I think you will spend 79 seconds reading this post
Here’s another excellent blog article from Coert Visser about Solution Focus: Doing What Works: Forward in Solution-Focused Change: The change sparsity principle in solution-focused organizational change.
Also, Lean already knows that: a work standard is the best way to do a job at a certain time. It’s deemed to be changed and improved as soon as someone finds a new better way (a solution!) to do it. When that’s been found, the standard is updated.
How could have we made Lean and Kaizen threatening for people (despite advocating a “respect for people”)?!
This question is deficit-based because I try to dig a problem. A better question would probably be “when had we experienced non-threatening change that was welcomed by people?”
I think my experience of Lean until now may have been too fast with respect to these I was supposed to coach. Of course, I had to deal with management eager to see results. But isn’t it a situation where “to move slowly is to advance faster”?
I need to try this!
(I’m whining here, but I need to admit that I’ve already tried a coaching stance of not pushing forward, like the one in Motivational Interviewing (see my SFMI Lean series) and had quite some success).
I know from a long time that I’m the one that need to change with respect to Lean coaching. Boy is this difficult sometimes! 🙂