Change management in Six Sigma Part-I

Six Sigma is all about change and managing change. We all want improved results
it is just the challenge of making the changes and managing change necessary for
the improved results that present the challenges.

For some managers the changes brought by Six Sigma can present a challenge to
their normal management approach.

Only a few managers have a thought out change management process.

With six sigma decisions and changes are based on data and statistical analysis
of that data rather than “I think” or “I feel”. Managing change based on fact
requires analysis and not emotional reaction.

That does not say that in managing change emotions and feelings are not
important -- in fact the opposite is the norm. All people are emotional beings
and managing change requires consideration of those emotions and reactions.

One of the most important tasks in managing change is an analysis of the various
stakeholders impacted by the change. Without an understanding of how to manage
change even the best plan can go awry. The law of unintended consequences can
take over and what may have been necessary and positive change can result in
very destructive results.

When there is no Change Management Process results can be quite different than
those intended.

Stakeholders had a history of unpleasant experiences to draw from regarding how
the organization had managed changes in the past -- and they did not trust the
leadership or authority. As is often the case this resulting attitude becomes,
“I am not going to submit to this authority or change unless I first totally
agree with every small detail.” A sobering observation here was that this
“rebellion” was not blatant but subtle, at least in the beginning. Open
rebellion towards the manager resulted in him being transferred. The situation
had reached the point where the entire organization was abolished and capability
that had been a benchmark for the industry was lost.

Hopefully we all learn from our mistakes and successes. Smart people learn from
the mistake and success of others.

Change is necessary and inevitable for the needs of the business. It is the
human behavior that defines the organizational culture. Culture reflects the
need for order in how we share meaning, develop and use a common language and
develop views which seems to make our business world less unpredictable.

Culture can obstruct the change process and contribute to resistance. The
resistance in this case was due in part to:

• Self interests

• Process ownership

• Fear of the unknown

• Differing perceptions and visions

• Lack of respect for the leadership and position of authority (the office)

• Lack of a purpose driven focus

• Suspicion based on past negative experiences (personal or shared)

• Conservatism

• Customer needs were not the focus of anyone’s efforts once the rebellion was
in full force.