You can't have IMPROVEMENT without...

[ToddL]

...change. That is an absolute fact.

 

Improvement is succinctly defined as change in a desired direction. Insanity is doing the same thing and expecting a different outcome. I use these concepts when coaching a skier who is stuck and not progressing. It seems to me that they apply to our organization as well.

 

I am so pleased to see so many threads on BOS discussing ideas and potential solutions to various problems. Each solution offered is a change. Many people comment about their perspectives on those changes both for and against. And we don’t all agree.

 

We don’t like change. Every idea posted on these threads has had at least one comment of opposition. Every change requires something to be different and that will be beneficial to some and not to others. If there were solutions which everyone benefits, we would have already found them and implemented them. These unicorns just don’t really exist. If we wait for them or discount all ideas with any bullet in the “Cons” list, then we will be having these same threads next year and the next. General Patton is quoted as saying, “A good plan executed today is better than a perfect plan executed at some indefinite point in the future.” It seems we may be a little hampered by a desire for perfection.

 

As a sport we must change to improve. We must allow for good, imperfect solutions to be implemented. Each year we complain about problems, but make minimal to no impactful change. Yet, we are surprised to find that we still have the same problems next year.

 

We need to start opening our minds to the reality that substantial improvement requires substantial change. Improvement is change in the right direction. Substantial improvement is substantial change in the right direction. Are we willing to risk a substantial change for the reward of a substantial improvement?

 

[RazorRoss3]

You aren't wrong but change for the sake of change and change without a plan for measurement and reassessment, and additional changes before the effects of previous ones can be measured and assessed is not the correct approach.

 

Any changes we make to the sport need to be supported in some way by data, either empirical or at least anecdotal evidence. Along with those changes we need to have a clear mission for the change and a standard by which we can measure the effectiveness of the change we made. In addition, communication of all of the above must be clear and next step planning for both success and failure cases must be in place. It is difficult to participate in the sport when there is low visibility into the future regarding the rules of the game.

[ToddL]

@RazorRoss3 - completely agree. Never intended to suggest change for change sake. Thanks for noting this.

 

Clearly the difficulty is picking which changes will yield the maximum benefit. Even more importantly is defining the problem. And that can't be defined without knowing the destination.

 

Six Sigma Black Belts know all the tools to quality controls and problem resolution. In layman's terms you must define the true problem or root cause and be able to measure it before you start focusing on solutions. Basically, you don't want to solve a symptom and you can't validate results if you can't measure before and after.

[Wish]

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