, some

511
00:20:58,852 --> 00:21:00,310
of the benefits
that you see, we've

512
00:21:00,310 --> 00:21:02,380
got bigger revenues
that are generated

513
00:21:02,380 --> 00:21:04,420
from not only
satisfied customers

514
00:21:04,420 --> 00:21:07,110
but better utilized
capital assets here.

515
00:21:07,110 --> 00:21:09,880
And we have reduced costs
from lower employee turnover.

516
00:21:09,880 --> 00:21:12,760
If they're productive and
satisfied and not having people

517
00:21:12,760 --> 00:21:13,750
sit idle.

518
00:21:13,750 --> 00:21:15,400
Wasted human resources.

519
00:21:15,400 --> 00:21:17,870
It's a very bad thing.

520
00:21:17,870 --> 00:21:19,540
And lastly, increased
productivity leads

521
00:21:19,540 --> 00:21:21,040
to happy, satisfied
employees, which

522
00:21:21,040 --> 00:21:22,832
leads to more increased
productivity, which

523
00:21:22,832 --> 00:21:24,590
leads to more happy,
satisfied employees.

524
00:21:24,590 --> 00:21:25,930
A very virtuous circle.

525
00:21:29,450 --> 00:21:32,340
So now we'd like to turn from
our case example of Southwest

526
00:21:32,340 --> 00:21:35,430
and linking employee
satisfaction, essentially,

527
00:21:35,430 --> 00:21:40,560
and productivity to now
talking about working in teams

528
00:21:40,560 --> 00:21:44,545
and thinking about how teams
can better work together.

529
00:21:44,545 --> 00:21:46,920
And to start that off we want
to do some active learning.

530
00:21:46,920 --> 00:21:49,180
We're going to have
a class debate.

531
00:21:49,180 --> 00:21:50,730
So the objective
here is you're going

532
00:21:50,730 --> 00:21:53,490
to have a time
constraint, and you're

533
00:21:53,490 --> 00:21:56,120
going to have to articulate
a clear and concise message

534
00:21:56,120 --> 00:21:58,050
on one side of the
debate or the other.

535
00:21:58,050 --> 00:21:59,970
That's your overall objective.

536
00:21:59,970 --> 00:22:01,470
But while you're
doing that, we want

537
00:22:01,470 --> 00:22:04,980
you to observe a couple of
things about the team dynamics.

538
00:22:04,980 --> 00:22:07,560
We want you to think about
how differing viewpoints

539
00:22:07,560 --> 00:22:09,960
in your team affect their work.

540
00:22:09,960 --> 00:22:11,970
We want you think about
the processes used

541
00:22:11,970 --> 00:22:14,190
for your group decision making.

542
00:22:14,190 --> 00:22:17,730
And lastly, we want you to think
about how completing the task

543
00:22:17,730 --> 00:22:20,160
depends upon the
personal feelings

544
00:22:20,160 --> 00:22:22,632
of your group and the process.

545
00:22:22,632 --> 00:22:24,090
So there's two
things you're doing.

546
00:22:24,090 --> 00:22:27,578
One is you're making
this argument.

547
00:22:27,578 --> 00:22:30,120
And two, you're stepping back
and observing the whole process

548
00:22:30,120 --> 00:22:33,730
while it happens and taking
notes on both of those.

549
00:22:33,730 --> 00:22:36,730
All right so here is our debate.

550
00:22:36,730 --> 00:22:38,190
So the early bird
may get the worm,

551
00:22:38,190 --> 00:22:41,790
but it's a second mouse
that gets the cheese.

552
00:22:41,790 --> 00:22:44,720
So the birds proposition
here in this debate,

553
00:22:44,720 --> 00:22:48,150
putting it in a Lean context,
early adopters of lean thinking

554
00:22:48,150 --> 00:22:50,828
gain the greatest
competitive advantage.

555
00:22:50,828 --> 00:22:52,620
But then there's another
side of the debate

556
00:22:52,620 --> 00:22:53,870
that goes something like this.

557
00:22:53,870 --> 00:22:56,938
That the second followers,
people who are not the first,

558
00:22:56,938 --> 00:22:58,480
the second followers
of lean thinking

559
00:22:58,480 --> 00:23:01,630
gain the greatest
competitive advantage.

560
00:23:01,630 --> 00:23:03,660
So either of those
points could be true.

561
00:23:03,660 --> 00:23:05,490
And we're going to
assign the tables

562
00:23:05,490 --> 00:23:06,930
to be various points of view.

563
00:23:06,930 --> 00:23:10,410
And you're going to have to
argue for one of these two

564
00:23:10,410 --> 00:23:12,678
different propositions.

565
00:23:12,678 --> 00:23:14,220
So I'm going to go
and assign tables.

566
00:23:14,220 --> 00:23:16,620
I'm actually going
to make you birds.

567
00:23:16,620 --> 00:23:17,700
Mice.

568
00:23:17,700 --> 00:23:18,480
Birds.

569
00:23:18,480 --> 00:23:19,380
Mice.

570
00:23:19,380 --> 00:23:20,550
And birds in the back.

571
00:23:23,463 --> 00:23:24,880
And what do you
have to do, is I'm

572
00:23:24,880 --> 00:23:26,860
going to give you
eight minutes to work

573
00:23:26,860 --> 00:23:31,990
on formulating a 60 second
or less argument in support

574
00:23:31,990 --> 00:23:34,960
of the proposition
you've been assigned.

575
00:23:34,960 --> 00:23:38,050
And you also then have
to come up with a 30

576
00:23:38,050 --> 00:23:40,540
second or less rebuttal.

577
00:23:40,540 --> 00:23:43,360
Because the format is going to
go you get to make your point.

578
00:23:43,360 --> 00:23:45,850
The birds make their point,
then the mice make their point,

579
00:23:45,850 --> 00:23:49,770
then the birds get to rebut,
and then the mice get to rebut.

580
00:23:49,770 --> 00:23:52,090
So you have to write two things.

581
00:23:52,090 --> 00:23:54,940
Your proposition and
then your rebuttal.

582
00:23:54,940 --> 00:23:57,820
And they can take no
more than 60 seconds.

583
00:23:57,820 --> 00:24:00,490
And you have eight minutes
in which to formulate both.

584
00:24:00,490 --> 00:24:03,400
And then we're going to have
each team do one or the other.

585
00:24:03,400 --> 00:24:05,500
You won't know which
until we get time and then

586
00:24:05,500 --> 00:24:08,980
we'll kind of roll dice and
see who gets assigned what.

587
00:24:08,980 --> 00:24:14,832
All right, any questions
about the task asked of you?

588
00:24:14,832 --> 00:24:15,540
All right, great.

589
00:24:15,540 --> 00:24:16,110
Go to it.

590
00:24:16,110 --> 00:24:17,818
I'll give you eight
minutes on the clock.

591
00:24:22,510 --> 00:24:23,460
All right, time's up.

592
00:24:26,160 --> 00:24:29,730
So now everybody's got their
proposal or proposition

593
00:24:29,730 --> 00:24:32,490
and their rebuttal formulated.

594
00:24:32,490 --> 00:24:35,370
So we're going to have each.

595
00:24:35,370 --> 00:24:39,128
The birds and the mice are
going to give their proposals

596
00:24:39,128 --> 00:24:40,920
and then we're going
to hear the rebuttals.

597
00:24:40,920 --> 00:24:45,090
And since I don't have
the right number of dice

598
00:24:45,090 --> 00:24:47,530
to roll for each of situations,
I'm just going to pick.

599
00:24:47,530 --> 00:24:50,350
So I'm going to ask this
table, you guys are birds?

600
00:24:50,350 --> 00:24:51,030
OK.

601
00:24:51,030 --> 00:24:53,980
I'm going to ask you
to do your proposition.

602
00:24:53,980 --> 00:24:57,860
And you are birds
in the back, too?

603
00:24:57,860 --> 00:24:59,670
I'll ask you to do
your proposition.

604
00:24:59,670 --> 00:25:01,500
So we'll hear same
thing from both teams.

605
00:25:01,500 --> 00:25:05,790
And I'll ask remainder birds
that you guys do the rebuttal.

606
00:25:05,790 --> 00:25:08,510
And then I'll ask this
team over here, mice?

607
00:25:08,510 --> 00:25:10,030
I'll ask you to do
the proposition,

608
00:25:10,030 --> 00:25:12,030
and I'll ask this mouse
team to do the rebuttal.

609
00:25:14,720 --> 00:25:15,220
All right.

610
00:25:15,220 --> 00:25:16,703
So let's have the
birds go first.

611
00:25:16,703 --> 00:25:18,370
So we'll hear the two
bird propositions.

612
00:25:18,370 --> 00:25:18,880
Go ahead.

613
00:25:18,880 --> 00:25:20,680
And I've got you on the clock.

614
00:25:20,680 --> 00:25:24,340
AUDIENCE: So, we
think it's a good idea

615
00:25:24,340 --> 00:25:27,250
to start early because
it's a continuous process,

616
00:25:27,250 --> 00:25:30,550
and takes time to implement
and to change your company's

617
00:25:30,550 --> 00:25:31,120
culture.

618
00:25:31,120 --> 00:25:32,870
So we're talking about
five years earlier.

619
00:25:32,870 --> 00:25:34,720
So the sooner you get
started, the sooner

620
00:25:34,720 --> 00:25:38,130
you can realize your gains.

621
00:25:38,130 --> 00:25:41,230
You can use creativity
to create the standard

622
00:25:41,230 --> 00:25:44,674
before other people
really define it for you.

623
00:25:47,420 --> 00:25:51,200
If you start early and you find
you run into some challenges,

624
00:25:51,200 --> 00:25:54,419
then you have time to go back
and change things and make

625
00:25:54,419 --> 00:25:57,884
it more efficient or
choose a different path.

626
00:25:57,884 --> 00:26:01,480
You can establish a reputation
as being innovative,

627
00:26:01,480 --> 00:26:03,135
which will not only
encourage people

628
00:26:03,135 --> 00:26:08,076
to invest in your company but
may also excite your employees.

629
00:26:08,076 --> 00:26:11,654
Because they'll just be excited
about being on the leading

630
00:26:11,654 --> 00:26:13,932
edge of something.

631
00:26:13,932 --> 00:26:16,372
And then it takes time to
change the culture of a company,

632
00:26:16,372 --> 00:26:19,007
so that's also a good
advantage of starting early.

633
00:26:19,007 --> 00:26:19,840
ANNALISA WEIGEL: OK.

634
00:26:19,840 --> 00:26:21,940
And just a few
sentences to spare.

635
00:26:21,940 --> 00:26:22,630
Good job.

636
00:26:22,630 --> 00:26:24,640
Let's have the other
proposition for birds.

637
00:26:24,640 --> 00:26:27,150
And please speak up so
everybody can hear you.

638
00:26:27,150 --> 00:26:30,300
AUDIENCE: Well, I'm going
to start with the graph

639
00:26:30,300 --> 00:26:31,060
that we have here.

640
00:26:31,060 --> 00:26:33,750
So this is time, and
this is productivity.

641
00:26:33,750 --> 00:26:35,610
And if you start with
this company right

642
00:26:35,610 --> 00:26:38,280
here, which would be the
early bird adopting Lean

643
00:26:38,280 --> 00:26:42,150
and they improve their
productivity and their employee

644
00:26:42,150 --> 00:26:44,350
satisfaction and
their efficiency,

645
00:26:44,350 --> 00:26:47,460
there is virtually no way
that this second company

646
00:26:47,460 --> 00:26:50,370
that starts at a later time
can ever catch up to it.

647
00:26:50,370 --> 00:26:53,340
And while they start
their innovations,

648
00:26:53,340 --> 00:26:56,670
we're moving on to
our next innovations

649
00:26:56,670 --> 00:26:59,730
after we've already
established some brand loyalty

650
00:26:59,730 --> 00:27:01,890
and got customer allegiance.

651
00:27:01,890 --> 00:27:06,000
We've had the market edge.

652
00:27:06,000 --> 00:27:07,770
At some point, the
market gets saturated

653
00:27:07,770 --> 00:27:12,180
and we've already reached it,
like this graph shows you.

654
00:27:12,180 --> 00:27:14,670
The same thing that our
colleagues were saying

655
00:27:14,670 --> 00:27:16,960
is that because it
takes five years

656
00:27:16,960 --> 00:27:19,100
and it's not just an end street.

657
00:27:19,100 --> 00:27:21,450
If we have ongoing
continuous improvement,

658
00:27:21,450 --> 00:27:23,550
that it's something
that continues moving

659
00:27:23,550 --> 00:27:26,030
on indefinitely in the future.

660
00:27:26,030 --> 00:27:29,550
In our patients, we have better
recruitment and retention

661
00:27:29,550 --> 00:27:31,320
of satisfied employees.

662
00:27:31,320 --> 00:27:33,570
Our end product is
better and we can respond

663
00:27:33,570 --> 00:27:33,885
to customer's needs--

664
00:27:33,885 --> 00:27:35,100
ANNALISA WEIGEL: Times up.

665
00:27:35,100 --> 00:27:36,710
AUDIENCE: --quickly.

666
00:27:36,710 --> 00:27:37,830
ANNALISA WEIGEL: OK.

667
00:27:37,830 --> 00:27:39,930
Thank you.

668
00:27:39,930 --> 00:27:42,530
All right let's go to our mice.

669
00:27:45,967 --> 00:27:47,710
AUDIENCE: So, the
first to make it

670
00:27:47,710 --> 00:27:50,260
work in a sense of the risk
of failure and squander

671
00:27:50,260 --> 00:27:51,690
time and resources.

672
00:27:51,690 --> 00:27:54,030
Once a plan has been implemented
that is advantageous,

673
00:27:54,030 --> 00:27:56,790
you see that the stated
inefficiencies of that process

674
00:27:56,790 --> 00:27:59,090
can be corrected,
redrafted, and implemented.

675
00:27:59,090 --> 00:28:01,050
Gain a competitive advantage.

676
00:28:01,050 --> 00:28:04,620
Also by starting up
later, the standard

677
00:28:04,620 --> 00:28:05,940
had already been established.

678
00:28:05,940 --> 00:28:07,870
And that way the
implementation time is less.

679
00:28:10,375 --> 00:28:11,500
ANNALISA WEIGEL: Very good.

680
00:28:11,500 --> 00:28:12,190
Very efficient.

681
00:28:12,190 --> 00:28:14,800
Much less than 60 seconds.

682
00:28:14,800 --> 00:28:16,330
All right, now we've
heard arguments

683
00:28:16,330 --> 00:28:17,690
on both sides of the case.

684
00:28:17,690 --> 00:28:19,780
So let's hear some rebuttals.

685
00:28:19,780 --> 00:28:20,830
So the mice just went.

686
00:28:20,830 --> 00:28:22,330
So let's hear the
bird's rebuttal

687
00:28:22,330 --> 00:28:25,782
to the mouse's proposition.

688
00:28:25,782 --> 00:28:27,490
AUDIENCE: So, certainly
the mice proposed

689
00:28:27,490 --> 00:28:30,470
that they would learn
from bird's mistakes.

690
00:28:30,470 --> 00:28:35,080
But so much of Lean is specific
to individual enterprises

691
00:28:35,080 --> 00:28:37,510
as it relates to local
politics, the culture

692
00:28:37,510 --> 00:28:40,270
that enterprise has
in its space that we

693
00:28:40,270 --> 00:28:41,920
think that it's very specific.

694
00:28:41,920 --> 00:28:45,480
And what we learn in, say,
BI might not necessarily

695
00:28:45,480 --> 00:28:48,945
be directly transferable
to working with medicine.

696
00:28:48,945 --> 00:28:50,710
It defends the bird.

697
00:28:50,710 --> 00:28:56,880
And our second point is that
by not being an early adopter,

698
00:28:56,880 --> 00:28:58,620
you're kind of adding
some more time.

699
00:28:58,620 --> 00:29:01,270
You're kind of just sitting
around and waiting and existing

700
00:29:01,270 --> 00:29:05,070
in a culture of efficiency that
is doing harm to health care

701
00:29:05,070 --> 00:29:06,690
patients, potentially.

702
00:29:06,690 --> 00:29:08,560
And that's just
unacceptable when

703
00:29:08,560 --> 00:29:14,585
you know that there is better
ways of operating on the daily.

704
00:29:14,585 --> 00:29:15,710
ANNALISA WEIGEL: Very good.

705
00:29:15,710 --> 00:29:16,490
No pun intended.

706
00:29:19,310 --> 00:29:21,410
All right, let's
hear the rebuttal

707
00:29:21,410 --> 00:29:24,230
to the mouse's proposition.

708
00:29:24,230 --> 00:29:28,580
AUDIENCE: So for the mice, it's
better to be the second adapter

709
00:29:28,580 --> 00:29:32,690
because you have an easier
time getting buy in.

710
00:29:32,690 --> 00:29:35,990
And that's one of the biggest
hurdles, because people

711
00:29:35,990 --> 00:29:39,750
see how it's worked in other
industries, other companies,

712
00:29:39,750 --> 00:29:41,450
so they say, Oh, we can do this.

713
00:29:41,450 --> 00:29:43,910
You can also pick and
choose what you want

714
00:29:43,910 --> 00:29:45,740
and what you think
will work best

715
00:29:45,740 --> 00:29:48,720
for your specific situation.

716
00:29:48,720 --> 00:29:50,480
You also have more
experts to learn

717
00:29:50,480 --> 00:29:54,440
from because you can tap into
the resources and the knowledge

718
00:29:54,440 --> 00:29:57,310
of the other companies
and see what failed.

719
00:29:57,310 --> 00:30:01,630
And it's always the first
time that takes the most.

720
00:30:01,630 --> 00:30:04,190
And then you're starting
from a higher point

721
00:30:04,190 --> 00:30:08,410
so you can more easily
reach and even surpass

722
00:30:08,410 --> 00:30:10,830
the point of the birds.

723
00:30:10,830 --> 00:30:12,930
AUDIENCE: And just
to add to that,

724
00:30:12,930 --> 00:30:17,280
they shared with us a
graph showing production.

725
00:30:17,280 --> 00:30:20,215
Today we learned that the
US auto industry compared

726
00:30:20,215 --> 00:30:21,970
to the Japan auto industry.

727
00:30:21,970 --> 00:30:23,802
As 1947, Japan

728
00:30:23,802 --> 00:30:28,690
[LOUD LAUGHTER]

729
00:30:28,690 --> 00:30:31,040
AUDIENCE: In the space
of about 40 years,

730
00:30:31,040 --> 00:30:33,890
they have way overtaken
the US industry.

731
00:30:33,890 --> 00:30:36,212
So this is a clear example
that there's always

732
00:30:36,212 --> 00:30:36,920
room to overtake.

733
00:30:36,920 --> 00:30:38,879
ANNALISA WEIGEL: All
right, and that's actually

734
00:30:38,879 --> 00:30:39,790
your 60 seconds.

735
00:30:39,790 --> 00:30:40,980
OK.

736
00:30:40,980 --> 00:30:41,620
Very good.

737
00:30:44,440 --> 00:30:45,120
Excellent.

738
00:30:45,120 --> 00:30:51,390
So I'm glad that this has
inspired some fires in you.

739
00:30:51,390 --> 00:30:54,020
So now that you've heard
both sides of the argument,

740
00:30:54,020 --> 00:30:57,090
I actually would like you
to step aside from your team

741
00:30:57,090 --> 00:30:58,860
propositions regardless
of what you're

742
00:30:58,860 --> 00:31:00,498
asked to argue for
your teams and I

743
00:31:00,498 --> 00:31:02,790
want you to think about the
arguments and the rebuttals

744
00:31:02,790 --> 00:31:04,110
that you did here.

745
00:31:04,110 --> 00:31:07,080
And think about which
side of the argument

746
00:31:07,080 --> 00:31:09,302
seemed more convincing
to you personally.

747
00:31:09,302 --> 00:31:11,010
So if you could take
out your green cards

748
00:31:11,010 --> 00:31:13,140
and your yellow
cards, I'd like you

749
00:31:13,140 --> 00:31:17,210
to think if you really believe
the bird argument or the mouse

750
00:31:17,210 --> 00:31:17,710
argument.

751
00:31:17,710 --> 00:31:19,530
So if you feel you
believe the bird argument,

752
00:31:19,530 --> 00:31:20,430
raise up a green card.

753
00:31:20,430 --> 00:31:22,388
And if you feel you
believe the mouse argument,

754
00:31:22,388 --> 00:31:23,560
raise up the yellow card.

755
00:31:23,560 --> 00:31:24,435
Go ahead raise it up.

756
00:31:24,435 --> 00:31:26,490
We just want to get
a sense of the room.

757
00:31:32,334 --> 00:31:35,256
[LAUGHTER]

758
00:31:46,517 --> 00:31:48,850
ANNALISA WEIGEL: Do we have
everybody making a decision?

759
00:31:51,430 --> 00:31:54,450
Somebody lost the green cards.

760
00:31:54,450 --> 00:31:56,200
All right, so it looks
like-- look around.

761
00:31:56,200 --> 00:32:00,040
We've got more green
cards than yellow cards.

762
00:32:00,040 --> 00:32:04,720
But still, we got maybe
4 to 1 green to yellow.

763
00:32:04,720 --> 00:32:06,520
So it seems like
overall you all feel

764
00:32:06,520 --> 00:32:10,360
that the bird argument,
the early adopters of Lean,

765
00:32:10,360 --> 00:32:12,550
have the greatest
competitive advantage.

766
00:32:12,550 --> 00:32:14,690
And there's no right
and wrong to this,

767
00:32:14,690 --> 00:32:17,410
and it's largely dependent
on your context and situation

768
00:32:17,410 --> 00:32:19,720
and there may be circumstances
where it's better

769
00:32:19,720 --> 00:32:21,070
for an organization to wait.

770
00:32:21,070 --> 00:32:23,710
The organization is, say, in
the middle of big transition

771
00:32:23,710 --> 00:32:24,520
to a new product.

772
00:32:24,520 --> 00:32:26,870
That just might not be
the right time to start.

773
00:32:26,870 --> 00:32:29,140
It may not be advantageous
for them to think

774
00:32:29,140 --> 00:32:31,303
about being an early adopter.

775
00:32:31,303 --> 00:32:33,220
But there are certainly
are lots of advantages

776
00:32:33,220 --> 00:32:36,710
for an organization who's ready
to adopt Lean to adopt it.

777
00:32:36,710 --> 00:32:39,010
So you might say that if
you're ready, if you're able,

778
00:32:39,010 --> 00:32:41,410
if it's a good time and
if you don't adopt Lean,

779
00:32:41,410 --> 00:32:42,260
that's not so good.

780
00:32:42,260 --> 00:32:42,760
Right?

781
00:32:42,760 --> 00:32:44,920
But necessarily being
an early adopter

782
00:32:44,920 --> 00:32:47,590
doesn't have to help
you but it certainly

783
00:32:47,590 --> 00:32:50,950
can be a very good thing
for an organization.

784
00:32:50,950 --> 00:32:53,200
So now let's turn from
thinking about the outcome

785
00:32:53,200 --> 00:32:55,408
of this debate and whether
you thought about yourself

786
00:32:55,408 --> 00:32:56,578
as a bird or a mouse.

787
00:32:56,578 --> 00:32:58,120
Let's think about
the team experience

788
00:32:58,120 --> 00:32:59,710
itself, which was
the other element

789
00:32:59,710 --> 00:33:01,252
I asked you to
reflect upon as you're

790
00:33:01,252 --> 00:33:03,470
going through this exercise.

791
00:33:03,470 --> 00:33:04,960
So think about
this common dilemma

792
00:33:04,960 --> 00:33:06,460
that we find ourselves
in when we're

793
00:33:06,460 --> 00:33:08,980
working in teams of your
personal views versus the team

794
00:33:08,980 --> 00:33:10,330
views.

795
00:33:10,330 --> 00:33:13,000
Think about your
exercise here, was there

796
00:33:13,000 --> 00:33:15,610
adapting that you did or
was there compromising you

797
00:33:15,610 --> 00:33:18,280
saw taking place in the team?

798
00:33:18,280 --> 00:33:20,860
How were the personal feelings,
attitudes, and perceptions

799
00:33:20,860 --> 00:33:22,030
of others handled?

800
00:33:22,030 --> 00:33:23,830
How did you feel
was handled for you?

801
00:33:23,830 --> 00:33:26,560
Did you feel anybody
else maybe being

802
00:33:26,560 --> 00:33:29,120
uncomfortable in that situation?

803
00:33:29,120 --> 00:33:31,270
What about the
wordings of statements?

804
00:33:31,270 --> 00:33:35,200
Did you, as a team, argue
about how you worded things?

805
00:33:35,200 --> 00:33:36,790
Did that make a difference?

806
00:33:36,790 --> 00:33:38,590
What was the process
used for your group

807
00:33:38,590 --> 00:33:41,697
to decide and
discuss and present?

808
00:33:41,697 --> 00:33:42,530
Was there a process?

809
00:33:42,530 --> 00:33:43,488
Did you think about it?

810
00:33:43,488 --> 00:33:45,250
How did it unfold?

811
00:33:45,250 --> 00:33:47,870
And how satisfied were
you with the team outcome?

812
00:33:47,870 --> 00:33:51,010
And I'd like to take maybe
three minutes for each group

813
00:33:51,010 --> 00:33:52,660
to discuss it
within their group.

814
00:33:52,660 --> 00:33:54,243
And then we'll take
one or two minutes

815
00:33:54,243 --> 00:33:57,663
to kind of give some open
commentary on these issues

816
00:33:57,663 --> 00:33:59,080
as you discuss
them in your group.

817
00:34:01,987 --> 00:34:03,820
If I can have everybody's
attention, please.

818
00:34:03,820 --> 00:34:06,850
We'll get back to sharing our
discussions with the class

819
00:34:06,850 --> 00:34:09,135
so we can all benefit from
the table discussions.

820
00:34:09,135 --> 00:34:10,510
Table discussions
are a great way

821
00:34:10,510 --> 00:34:12,110
to get more people
talking at once.

822
00:34:12,110 --> 00:34:13,929
So if we just had
a class discussion,

823
00:34:13,929 --> 00:34:16,449
we would get one fifth
the kind of conversation

824
00:34:16,449 --> 00:34:18,210
that we get going on
with all the tables.

825
00:34:18,210 --> 00:34:20,627
So now I'd like to hear though,
about some of the richness

826
00:34:20,627 --> 00:34:22,330
of the conversations you had.

827
00:34:22,330 --> 00:34:25,630
So first on items of the dilemma
of the personal versus team

828
00:34:25,630 --> 00:34:26,170
views.

829
00:34:26,170 --> 00:34:28,300
Which tables felt
that they experienced

830
00:34:28,300 --> 00:34:29,350
some of those things?

831
00:34:29,350 --> 00:34:31,411
Yes?

832
00:34:31,411 --> 00:34:32,994
AUDIENCE: Well at
the start, I sort of

833
00:34:32,994 --> 00:34:35,770
had a different opinion
from the rest of the team.

834
00:34:35,770 --> 00:34:41,280
Because we were assigned to a
particular side of the coin.

835
00:34:41,280 --> 00:34:43,512
We just had to work together.

836
00:34:43,512 --> 00:34:47,302
We didn't-- ten seconds I was
convinced I was in the group.

837
00:34:47,302 --> 00:34:48,219
ANNALISA WEIGEL: Tory?

838
00:34:48,219 --> 00:34:50,469
AUDIENCE: I think we came
to a very similar conclusion

839
00:34:50,469 --> 00:34:54,280
of saying had it been maybe
a topic like politics, where

840
00:34:54,280 --> 00:34:56,770
everybody has a view but
you're just meeting people

841
00:34:56,770 --> 00:34:59,716
and you want to be
respectful of other people.

842
00:34:59,716 --> 00:35:01,770
So you might have had
a little more conflict.

843
00:35:01,770 --> 00:35:03,940
Whereas here, since we
were given our conclusion,

844
00:35:03,940 --> 00:35:06,310
everyone was just
trying to quickly find

845
00:35:06,310 --> 00:35:09,620
ways to support that
conclusion together.

846
00:35:09,620 --> 00:35:11,370
ANNALISA WEIGEL: And
this table over here?

847
00:35:11,370 --> 00:35:13,620
Where you guys had an even
split of yellows and greens

848
00:35:13,620 --> 00:35:15,860
in your personal votes?

849
00:35:15,860 --> 00:35:16,970
AUDIENCE: No.

850
00:35:16,970 --> 00:35:18,504
AUDIENCE: We were all yellow.

851
00:35:18,504 --> 00:35:20,662
[LAUGHTER]

852
00:35:20,662 --> 00:35:23,120
AUDIENCE: We worked so well
together that we were actually,

853
00:35:23,120 --> 00:35:24,120
truly, convinced.

854
00:35:28,055 --> 00:35:29,180
ANNALISA WEIGEL: Excellent.

855
00:35:29,180 --> 00:35:34,170
Let's talk about the
process that you used.

856
00:35:34,170 --> 00:35:37,100
We just had a big lecture on
process before this, right?

857
00:35:37,100 --> 00:35:38,930
And seeing life as a process.

858
00:35:38,930 --> 00:35:41,630
What process did you use?

859
00:35:41,630 --> 00:35:43,550
AUDIENCE: We had a good process.

860
00:35:43,550 --> 00:35:46,370
I mean, everyone had to give
their opinion initially.

861
00:35:46,370 --> 00:35:50,370
We had input from everyone
before coming to a consensus.

862
00:35:50,370 --> 00:35:52,280
So it wasn't like
someone just came up

863
00:35:52,280 --> 00:35:53,330
with the final solution.

864
00:35:53,330 --> 00:35:56,520
I mean, we have to listen to
everybody's point of view.

865
00:35:56,520 --> 00:35:58,760
And maybe because our
group is small, maybe

866
00:35:58,760 --> 00:36:01,250
it was more effective,
we were able to come

867
00:36:01,250 --> 00:36:04,280
to a very quick conclusion
based on different input

868
00:36:04,280 --> 00:36:04,928
from everyone.

869
00:36:04,928 --> 00:36:06,845
ANNALISA WEIGEL: Other
reflections on process?

870
00:36:11,430 --> 00:36:13,560
AUDIENCE: I guess it was
not explicitly delineated,

871
00:36:13,560 --> 00:36:16,950
but we split up our time into
three different sections.

872
00:36:16,950 --> 00:36:21,240
One was just anyone who just
chimed in with their own answer

873
00:36:21,240 --> 00:36:22,250
supporting the case.

874
00:36:22,250 --> 00:36:25,290
Two was looking and
anticipating rebuttals,

875
00:36:25,290 --> 00:36:27,227
and three was just
writing it all down.

876
00:36:27,227 --> 00:36:28,352
ANNALISA WEIGEL: Excellent.

877
00:36:28,352 --> 00:36:32,080
And did you come up with
a written statement?

878
00:36:32,080 --> 00:36:34,510
AUDIENCE: Yeah, we did.

879
00:36:34,510 --> 00:36:35,742
ANNALISA WEIGEL: Excellent.

880
00:36:35,742 --> 00:36:39,467
[CLASS TWITTERING]

881
00:36:39,467 --> 00:36:41,300
ANNALISA WEIGEL: How
about your satisfaction

882
00:36:41,300 --> 00:36:43,700
with the team outcomes.

883
00:36:43,700 --> 00:36:48,816
Anybody unsatisfied or
satisfied with the team outcome?

884
00:36:48,816 --> 00:36:50,528
I'm going to hazard
a guess on balance.

885
00:36:50,528 --> 00:36:52,070
People seemed
satisfied because there

886
00:36:52,070 --> 00:36:53,810
wasn't a lot of
storming out of the room

887
00:36:53,810 --> 00:36:55,070
and yelling and shouting.

888
00:36:55,070 --> 00:36:59,210
But, if you had any complaints
however small about your team

889
00:36:59,210 --> 00:37:00,200
outcomes.

890
00:37:00,200 --> 00:37:01,580
If you wanted to voice that.

891
00:37:01,580 --> 00:37:02,200
AUDIENCE: Don't get me wrong.

892
00:37:02,200 --> 00:37:03,992
We were mice, but by
the time we were done,

893
00:37:03,992 --> 00:37:07,243
we were all pretty much
agreed on the bird view.

894
00:37:07,243 --> 00:37:09,410
AUDIENCE: I think we started
out with the bird view.

895
00:37:09,410 --> 00:37:11,230
We forced ourselves to
go to our mice view,

896
00:37:11,230 --> 00:37:12,855
and then we came
back to bird view.

897
00:37:12,855 --> 00:37:14,480
AUDIENCE: Because as
soon as we started

898
00:37:14,480 --> 00:37:16,733
talking about a rebuttal
we realized, yeah.

899
00:37:18,912 --> 00:37:20,870
ANNALISA WEIGEL: Which
is why good debate teams

900
00:37:20,870 --> 00:37:23,300
work on their rebuttals a lot.

901
00:37:23,300 --> 00:37:26,060
OK so let's use this
exercise then to jump off

902
00:37:26,060 --> 00:37:29,240
into our last segment of
slides here in our people

903
00:37:29,240 --> 00:37:34,010
module focusing on team
elements and team skills.

904
00:37:34,010 --> 00:37:36,530
And this chart is our
transition to just remind us how

905
00:37:36,530 --> 00:37:38,300
people are the heart of Lean.

906
00:37:38,300 --> 00:37:41,540
Because we have the tasks, which
are what the people are doing.

907
00:37:41,540 --> 00:37:45,190
And you all just had a
task in your exercise.

908
00:37:45,190 --> 00:37:47,315
The processes are how people
are doing their tasks.

909
00:37:47,315 --> 00:37:49,482
And we talked about what
your process may or may not

910
00:37:49,482 --> 00:37:49,982
have been.

911
00:37:49,982 --> 00:37:51,232
But it's all about the people.

912
00:37:51,232 --> 00:37:52,640
The people are doing the tasks.

913
00:37:52,640 --> 00:37:54,170
The people are
doing the process.

914
00:37:54,170 --> 00:37:57,470
And they set within various
organization structures

915
00:37:57,470 --> 00:38:00,020
that are what enable them to
do their processes and tasks.

916
00:38:00,020 --> 00:38:02,270
And that's all embedded in
a particular organization's

917
00:38:02,270 --> 00:38:08,690
culture, which has attributes
about it that further influence

918
00:38:08,690 --> 00:38:13,410
and enable a person's ability
to do their tasks and processes.

919
00:38:13,410 --> 00:38:15,980
Many of the work that
people do are in teams

920
00:38:15,980 --> 00:38:17,480
and they're collaborating.

921
00:38:17,480 --> 00:38:20,300
And there's really three
elements of collaboration.

922
00:38:20,300 --> 00:38:22,670
There's not just the
thing you're doing,

923
00:38:22,670 --> 00:38:24,830
but there's how you're
doing it and then there's

924
00:38:24,830 --> 00:38:28,718
this thing we call affect, which
is the feelings about the work.

925
00:38:28,718 --> 00:38:30,260
And this is what
the people bring to.

926
00:38:30,260 --> 00:38:32,720
And it's based on your
prior experiences.

927
00:38:32,720 --> 00:38:34,220
It's based on the
culture that you

928
00:38:34,220 --> 00:38:38,300
sit in, organizational,
national, ethnic, et cetera,

929
00:38:38,300 --> 00:38:41,033
on your own biases that you
bring to what you're doing.

930
00:38:41,033 --> 00:38:42,950
And it's also based on
your current experience

931
00:38:42,950 --> 00:38:44,180
and where you are.

932
00:38:44,180 --> 00:38:47,930
And it's both the process
as well as the feelings

933
00:38:47,930 --> 00:38:49,760
or the affect that
are supporting

934
00:38:49,760 --> 00:38:52,400
the task actually getting done.

935
00:38:52,400 --> 00:38:54,080
When you're
collaborating in teams,

936
00:38:54,080 --> 00:38:56,780
and you're bringing all these
elements together of process,

937
00:38:56,780 --> 00:38:58,190
task, and affect.

938
00:38:58,190 --> 00:39:00,320
There's a lot of benefits
to collaboration.

939
00:39:00,320 --> 00:39:03,020
You get-- I think most of you
would recognize these-- you get

940
00:39:03,020 --> 00:39:06,230
more ideas, new ideas,
multiple areas of expertise

941
00:39:06,230 --> 00:39:08,030
to bring to bear on the problem.

942
00:39:08,030 --> 00:39:09,320
Work is shared.

943
00:39:09,320 --> 00:39:11,600
It should result in some
stronger problem solving

944
00:39:11,600 --> 00:39:14,540
abilities and should improve
things like design work

945
00:39:14,540 --> 00:39:17,150
and other kind of
creative tasks.

946
00:39:17,150 --> 00:39:20,900
But there's also a lot of
challenges that are involved

947
00:39:20,900 --> 00:39:22,130
in collaborating with teams.

948
00:39:22,130 --> 00:39:23,672
And I'm sure you've
all run into some

949
00:39:23,672 --> 00:39:26,173
of those over the course of
your school and work time.

950
00:39:26,173 --> 00:39:27,590
So what are some
of the challenges

951
00:39:27,590 --> 00:39:31,770
you run into when you're
trying to collaborate?

952
00:39:31,770 --> 00:39:33,660
AUDIENCE: The workload
isn't shared evenly.

953
00:39:33,660 --> 00:39:35,702
ANNALISA WEIGEL: Not shared
evenly in a workload.

954
00:39:35,702 --> 00:39:36,610
What else?

955
00:39:36,610 --> 00:39:39,400
AUDIENCE: I think diversity
can bring new ideas.

956
00:39:39,400 --> 00:39:42,040
But if our group size
was larger, I mean,

957
00:39:42,040 --> 00:39:45,010
it's hard to accommodate
everyone's ideas.

958
00:39:45,010 --> 00:39:47,810
So somebody might
view that, oh my ideas

959
00:39:47,810 --> 00:39:50,390
didn't get into the process.

960
00:39:50,390 --> 00:39:52,900
ANNALISA WEIGEL: So it can
be inefficient and unwieldy?

961
00:39:52,900 --> 00:39:53,990
AUDIENCE: Yeah.

962
00:39:53,990 --> 00:39:55,407
AUDIENCE: It takes
time to develop

963
00:39:55,407 --> 00:39:56,948
a consensus in a big team.

964
00:39:56,948 --> 00:39:58,490
ANNALISA WEIGEL:
More time consuming.

965
00:40:01,110 --> 00:40:01,610
Yes.

966
00:40:01,610 --> 00:40:03,830
AUDIENCE: We were talking
about how as we go in,

967
00:40:03,830 --> 00:40:07,400
the people that we're working
with may not be skilled.

968
00:40:07,400 --> 00:40:10,010
May not know how to work
in this sort of model.

969
00:40:10,010 --> 00:40:12,260
That they're used to just
being told what to do.

970
00:40:12,260 --> 00:40:14,120
I see that on a micro
level with patients,

971
00:40:14,120 --> 00:40:17,960
but also if you try
and ask your staff

972
00:40:17,960 --> 00:40:22,160
to be more of a contributor,
and be more responsible

973
00:40:22,160 --> 00:40:23,940
and also take on
more credit, they

974
00:40:23,940 --> 00:40:25,607
may be like, what are
you talking about?

975
00:40:25,607 --> 00:40:27,620
I punch in, I punch out.

976
00:40:27,620 --> 00:40:29,280
I'm not a member in that way.

977
00:40:29,280 --> 00:40:30,700
So you have to retrain them.

978
00:40:30,700 --> 00:40:31,340
ANNALISA WEIGEL:
People just may not

979
00:40:31,340 --> 00:40:34,130
have the skills to collaborate
in teams that they need.

980
00:40:34,130 --> 00:40:37,833
Either by training or
just by expectations.

981
00:40:37,833 --> 00:40:39,500
These are some of the
common challenges.

982
00:40:39,500 --> 00:40:42,650
I'll just list for you on
the rest of the slide ones

983
00:40:42,650 --> 00:40:44,930
that we think are
prominent as well.

984
00:40:44,930 --> 00:40:46,517
Different goals and values.

985
00:40:46,517 --> 00:40:48,350
We just talked about
not being skilled in it

986
00:40:48,350 --> 00:40:49,790
or practiced in it.

987
00:40:49,790 --> 00:40:51,680
Sometimes you run
into ego issues

988
00:40:51,680 --> 00:40:54,350
and people are defensive
about their particular work

989
00:40:54,350 --> 00:40:55,950
or their ideas.

990
00:40:55,950 --> 00:40:59,000
Their preconceived notions that
get in the way of teamwork.

991
00:40:59,000 --> 00:41:00,710
And then there's
differing work styles

992
00:41:00,710 --> 00:41:02,377
that you try to bring
together in a team

993
00:41:02,377 --> 00:41:03,890
and that can be
counterproductive

994
00:41:03,890 --> 00:41:05,240
to your efficiency.

995
00:41:05,240 --> 00:41:07,790
Or maybe somebody worked in
a bad team situation before

996
00:41:07,790 --> 00:41:11,000
and that's just really hindering
their ability to work together

997
00:41:11,000 --> 00:41:13,153
productively in future teams.

998
00:41:13,153 --> 00:41:14,570
So then, with all
these challenges

999
00:41:14,570 --> 00:41:16,370
how do you meet them?

1000
00:41:16,370 --> 00:41:17,850
What are some of your thoughts?

1001
00:41:17,850 --> 00:41:20,840
AUDIENCE: I think
setting out ahead of time

1002
00:41:20,840 --> 00:41:23,220
what the expectations
of teamwork

1003
00:41:23,220 --> 00:41:26,900
are, and just kind
of lay out for people

1004
00:41:26,900 --> 00:41:29,788
how do you work with a team?

1005
00:41:29,788 --> 00:41:31,270
Like respect others.

1006
00:41:31,270 --> 00:41:33,565
Listen first, speak later.

1007
00:41:33,565 --> 00:41:34,375
Things like that.

1008
00:41:34,375 --> 00:41:35,500
ANNALISA WEIGEL: Excellent.

1009
00:41:35,500 --> 00:41:38,395
So clear rules and education.

1010
00:41:38,395 --> 00:41:40,270
AUDIENCE: I think shared
knowledge and shared

1011
00:41:40,270 --> 00:41:44,140
goals can add a lot to the
relational coordination,

1012
00:41:44,140 --> 00:41:47,680
because this is how you
share your goals with others

1013
00:41:47,680 --> 00:41:50,580
and try to convince them to
come to the same conclusion.

1014
00:41:50,580 --> 00:41:53,775
Otherwise, I mean, everyone
feels that I had my own ideas.

1015
00:41:57,810 --> 00:41:59,190
AUDIENCE: Something important.

1016
00:41:59,190 --> 00:42:01,410
The diagrams you always
show about collaboration,

1017
00:42:01,410 --> 00:42:04,020
is always-- the puzzle pieces
always fit perfectly, which

1018
00:42:04,020 --> 00:42:06,320
I think is a misrepresentation.

1019
00:42:06,320 --> 00:42:09,220
You have to accept that puzzle
pieces won't fit perfectly,

1020
00:42:09,220 --> 00:42:12,570
and there's someone who's going
to make a decision in the end.

1021
00:42:12,570 --> 00:42:14,510
And if there is a culture
of mutual respect,

1022
00:42:14,510 --> 00:42:16,760
the person making the decision
will respect the people

1023
00:42:16,760 --> 00:42:19,780
that brought in
suggestions and vice versa

1024
00:42:19,780 --> 00:42:23,700
and that's just
the nature of life.

1025
00:42:23,700 --> 00:42:27,950
ANNALISA WEIGEL: Establishing
that expectation is important.

1026
00:42:27,950 --> 00:42:29,560
AUDIENCE: Things
like ongoing training

1027
00:42:29,560 --> 00:42:32,200
and starting off
with something small

1028
00:42:32,200 --> 00:42:37,390
that you can have an obvious,
tangible result with guaranteed

1029
00:42:37,390 --> 00:42:38,000
success.

1030
00:42:38,000 --> 00:42:41,060
So that they can learn the
process and feel good about it.

1031
00:42:41,060 --> 00:42:45,820
And then keep continuously
doing ongoing training over time

1032
00:42:45,820 --> 00:42:52,320
to improve their ability
to do it and remind them.

1033
00:42:52,320 --> 00:42:53,670
ANNALISA WEIGEL: Excellent.

1034
00:42:53,670 --> 00:42:56,010
Again really excellent ideas.

1035
00:42:56,010 --> 00:42:58,527
Let me spell out
some others, some

1036
00:42:58,527 --> 00:43:00,360
that are duplicate of
what we just discussed

1037
00:43:00,360 --> 00:43:02,070
and some which are new.

1038
00:43:02,070 --> 00:43:04,110
So long the lines are
trying to make it explicit

1039
00:43:04,110 --> 00:43:06,540
and trying to train people
and set expectations,

1040
00:43:06,540 --> 00:43:09,250
you may want to try to do those
also in writing and not just

1041
00:43:09,250 --> 00:43:09,750
verbally.

1042
00:43:09,750 --> 00:43:11,167
Sometimes seeing
things in writing

1043
00:43:11,167 --> 00:43:14,880
can really help people
understand what's going on.

1044
00:43:14,880 --> 00:43:17,010
Considering alternate
ideas or solutions

1045
00:43:17,010 --> 00:43:18,990
and not jumping to
consensus prematurely

1046
00:43:18,990 --> 00:43:22,590
can be one way to meet the
challenges of collaboration.

1047
00:43:22,590 --> 00:43:25,020
Paying careful attention to
process is really important.

1048
00:43:25,020 --> 00:43:28,770
If people understand the process
is very clear and very fair,

1049
00:43:28,770 --> 00:43:31,500
then when they express opinions
that are counter to what

1050
00:43:31,500 --> 00:43:33,390
the rest of the group
does want to do,

1051
00:43:33,390 --> 00:43:34,740
and the group goes in
a different direction,

1052
00:43:34,740 --> 00:43:36,490
at least that person
has felt that they've

1053
00:43:36,490 --> 00:43:41,250
had their due process and they
haven't been short changed.

1054
00:43:41,250 --> 00:43:43,860
The next point voicing
disagreements constructively,

1055
00:43:43,860 --> 00:43:46,320
directly, and explicitly
is really important.

1056
00:43:46,320 --> 00:43:48,270
Because you're not
all going to agree

1057
00:43:48,270 --> 00:43:50,930
except for certain groups in
this particular exercise, where

1058
00:43:50,930 --> 00:43:52,380
you've all coalesced
on a certain point.

1059
00:43:52,380 --> 00:43:53,815
But in your work
environments, you

1060
00:43:53,815 --> 00:43:55,565
are going to have times
when you disagree.

1061
00:43:55,565 --> 00:43:57,280
And learning how to
do that productively.

1062
00:43:57,280 --> 00:43:59,510
So that you're focusing
just on the disagreement

1063
00:43:59,510 --> 00:44:02,250
not on the person that you're
having that disagreement with

1064
00:44:02,250 --> 00:44:05,880
will help you get to a
solution more productively.

1065
00:44:05,880 --> 00:44:09,630
Lastly, give positive feedback
directly and explicitly too.

1066
00:44:09,630 --> 00:44:12,150
So how many times a day
do you say to a colleague,

1067
00:44:12,150 --> 00:44:13,712
that was a great job.

1068
00:44:13,712 --> 00:44:16,170
And then think of how many
times you make critical comments

1069
00:44:16,170 --> 00:44:18,570
about a peer's or colleague's
work or suggestions

1070
00:44:18,570 --> 00:44:19,840
for improvement.

1071
00:44:19,840 --> 00:44:22,590
Especially at MIT,
we have a reputation

1072
00:44:22,590 --> 00:44:25,170
for being a praise
free zone here.

1073
00:44:25,170 --> 00:44:28,170
Lots of criticism.

1074
00:44:28,170 --> 00:44:29,550
It's very important
that you also

1075
00:44:29,550 --> 00:44:31,843
reinforce the positives
in collaboration,

1076
00:44:31,843 --> 00:44:34,260
because that's going to foster
the team being able to work

1077
00:44:34,260 --> 00:44:35,230
productively together.

1078
00:44:38,670 --> 00:44:40,360
Now in organizations,
you're going

1079
00:44:40,360 --> 00:44:43,260
to find many entities
are organized

1080
00:44:43,260 --> 00:44:44,930
in teams of various sorts.

1081
00:44:44,930 --> 00:44:46,800
And this diagram
helps orient you

1082
00:44:46,800 --> 00:44:49,200
to some of the previous as
well as current structures

1083
00:44:49,200 --> 00:44:54,000
that we find in a lot of the
complex engineering system

1084
00:44:54,000 --> 00:44:56,520
kinds of industries.

1085
00:44:56,520 --> 00:45:00,320
Usually, the organization
is broken down functionally.

1086
00:45:00,320 --> 00:45:01,890
There may be a design
function, there

1087
00:45:01,890 --> 00:45:03,390
may be an operations
function, there

1088
00:45:03,390 --> 00:45:05,580
may be a maintenance function.

1089
00:45:05,580 --> 00:45:07,980
Or it may be a structure
function, a thermal function,

1090
00:45:07,980 --> 00:45:09,750
and so on.

1091
00:45:09,750 --> 00:45:13,028
And it used to be that
groups worked independently,

1092
00:45:13,028 --> 00:45:14,820
and whenever you had
yo collaborate somehow

1093
00:45:14,820 --> 00:45:16,860
between, say, function
one and function two,

1094
00:45:16,860 --> 00:45:19,740
the interface took place
between the top people.

1095
00:45:19,740 --> 00:45:21,330
But it was usually
the folks down here

1096
00:45:21,330 --> 00:45:23,070
who were doing all
the work and needed

1097
00:45:23,070 --> 00:45:24,397
the answers from these people.

1098
00:45:24,397 --> 00:45:26,730
But they had to work all the
way up through their bosses

1099
00:45:26,730 --> 00:45:28,313
to communicate with
that person's boss

1100
00:45:28,313 --> 00:45:30,170
to work all the way
down through the chain.

1101
00:45:30,170 --> 00:45:33,180
So that's kind of the old style,
the way organizations worked.

1102
00:45:33,180 --> 00:45:35,460
And then a couple
decades ago, we

1103
00:45:35,460 --> 00:45:38,340
introduced the concept of
integrated product and process

1104
00:45:38,340 --> 00:45:41,250
teams, which really took
essentially the folks doing

1105
00:45:41,250 --> 00:45:44,070
the work down here and
put them into a team

1106
00:45:44,070 --> 00:45:46,890
so the communication could
happen directly between people

1107
00:45:46,890 --> 00:45:49,350
who were doing the tasks
and not really up and down

1108
00:45:49,350 --> 00:45:50,820
a chain of communications.

1109
00:45:50,820 --> 00:45:53,130
There, it really didn't
matter that this person knew

1110
00:45:53,130 --> 00:45:54,180
what the question
was that they're

1111
00:45:54,180 --> 00:45:55,520
asking had to be passed along.

1112
00:45:55,520 --> 00:45:56,570
They're just relaying it.

1113
00:45:56,570 --> 00:45:58,950
It's much better if you
can have direct interaction

1114
00:45:58,950 --> 00:46:00,372
between people.

1115
00:46:00,372 --> 00:46:02,080
So this kind of an
organization structure

1116
00:46:02,080 --> 00:46:05,400
has helped increase the
effective communications

1117
00:46:05,400 --> 00:46:08,190
and the ability for
teams to work together

1118
00:46:08,190 --> 00:46:11,500
in these complex enterprises
that we see today.

1119
00:46:11,500 --> 00:46:16,260
But being on an IPT
or an IPPT, you're

1120
00:46:16,260 --> 00:46:19,530
now asking people who are in
this part of the organization

1121
00:46:19,530 --> 00:46:23,700
to have teamwork and leadership
skills that they might not

1122
00:46:23,700 --> 00:46:26,850
have needed to have in our
old kind of organization

1123
00:46:26,850 --> 00:46:29,768
where the leadership was
largely done at the top.

1124
00:46:29,768 --> 00:46:31,560
So this helps us
understand why introducing

1125
00:46:31,560 --> 00:46:33,623
the concepts of
teamwork and leadership

1126
00:46:33,623 --> 00:46:35,040
and developing
skills around those

1127
00:46:35,040 --> 00:46:37,410
is really important to
do really from day one.

1128
00:46:37,410 --> 00:46:39,030
When you join an
organization and not

1129
00:46:39,030 --> 00:46:43,400
waiting until you get to be
at the top of that org chart.

1130
00:46:43,400 --> 00:46:46,317
Now teams progress through a
number of different stages.

1131
00:46:46,317 --> 00:46:48,150
And there is a lot of
literature about this,

1132
00:46:48,150 --> 00:46:50,490
but in essence when you
first start out with a team

1133
00:46:50,490 --> 00:46:52,865
there's a lot of challenges
we just discussed and working

1134
00:46:52,865 --> 00:46:53,460
together.

1135
00:46:53,460 --> 00:46:55,470
And teams take a
little while to grow

1136
00:46:55,470 --> 00:46:57,180
from beginning teams
to what we'd really

1137
00:46:57,180 --> 00:46:58,950
call high performance ones.

1138
00:46:58,950 --> 00:47:01,050
And the degree of management
necessary for those

1139
00:47:01,050 --> 00:47:03,630
decreases over time as we get
towards a more high performing

1140
00:47:03,630 --> 00:47:04,293
team.

1141
00:47:04,293 --> 00:47:06,210
And their empowerment
and ability to do things

1142
00:47:06,210 --> 00:47:07,540
increases as well.

1143
00:47:07,540 --> 00:47:09,480
We find that when we
look at high performing

1144
00:47:09,480 --> 00:47:11,520
teams in a Lean
environment, they have

1145
00:47:11,520 --> 00:47:12,860
these attributes about them.

1146
00:47:12,860 --> 00:47:14,970
And we've mentioned
most of them so far.

1147
00:47:14,970 --> 00:47:18,660
They have mutual respect
for all people and all jobs.

1148
00:47:18,660 --> 00:47:21,100
They encourage contribution
by all the team members.

1149
00:47:21,100 --> 00:47:24,660
We heard Claudio talk about
that in our tour today.

1150
00:47:24,660 --> 00:47:26,730
Different opinions
are not only valued

1151
00:47:26,730 --> 00:47:29,010
but they're sought
after and brought out.

1152
00:47:29,010 --> 00:47:32,250
There is open and honest
communication and feedback.

1153
00:47:32,250 --> 00:47:35,340
The goals of the
team are aligned.

1154
00:47:35,340 --> 00:47:38,400
There is continuous improvement
of both the individuals

1155
00:47:38,400 --> 00:47:39,540
and the team.

1156
00:47:39,540 --> 00:47:41,730
Always seeking to
do a better job.

1157
00:47:41,730 --> 00:47:44,040
And there is a high degree
of synergy and cooperation

1158
00:47:44,040 --> 00:47:45,618
among the members.

1159
00:47:45,618 --> 00:47:47,160
So if you're striving
to put together

1160
00:47:47,160 --> 00:47:48,743
a team that is high
performing, you're

1161
00:47:48,743 --> 00:47:52,442
really trying to work on these
seven particular attributes

1162
00:47:52,442 --> 00:47:54,150
and try and increase
those for your team.

1163
00:47:56,670 --> 00:48:00,300
So lastly we'll just
conclude with our chart here.

1164
00:48:00,300 --> 00:48:03,210
People are the heart of Lean.

1165
00:48:03,210 --> 00:48:04,620
With our shared
goals, our shared

1166
00:48:04,620 --> 00:48:07,560
knowledge, mutual respect,
communication, teamwork,

1167
00:48:07,560 --> 00:48:08,190
and leadership.

1168
00:48:08,190 --> 00:48:13,208
All the hallmarks of a
high performing Lean team.

1169
00:48:13,208 --> 00:48:15,000
And by way of summary
from what you've just

1170
00:48:15,000 --> 00:48:17,280
heard over the past
module on people,

1171
00:48:17,280 --> 00:48:20,730
I'd like you to take out one
of your white index cards

1172
00:48:20,730 --> 00:48:23,850
and take out a
pen and write down

1173
00:48:23,850 --> 00:48:26,160
for us what's the most
important thing you learned

1174
00:48:26,160 --> 00:48:29,730
from this module on people.

1175
00:48:29,730 --> 00:48:32,070
And on your way
out to the break,

1176
00:48:32,070 --> 00:48:35,930
you can drop that on the back
desk so we can take a look.