Comments on: Systemic Solutions to Execution Problems: The Process of Crossing the “Knowing-Doing Gap” http://www.excellencetree.com/journal/67/systemic-solutions-to-execution-problems-the-process-of-crossing-the-knowing-doing-gap Mon, 21 May 2012 12:51:46 +0000 http://wordpress.org/?v=2.7 hourly 1 By: Excellence Tree Journal » Blog Archive » Possibility vs. Desirability: Picking The Right Swiss Army Knife http://www.excellencetree.com/journal/67/systemic-solutions-to-execution-problems-the-process-of-crossing-the-knowing-doing-gap/comment-page-1#comment-1851 Excellence Tree Journal » Blog Archive » Possibility vs. Desirability: Picking The Right Swiss Army Knife Fri, 20 Feb 2009 16:25:47 +0000 http://excellenceuniversity.net/journal/?p=67#comment-1851 [...] you want. Prioritize.   Be purposeful. Pick the tool (and the career, and the life) you love, execute with excellence, and get BAD at all the other stuff.   You can pick more than one thing for sure, but you [...] [...] you want. Prioritize.   Be purposeful. Pick the tool (and the career, and the life) you love, execute with excellence, and get BAD at all the other stuff.   You can pick more than one thing for sure, but you [...]

]]> By: Brian Higley http://www.excellencetree.com/journal/67/systemic-solutions-to-execution-problems-the-process-of-crossing-the-knowing-doing-gap/comment-page-1#comment-1794 Brian Higley Sat, 24 Nov 2007 02:09:17 +0000 http://excellenceuniversity.net/journal/?p=67#comment-1794 Thomas, Jon, and John, I think these comments are all spot-on. I might add that it's been my experience (from basketball teams like Billy Donovan's to corporate teams to family systems) that people can get irritated by change - even when that change is percieved as positive by the majority of the group. It is a fascinating phenomenon - but I regularly find that it takes teams 3-6 months to become comfortable with a new process. Great leaders know this fact, I think - and know how important it is to continue good processes in the face of this frustration. Most teams report respecting this sort of leader when the change is finally brought about - even in the face of their frustration. On the other hand, many report not respecting leaders that waver in the face of change-related frustration - even if they like him or her a lot. Good stuff - I look forward to seeing more posts from all of you! Thomas, Jon, and John,

I think these comments are all spot-on. I might add that it’s been my experience (from basketball teams like Billy Donovan’s to corporate teams to family systems) that people can get irritated by change - even when that change is percieved as positive by the majority of the group. It is a fascinating phenomenon - but I regularly find that it takes teams 3-6 months to become comfortable with a new process. Great leaders know this fact, I think - and know how important it is to continue good processes in the face of this frustration. Most teams report respecting this sort of leader when the change is finally brought about - even in the face of their frustration. On the other hand, many report not respecting leaders that waver in the face of change-related frustration - even if they like him or her a lot.

Good stuff - I look forward to seeing more posts from all of you!

]]> By: John Spence http://www.excellencetree.com/journal/67/systemic-solutions-to-execution-problems-the-process-of-crossing-the-knowing-doing-gap/comment-page-1#comment-1793 John Spence Wed, 21 Nov 2007 14:44:27 +0000 http://excellenceuniversity.net/journal/?p=67#comment-1793 Thomas -- great comments - thank you so much -- and you helped remind me of something I left out of the above article. One of the very best ways to make sure there is minimal resistance is to get the employees who will be directly affected, involved in developing the measures and the process. If they have a say = they will have a stake in the outcome and will have much more buy-in than if the system is simply inacted from above. Thomas — great comments - thank you so much — and you helped remind me of something I left out of the above article. One of the very best ways to make sure there is minimal resistance is to get the employees who will be directly affected, involved in developing the measures and the process. If they have a say = they will have a stake in the outcome and will have much more buy-in than if the system is simply inacted from above.

]]> By: Jonathan Branch http://www.excellencetree.com/journal/67/systemic-solutions-to-execution-problems-the-process-of-crossing-the-knowing-doing-gap/comment-page-1#comment-1792 Jonathan Branch Wed, 21 Nov 2007 03:45:25 +0000 http://excellenceuniversity.net/journal/?p=67#comment-1792 Coach Billy Donovan of the Florida Gators gave a speech to a group of people working on my team. He talked about how a team needs to work to get to a final goal, whether it be to win a few basketball games or to have a specific profit by the end of the year. The idea was to not focus on the end goal, but rather make sure each step in the process of achieving the goal was met. Finding this problem as quickly as possible, and then identifying ways to overcome the barrier is what needs to be done. By implementing systems to find out as quickly as possible is a great way to improve a team. When getting to a goal the team that does each step along the way to finishing the goal is who wins, and it is important not to focus on the end goal but rather each step. Coach Billy Donovan of the Florida Gators gave a speech to a group of people working on my team. He talked about how a team needs to work to get to a final goal, whether it be to win a few basketball games or to have a specific profit by the end of the year. The idea was to not focus on the end goal, but rather make sure each step in the process of achieving the goal was met. Finding this problem as quickly as possible, and then identifying ways to overcome the barrier is what needs to be done. By implementing systems to find out as quickly as possible is a great way to improve a team. When getting to a goal the team that does each step along the way to finishing the goal is who wins, and it is important not to focus on the end goal but rather each step.

]]> By: Thomas Foxx http://www.excellencetree.com/journal/67/systemic-solutions-to-execution-problems-the-process-of-crossing-the-knowing-doing-gap/comment-page-1#comment-1791 Thomas Foxx Tue, 20 Nov 2007 22:04:06 +0000 http://excellenceuniversity.net/journal/?p=67#comment-1791 I agree, it seems that personnel structures are immediately resistant to changes even when the changes actually are design to benefit everyone. I have experienced the “Knowing-Doing Gap” through firsthand experience as an employee in an electronic production and repair department. I spent my first two years in the organization operating under the traditional process, and during my last two years I experienced the implementation of new processes. I was the production manager at a component level repair unit. The organization decided to implement a combination of Six Sigma and Lean principles to the entire maintenance and manufacturing department. First an impartial team was assembled of employees and a group of LEAN trained members. Then, based on current employee input and observation, the group analyzed the operations needed to complete reoccurring tasks and goals. After very detailed analysis, they established procedural standards and guidelines for reoccurring tasks. Each item was given a specific timeframe for completion, personnel and support equipment requirements, and alternative methods for completion. Despite employees being a vital component in the program construction, many employees were resistant and irritated once it was implemented. I didn’t possess a felling of “anger or fear” because of the short period I spent using traditional methods. Most people I believe were angry when confronted with the reality of upper management being able to understand who, when, and how well people executed their responsibilities. Previously people hid below average performance behind their area of expertise (which not all managers completely understood). People thought the monitoring program would be temporary, but management remained confident in the ability for the principles to improve efficiency. As a result, the division became one of the most efficient in the local industry. I agree, it seems that personnel structures are immediately resistant to changes even when the changes actually are design to benefit everyone. I have experienced the “Knowing-Doing Gap” through firsthand experience as an employee in an electronic production and repair department. I spent my first two years in the organization operating under the traditional process, and during my last two years I experienced the implementation of new processes.
I was the production manager at a component level repair unit. The organization decided to implement a combination of Six Sigma and Lean principles to the entire maintenance and manufacturing department. First an impartial team was assembled of employees and a group of LEAN trained members. Then, based on current employee input and observation, the group analyzed the operations needed to complete reoccurring tasks and goals. After very detailed analysis, they established procedural standards and guidelines for reoccurring tasks. Each item was given a specific timeframe for completion, personnel and support equipment requirements, and alternative methods for completion. Despite employees being a vital component in the program construction, many employees were resistant and irritated once it was implemented.
I didn’t possess a felling of “anger or fear” because of the short period I spent using traditional methods. Most people I believe were angry when confronted with the reality of upper management being able to understand who, when, and how well people executed their responsibilities. Previously people hid below average performance behind their area of expertise (which not all managers completely understood). People thought the monitoring program would be temporary, but management remained confident in the ability for the principles to improve efficiency. As a result, the division became one of the most efficient in the local industry.

]]>