The Community Works Together

Many hands make light workMore heads are better than one

Members need reinforcement from the top

Do you know your benchmark values?

Feel you are too busy?

Reaching successful benchmarks become the work standard

Team development needs top-down support to fend off Informed pessimism

Coordinators provide advisors to answer questions

Too busy?

First couple of years crucial for leadership support

Quality change will fail at the action team level

Redirect uninformed optimism to

attainable quality action approach.

Your presence, encouragement from the top, crucial

Not too busy

Teach the meaning of learning from adversity to better face discouragements next time

Encourage others to learn from their pitfalls

You are needed at key points of improvement.

People like to feel appreciated.They have

a wealth of knowledge to enhance the community

expertise for positive change in everyone

a need to know in some clear detail just what is expected of them for detailed tasks

a need to be respected to make personal and final decisions as the occasion arises (with

communication follow-through, as required)

Resistance to Change

Change resisters need to feel his/her opinions matter.

Express needs neutrally. Use the word “change” sparingly, it may have negative connotations on people’s past efforts.

Survey questionnaires allow for expression by everyone. The smaller the group, the more members need polling for reliable results. Very large groups in the hundreds poll about 10-15% of the people with some reliability.

Survey QuestionnairesOpen-ended questions allow for a full range of ideas and opinions:

What are the priorities of the community for the coming years?

What is the performance level of the community to date?

Do we try to fix a problem after it is broken? If yes, explain. If no, explain.

Do members know what the leadership want from them? How so?

What is the price of non-agreement?

Is quality a problem caused by something other than leadership action?

How could leadership assist in certain circumstances? Specify.

It is assumed that there is room for improvement with an attitude prepared for change. Ensure all members are given the chance to fill out and return the questionnaire. The facilitator gathers the results and summarizes them on a flip chart.

Private Interviews reveal information which meetings do not often expose.

offered to everyone so no one feels his/her opinion is slighted, affirming the desire for change from the top management

some will refuse

others will appreciate the time taken for themselves personal issues and queries can be passed on to the

appropriate people in the community, as interviewee permits

Effective Communication Networks

Contact key contact people and liaison.Ask how things are designed to run.

The perceptions of the people will influence how you spend your training dollars.

Effective Communication Networks

Regularly update lists of people to call;

Verify people’s information

opportunity to informally query their point of view

receive suggestions aboutgroup progress.

Maintain Zeal to Improve

create a climate that fosters new ideas

demonstrate the ability and willingness to create a strategic plan

nurture concern for quality and the outcomes of the decision making process

err on the side of over-communication

The Benchmark Work Standard

new ideas have shaped proven benchmarks (what has worked before and we can expect it to work again)

strategic plan expressed within a manual of minimum (not maximum) requirements

delegate responsibilities that are directed towards goal attainment

regularly seek feed-back, give encouragement

Cross-Training a Team

teach the team one another’s jobs

encourage/assist one another in quality performance

step into one another’s position as needed

emphasize a range of possibilities and opportunities

make decisions on the spot without asking permissionto reasonably satisfy others with quality service,maintain zeal to improve

Team Coordinator

Advise the committee to prioritize suggestions

Determine the

quality parameter,

turn-around time,

cost saving for your task

Team Coordinator

Give suggestion to the implementation teams

Arrange consulting services

gain input inside and outside the planning team’s organizational group

Team Coordinator

Integrate through

interviews,

selection of priorities,

budgeting requirements

in scheduled training classes

Tools

Use booklets, posters, other promotional methods continually to

impress that there is leadership dedication for community growth training,

encourage positive attitudes towards vision in the rest of the community

Wholesale Training

Mass training is ineffective for a single specific task.

Too many people “on hold.”

A new team can be taught each quarter by the team that is being replaced.

Accumulated experience is shared.

Immediate Use of Training

While still fresh in trainees’ minds, use of applied learning provides

improved skill retention a greater return on training investment

Thus, wholesale training when people are not going to be used right away is

not very effective frustrating (doubts one is really wanted) demoralizing (feeling inadequate)

Transformative teaching/training

followers become leaders to help change the world

a minority may need to act contrary to the majority wishes before transformation seen

the transformative leader serves the team and community

Regular training/re-trainingseveral times each year

to keep on top of fulfilling mission goals of the community for the community

to iron out problems the emerging relationship planning implementation

Reflect for Wisdom

Determine proper timing to address change needs

Clearly present the need

Add some of participants’

terminologies

perspectives to decrease confusion and clarify objectives

Preventative Care

structured problem-solving

open communication

everyone participating

not a standard contract optimum use of resources maintenance of service identify relationships make change proposals

Blame Avoidance

Everyone contribute to problem and issue identification

Determine facts for improved decision-making

Everyone’s interpretation of the facts are understood

Inspire one another to be creative and take a chance

Record feed-back to develop goals Politely record “contrary” input for later evaluation

if unable to address it properly in meeting “contrary” likely has unique insights

Deficient results?Un-met expectations?

Will the bud bloom or will it drop off the plant?

evaluate and change the process which produced the disappointed results

The Means/Process Affect the Ends

The process is just as important as the ends

The process makes the intent present and active

Communication Networks

Networks

lighten the load

help project leaders to

keep the commitment to

raise visibility of programmes ensure cooperation

Have your communication lines clearly available.

Communication Networks

Not all groups have mechanisms in place to keep

everyone informed

involved

Brainstorming

a conscious effort at inspiration

engage the members

Brainstorming

Begin with one key term that is

important for the mission or vision statement

for your group and for group project

Brainstorming

List the group’s priorities that should be

embodied in the statement.

Brainstorming

Have groups develop several versions of how the

mission statement should be read on the list.

Brainstorming

Allow everyone to eventually arrive at a final

product through repetition and consensus,

relating to each person’s role in its success.

Jablonski, Implementing Total Quality Management; An Overview. Pfeiffer & Co., San Diego, California, 1991, 49.

Brainstorming

When mission statement is easily understood, draft

goals

policy

to support the strategic plan.

Brainstorming

Is complete when there is

commitment of resources necessary to properly manage the plan.

The Pre-Program Planning Phase

Maximize time and incentives to convince members and leaders of the community of the need for change.

Cooperation is essential with staff, representatives, and members.

The Pre-Program Planning Phase

Accept a member’s input.

Collectively see how it could be implemented to address crisis points and concerns.

Officially rule that put-downs and excuses are not accepted. Suggestions must not be dismissed.

The Pre-Program Planning Phase

A new way of perception welcomes comments,not to view them as threats

to one’s position.

Suggestions, and the ability to receive suggestions accepts that stagnation is death.

Improved service and goal attainment is desirable and achievable.

Optimal Organizational Assessment Phase

A qualified independent person (outside the organizational community with no vested interest in the outcome) performs the assessment.

Deals with long term or chronic problems and is resolved.

It may require time and money.

People need to trust enough to give honest feedback.

Optimal Organizational Assessment Phase

People need to trust enough to give honest feedback on

the strengths and weaknesses of an organization,

and their experience of management leadership.

Specific Training Needs

The organizational assessment is analyzed.

The list of specific training needs are presented.

What skills do the members of the community need to develop the community further?

What changes are needed to improve teamwork?

Improvements Plan Draft

presented for everyone’s approval.

For example, a more authoritative body may need to give backing budgets may need reallocating align method of operation with your overall goals

using brainstorming for1. Information gathering2. facilitation3. interpersonal skills4. group dynamics

Maximize Communication and Cooperation

Four to eight people to a team for efficiency;

for example,

a team of four to do preparations

a team of eight to facilitate/serve.

Select Projects with a clear path towards success

quick turn-around time to encourage the team in its

abilities

building on newly developed skills

and increasing faith and courage to tackle larger projects

Examine the Problem

How many groups does it affect? Address the problem with each group. Collect a representative from each group to

form a committee Each representative is committed to

regular updates and communication whether it be a geographic location, online social media, teleconferencing, texting, or a combination of these, and so on.

Representatives report back to their respective groups for feedback

Flow Charts—Session One

Keep committee members “on the same page.”Identify problem and quality characteristic which

is important for the subject under discussion.

Each person has a plan how to collect information related to the problem for the next session.

Flow Charts—Session Two

Analyze and interpret the data. Use the what, when, where, how and who method of analyzing the data.

Each person has a plan how to collect information related to the problem for the next session. Extract the useable information.

Schedule the solutions and establish resource estimates for re-training volunteers.

Prepare a presentation package for the coordinator and committee: part of the training is learning how to sell your ideas. Include overview with team purpose, brief history, names of action members, list objectives, the selection process, for determining project, project description, data collection process, analysis and recommendations, and the team schedule, recommendations and follow-up.

Flow Chart Evaluation

What happened when you implemented the plan?

Did you meet the benchmark values (target objective)?

If successful, the process improvements become the work standard.

The coordinator provides the necessary advisors for the sessions to answer any questions.

Non-routine Channels of Communication

Sets acknowledgements of excellence apart from all other messages.

For example,

a special awards dinner

a note of thanks