Our Stanford team lists common mistakes in trying to change behavior. We'll update this list (or add details) if people want. Let us know. Email -- captology
Via the Change Samurai, David Hain
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Impact du management sur l'organisation et l'amélioration en entreprise
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Anne-Laure Delpech
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Rescooped by Anne-Laure Delpech from Business change onto Management et organisation |
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Via the Change Samurai, David Hain
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Daniel Watson's curator insight,
May 23, 9:31 AM
Undocumented, rarely reviewed, and not often challenged business processes abound in the world of small business, and business owners wanting to generate greater efficiencies, must ensure that only good processes are allowed to continue to be applied in their business. Business owners, need to ensure that all bad business processes being followed in their businesses are quickly ended, and that business operations are made as efficient as possible to maximise return on effort expended by all concerned. This excellent article, suggests that businesses need to turn process into competitive advantage, and it outlines seven ways that business owners can ditch the bad business processes operating in their businesses. 
Big Red Cloud's curator insight,
May 23, 10:07 AM
make your accounts simple...get ....big red cloud...simple online accounts Delete the scoop?
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Anne-Laure Delpech's insight:
Interesting. excerpt : "To create something of value is a significant accomplishment. However the concept many fail to grasp is that value creation is only sustainable if it continues to be scalable. Think of it like this – The only way to protect value is to create more of it. The minute value stands still is the very minute the market adapts and your competition will begin to erode the value you worked so hard to create."
Deb Nystrom, REVELN Consulting's curator insight,
May 17, 4:29 PM
How innovation wasn't, via Mike Myatt, at Apple vs. Google. Interesting take worth a look. ~ D Delete the scoop?
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WikiSpeed a créé un prototype de voiture en trois mois en appliquant les méthodes agiles du développement des logiciels à la production de biens matériels. Via DEBOIS, Philippe Vallat 
DEBOIS's curator insight,
May 15, 7:58 AM
Je note particulièrement : "WikiSpeed construit des voitures comme d’autres développent des logiciels. S’appuyant sur les principes de modularité et d’agilité, cette approche a donné naissance à un processus de fabrication révolutionnaire : Extreme Manufacturing (XM). Joe Justice et Marcin Jacubowski, fondateur d’Open Source Ecology, l’ont nommé ainsi en référence à Extreme Programming (XP) utilisé dans le développement logiciel. L’Extreme Manufacturing permet une vélocité maximale tout en minimisant le coût du changement. On privilégie de multiples cycles de développement très courts plutôt qu’un unique “tunnel”, ce qui permet de recevoir des retours utilisateurs très tôt et de façon régulière. Quand les cycles de développement standard dans l’industrie s’étalent sur plusieurs années, WikiSpeed fait évoluer son produit tous les 7 jours, via des cycles de développement appelés “Sprints”." 
Corinne Jany's curator insight,
May 16, 3:52 PM
scrum, xp ou kanban, peu importe, l'essentiel est vraiment d'être agile d'esprit et de convaincre l'intégralité de son équipe. Delete the scoop?
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Plus je visite d'usines ou l'on me dit faire du lean, plus je décèle les différences fondamentales entre les employés et managers de Toyota et ceux des autres entreprises. Via Franck Rykaczewski Delete the scoop?
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Prix de vente, qualité, délai : qu’est-ce qui fait pencher la balance pour nos clients d’aujourd’hui et de demain ? Voici ce que répond un dirigeant de PME Delete the scoop?
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Le contexte Via Franck Rykaczewski Delete the scoop?
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Katherine Bryant's curator insight,
May 14, 3:19 AM
I can see that to model Toyota with the "lean meeting" would take a real culture shift but the 3 tips at the end of this article are acheiveable and could really improve the working day. Delete the scoop?
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Groundbreaking ideas are no longer a luxury when success is contingent upon an organization's ability to adapt, innovative, and improve. We need look no further than Kodak, Sears, or Sony for validation that status-quo thinking is the fast-track to failure. How, then, can organizations break free of conventional thinking to spark creativity? Via Roger Francis, Tom Haak, Gary Bamford, David Hain Delete the scoop?
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People discussing the pace of change that organizations face in dealing with connected customers, globalization, competition, distributed workforces, innovation, etc. often assert that a paradigm s... Via Ana Cristina Pratas
Anne-Laure Delpech's insight:
a shift in paradigm might be needed to find new solutions, new ways of doing things Delete the scoop?
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Vous évitez de rire au travail pour préserver votre image de salarié impliqué ? Vous avez tort ! Le rire et l’humour décuplent vos capacités professionnelles. Voici la preuve par 5 que le rire au bureau, c’est du sérieux… Via cecilebonnet 
cecilebonnet's curator insight,
May 3, 5:13 AM
Productivité et humour, créativité et rire, santé, relation client, cohésion d'équipe : le bonheur pro quoi ! Delete the scoop?
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La fonction de manager de proximité est reconnue comme cruciale du fait de sa position charnière entre la direction et les équipes de terrain, mais difficile car soumise à de nombreux... Via Pharmacomptoir / Corinne Thuderoz
Anne-Laure Delpech's insight:
Intéressant. L'étude complète est disponible en pdf en bas de l'article. Delete the scoop?
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Le manque de reconnaissance est fréquent en entreprise. Vous ne recevez pas de gratitude ni de remerciements? N'hésitez pas à aller les chercher. Via Loïc CARO, catherine wilmart
Anne-Laure Delpech's insight:
la reconnaissance est indispensable. Et pourtant c'est si difficile à accepter pour soi ou à formuler envers les autres... Delete the scoop?
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Enfin une explication à la stupidité collective ! Elle nous empêche d'utiliser les capacités individuelles, de remettre en cause nos fonctionnements, ... Delete the scoop?
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En période de récession, les salariés craignent plus que jamais pour leur emploi. Via Emeraude RH, Loïc CARO Delete the scoop?
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"Most leaders who take the test are surprised they 'don't have it all.'" Via Christine Heine, AlGonzalezinfo, David Hain 
AlGonzalezinfo's curator insight,
May 15, 10:19 PM
Very interesting... Can this be a sign of changing times? Fascinating read, thanks Christine!
From the article:
Before Yale can determine whether the test can help them enhance the admissions process, the results first have to prove that it can predict certain outcomes. For now, Yale's School of Management and School of Medicine are allowing applicants the option to take the test, then they will study the results in a few years to determine whether using the applicant's emotional intelligence quotient would have "led to different results, predicted problems, or predicted unusual achievement." 
Emma Sue Prince's curator insight,
May 16, 4:22 AM
This is all about self-awareness. The degree to which people have this, or not, varies greatly. But the good news is that self-awareness can be developed. How? By gradually building understanding of self and why we do what we do, behave as we do, react the way we do and what causese these. In this way we can then begin to control and manage our emotions more effectively. 
Ivon Prefontaine's curator insight,
May 16, 8:50 PM
Does this turn Emotional Intelligence into a cognitive exercise. Delete the scoop?
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Terrifiantes, ces personnes qui ne reconnaissent pas leurs erreurs et qui sont toujours prêtes à développer un argumentaire pour refaire l'histoire. Refuserd'admettre avoir communiqué un prix erroné à un client ; ou affirmer vous avoirinformé de la tenue d'une réunion... alors qu'il n'en est rien. Via Franck Rykaczewski Delete the scoop?
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When starting innovation, a lot of the same mistakes are made over and over again. That’s why you need to be aware of these five ways of committing innovation suicide. And how to avoid these Via E-Mind Delete the scoop?
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"...It's brand image," he explained. "There is tremendous value to the perception of trust—customers don't want to worry about the products they buy; they want it to be trouble free. We can offer them that....
We all use the same equipment to make tire, so we know it's not the equipment that makes the difference. It's the interface between the equipment, the material and the person—the training and the qualification of the person—that makes the difference."" Via Michel Baudin 
Michel Baudin's curator insight,
May 10, 2:50 PM
I see two key statements in this article, both quoted above:
The first is an acknowledgement that the company's reputation for quality is its crown jewels. It's priceless, and worth any burden to nurture and protect, and the classical "cost of quality" calculations based on the direct costs of failures, appraisals and repairs are irrelevant.
The second one is that the key is the way people work with machines. Selleck does not reference jidoka, but his thinking is in line with it and, unlike the bulk of the American literature on Lean, puts the spotlight on production engineering Delete the scoop?
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By encouraging employees to both seek and provide help, rewarding givers, and screening out takers, companies can reap significant and lasting benefits. A McKinsey Quarterly article. Via Karima Hamadouche, Jean-Philippe D'HALLUIN, David Hain 
Jean-Philippe D'HALLUIN's curator insight,
May 9, 4:00 PM
From this great article : "the strongest predictor of group effectiveness is the amount of help that is given to each other" Delete the scoop?
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Bond with people, be accessible, develop talent, drive change, encourage risk…these are just a few marks of high performance leadership as outlined by George Kohlrieser. Via JLAndrianarisoa Delete the scoop?
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"In my experience these are ten reasons why Lean implementation fails: 1. No Strategy [...] 2. No Leadership Involvement [...]3. Relying on Lean Sensei/Champion [...] 4. Copying Others [...] 5. Thinking Lean Is A Tool [...] 6. Lack of Customer Focus [...]7. Not Engaging Employees [...]8. Not Educating Employees [...]9. Lack of Understanding [...]10. Conflicting Metrics [...] Via Michel Baudin
Michel Baudin's curator insight,
May 6, 7:39 PM
Would my top 10 list be exactly the same? Probably not, but there would be extensive overlap. Delete the scoop?
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Chefdentreprise.com Une hiérarchie allégée pour plus de liberté et de performance Chefdentreprise.com Ils rencontrent Jean-François Zobrist, ancien directeur de la fonderie picarde Favi, qui fonctionne depuis près de 30 ans en quasi auto-gestion,... Via hvdk, Fabrice De Zanet Delete the scoop?
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"Sometimes referred to as “single-piece flow” or “continuous flow,” one-piece flow is a key concept within the Toyota Production System. Achieving one-piece flow helps manufacturers achieve true just-in-time manufacturing. That is, the right parts can be made available when they are needed in the quantity they are needed. In the simplest of terms, one-piece flow means that parts are moved through operations from step to step with no work-in-process (WIP) in between either one piece at a time or a small batch at a time. This system works best in combination with a cellular layout in which all necessary equipment is located within a cell in the sequence in which it is used." Via Michel Baudin
Michel Baudin's curator insight,
April 25, 9:18 AM
In the current issue of Reliable Plant, Darren Dolcemascolo explains the concept and the value of one-piece flow in simple terms, including the prerequisites for it to work. Delete the scoop?
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When speaking honestly or giving feedback, ask the right questions beforehand. Here are some guidelines to keep in mind. Via David Hain, AlGonzalezinfo
Anne-Laure Delpech's insight:
I agree with AlGonzalezinfo's insight: Very Good Scoop David! 
donhornsby's curator insight,
April 23, 7:36 AM
Nice musings on the importnace of giving feedback appropriately from Blair Glaser. 
Scott Span, MSOD's curator insight,
April 23, 10:38 AM
Not only asking the right questions - but asking if the other person is open to feedback - critical to success.
Jean-Philippe D'HALLUIN's curator insight,
May 18, 3:16 AM
from article : "When you are about to “be honest”, ask yourself, what is my intention in expressing my truth right now? What is the impact I want to have?" Delete the scoop?
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