Behavioral Support for Process Improvement
Workshops
Our workshops are designed to help Belts and initiative leaders navigate the special challenges of Process Improvement (LSS, CI, OpEx, etc.) initiatives.
Available workshops include:
Getting Results Through Positive Influence–Core Workshop (Belts)
A 2-day workshop that helps Belts/leaders build their positive influence skills and immediately apply those skills to the Process Improvement projects or initiatives they are responsible for delivering. Participants leave the workshop with a comprehensive list of project stakeholders...an analysis of one key stakeholder and a plan to influence that person...a reusable approach to understanding and influencing behavior...awareness of their own cognitive biases, and how to avoid those biases...a binder of workshop materials, tools, and references.
Click here to download PDF with workshop details and agenda.
Creating a Compelling Case for Process Improvement
A 1-day workshop that takes participants through a step-by-step approach to building a case that fosters commitment to a Process Improvement initiative. Participants will learn what constitutes a good case for change, and why...assess their current case...work on improving/creating their case...develop ideas for communicating their case...and leave with a clear set of next steps.
Click here to download PDF with workshop details and agenda.
Creating Successful Process Improvement Change Leaders/Agents
A 1-day workshop that focuses on what it takes to build the kind of change leaders/agents that will help the Process Improvement initiative succeed. Participants learn the characteristics of successful change agents/leaders...understand 7 factors that affect the success of agents/leaders...assess how their own initiative stacks up on the 7 factors...identify areas of focus...create a preliminary plan to close gaps.
Click here to download PDF with workshop details and agenda.
Workshops can be customized or created to meet your needs.
Belts and Process Improvement initiative leaders face the same technical and behavioral challenges that confront all project/initiative leaders, but with an extra twist.
The changes in PI initiatives can be very threatening to things stakeholder care about deeply: e.g., being respected for their expertise, maintaining control, being "value-added," not being "Leaned" out of a job. And they require a way of thinking that doesn't come naturally to most of us, and typically doesn't get rewarded: rigorous root cause thinking, making decisions based on data and not experience/expertise, recognizing the paradox of how working quickly can create waste. It's no wonder that many PI programs never get the hoped-for results.
We understand these challenges and have created workshops that help you address them.