Tag: Culture

The Dunning-Kruger Effect

 

people vehicle sport motion
Photo by Pok Rie on Pexels.com

Have you ever heard of the Dunning-Kruger effect?  I stumbled across this term while reading 8 Unexpected Signs You’re Smarter Than Average by Jessica Stillman (Contributor Inc.com).

The Dunning-Kruger effect, according to Wikipedia, is best described by the first two paragraphs and paraphrased in context as follows:

The Dunning Kruger effect is a cognitive bias where people of low ability people assess their cognitive ability as greater than it is and do not recognize their low-ability.  Low ability people cannot objectively evaluate their actual competence or incompetence.

High ability people may incorrectly assume that tasks easy for them to do are also easy for other people to do, or that other people will have similar understanding of subjects that they themselves are experienced in.

~ https://en.wikipedia.org/wiki/Dunning–Kruger_effect

Why is this relevant?

Assessing our own abilities or the abilities of others will directly influence our own ability to learn or teach.  Regardless of whether we are teaching or learning, we must first have the ability to recognize that a gap exists.

How many times have you encountered someone who thinks they have all the answers?  Where a knowledge or skill gap exists, a person with this mind set is likely not going to be very teachable.  How engaged will this person be when they think they know all there is to know?

On the other hand, it is as important for the person teaching or speaking to know their audience.  Assuming a certain level of prerequisite knowledge or a given skill set may impede your ability to teach those who are there to learn.

Exposing the Gap

Recognizing the Dunning-Kruger effect gives cause to reflect on the four stages of competence:

  • Unconscious incompetence – unaware, lacks knowledge or skill
  • Conscious incompetence – aware, lacks knowledge or skill
  • Conscious competence – aware, has knowledge or skill with conscious effort
  • Unconscious competence – aware, knowledge or skill is second nature / autonomous

People and organizations are generally not open to criticism, constructive or otherwise.  In this regard, assessing an individual or organization can be quite challenging.  Asking questions that emphasize and expose potential gaps and deficits where a clear and defined value can be found is sure to raise awareness and peak the interest of most.

A Final Thought

As cited from 8 Unexpected Signs You’re Smarter Than Average (# 8),

A study of nearly 10,000 Americans found that natural blonds actually have IQs slightly higher than their darker haired compatriots.

Perception is a matter of perspective.  As a natural blonde, the above was encouraging until I read, “The difference was too small to be statistically significant.”

Until Next Time – STAY Lean!

Versalytics

Related Articles and Resources

8 Unexpected Signs You’re Smarter Than Average – Jessica Stillman (Contributor Inc.com)

Dunning-Kruger effect – Wikipedia (https://en.wikipedia.org/wiki/Dunning–Kruger_effect)

Four Stages of Competence – Wikipedia (https://en.wikipedia.org/wiki/Four_stages_of_competence)

Advertisements

The Pulse of Leadership

In theory, Employee Opinion Surveys provide a pulse of the workforce and the workplace in general.  In practice, they measure the performance of executive leadership and the management team.  They serve as a tool to understand what is working and to identify opportunities for improvement.

Unfortunately, collecting and compiling survey data is very time-consuming and only represents a snapshot in time.  While the survey data captures the essence of what is occurring, every good leader knows, things can change very quickly – even too quickly, as  in times of crisis.

The attitude of Leadership is reflected in the gratitude of their Employees. ~ Redge

Leaders who are actively engaged with their teams are likely to dismiss the need for an employee opinion survey and we would tend to agree with them.  The attitude of Leadership is reflected in the gratitude of their employees.  The only way to get a real pulse for what is happening is to regularly walk the floor and engage with your teams.

Make the time to take the time to engage with your teams.  A regular “walk and talk” will yield more benefits to you and your teams than any survey could ever provide.  Acting on their suggestions and offering regular feedback will foster a culture of trust, respect, accountability, integrity, and open communication.  For that, your employees will be truly grateful.

Your feedback matters

If you have any comments, questions, or topics you would like us to address, please feel free to leave your comment in the space below or email us at feedback@leanexecution.ca or feedback@versalytics.com.  We look forward to hearing from you and thank you for visiting.

Until Next Time – STAY lean

[twitter-follow screen_name=’Versalytics’ show_count=’yes’]

Vergence Analytics
Enhanced by Zemanta

Leadership is NOT an Event

Leadership
Leadership (Photo credit: glennharper)

We’ve all been to the employee “town hall” meetings where a senior executive attempts to motivate the team and clarify the vision just one more time. A captive audience, donuts, and free coffee are all it takes to reignite the passion and synergy that once was – or so they like to think.

Leadership is not an event, it’s a lifestyle.

~ Redge.

Today’s leaders are present and involved in all facets of the business, tangible to every one, and their leadership traits are uniquely woven through the fabric of the operation that is equally reflected in their lifestyle.

To be a leader is to be yourself.

~ Redge

Leadership is not a play where actors pose as leaders who are “in character”. We can think of many examples where certain people who have assumed leadership roles (no pun intended) have seemingly been “caught off guard”. Real leaders who are true to themselves and those whom they serve seldom find themselves in such circumstances.

If you really want to motivate your team, be the leader that people can expect to see at any time, all the time, 365/24/7. Although actions may speak louder than words, leaders understand that the key to building trust and respect is ensuring that both are sending the same message! Earning the trust and respect of your team begins by being true to yourself – trusting and respecting yourself – first.

Character is who you are when no one is looking

H. Jackson Brown Jr.

While this may seem to be somewhat of an anomaly, fostering a culture of change requires constancy in leadership in what we do, how we think, and who we are at the very core of our being.

Your feedback matters

If you have any questions, comments, or topics you would like us to address, please feel free to contact us by using the comment space below or by sending an email to LeanExecution@Gmail.com. We look forward to hearing from you.

Until Next Time – STAY lean

[twitter-follow screen_name=’Versalytics’ show_count=’yes’]

Vergence Analytics

Collaboration …

The Collaboration Experiment
The Collaboration Experiment (Photo credit: Wikipedia)

Great minds don’t necessarily think alike, they think together.

~ Redge

How many times have you heard someone say you should just set aside your differences and move on? I suggest that bringing our differences to the table is an opportunity to create something that is new and better than we ever imagined.

We tend to be quite content when someone shares our vision,thoughts, and ideas. While it’s a great feeling to be “on the same page” as everyone else in the room, it does little to expand our thinking beyond our immediate comfort zone.

Embracing our differences creates the opportunity to step outside the box and to create something that is greater than ourselves. I continue to be amazed by people outside of a given discipline who present ideas that are uninhibited by preconceived notions or specific expertise that would cause them to be suppressed.

Even more intriguing is the synergy that is created when great minds come together and create something that neither could have conceived as individuals. A lean culture is one where creativity is continually stimulated and permitted to flourish, all the while remaining focused on that ever elusive vision.

Often times resistance to change serves to improve and reinforce its necessity.

Your feedback matters

If you have any questions, comments, or topics you would like us to address, please feel free to contact us by using the comment space below or by sending an email to LeanExecution@Gmail.com. We look forward to hearing from you.

Until Next Time – STAY lean

[twitter-follow screen_name=’Versalytics’ show_count=’yes’]

Vergence Analytics

When Giants Rise … Again

Blackberry 10 SDK
Blackberry 10 SDK (Photo credit: Dirk Songür)

Research In Motion (RIM) is making news for all the right reasons as of late – a sharp contrast from a short year ago. All of the reviews I’ve been reading thus far suggest that RIM’s new BlackBerry 10 is above and beyond expectations. The software technology has even been described by some as disruptive. Though the stakes remain high for both RIM and investors alike, strong prospects of a successful product launch are definitely encouraging.

Success will certainly help to re-establish RIM as a leader in a highly competitive smart phone market that they themselves created and at one time dominated. The competitive aspects of smart phones tend to focus as much, if not more, on technology than price. RIM’s BlackBerry 10 is poised to introduce radical changes to both hardware and software as depicted in the many “leaked” pictures and videos.

The number of available “apps” always seems to be a point of contention and a measure of “acceptance” by tablet and smart phone developers and users alike. Although the number of apps for the new BlackBerry 10 continues to grow at a rather astounding rate, I was even more encouraged to learn that RIM is more interested in quality not quantity.

Success will also give cause for many to reflect on RIM’s rebirth along the way. As I’ve mentioned in previous posts, Apple was once in a very similar position. Unlike Apple, however, there is no “Microsoft” to help RIM to get back on their feet. Perhaps, through all of this, RIM has already re-affirmed that some of life’s lessons we were taught growing up bear a greater significance on our future successes than we would have thought otherwise.

  • Focus – Strategy, vision, goals and objectives
  • Patience is a virtue – You can’t rush success
  • You have to believe it to see it – Stick to your vision
  • Don’t give up – Persistence to succeed, resistance to failure
  • No Noise – Eliminate distractions (real or perceived)

Lean execution is not a term I would use to describe RIM’s journey leading up to the launch of the BlackBerry 10, especially after missing several launch dates already and stumbling for what seemed to be months to even commit to the new launch date of January 30, 2013. However, that they even survived this past year of turmoil does say something about the culture of the company and the people who work there. The vision for the BlackBerry 10 remained as the focal point for hardware and software development despite a significant management shakeup, a substantial decrease in market share, loss of shareholder confidence, and rapidly declining stock prices.

A shift in marketing strategy and providing incentives for software developers around the globe has certainly helped RIM to promote and create what is touted to be the “next big thing” to hit the smart phone market. I think the vision, drive, and spirit to survive are the real underlying factors that sustained the company through the worst of times by focusing on what will bring the best of times. If the launch of the BlackBerry 10 is as successful as hoped, I’m sure many others will also look beyond the product and delve into the culture at RIM that brought the BlackBerry and the company back to life.

Your feedback matters

If you have any questions, comments, or topics you would like us to address, please feel free to contact us by using the comment space below or by sending an email to LeanExecution@Gmail.com. We look forward to hearing from you.

Until Next Time – STAY lean

[twitter-follow screen_name=’Versalytics’ show_count=’yes’]

Vergence Analytics

Time Flies When You’re Having Fun

English: John leading Lean and Mean
English: John leading Lean and Mean (Photo credit: Wikipedia)

It’s hard to believe that four years have passed since we started blogging here on WordPress! We would like to thank our many subscribers and visitors for your many e-mails and comments, making this a fulfilling learning experience for all of us.

This blog was originally founded on the premise that very little information was available on the topic of Overall Equipment Effectiveness (OEE) with the exception of the most basic formula and it’s application for single machine operations. We advanced the application of OEE over numerous posts to include multiple machines, parts, shifts, divisions, and even corporate level reporting. We have also maintained that the intent of OEE is to serve as a tool to drive continuous improvements in your operations.

When integrated correctly, OEE provides feedback to operations management that enables further improvements to occur. From this perspective, leadership that empowers employees to implement improvements is a pre-requisite for manufacturing operations wanting to gain the most from their OEE initiative. In this regard, leadership recognizes and embraces lean thinking and instills lean principles throughout the organization. Where lean serves as the overarching strategy, OEE is an integral key performance indicator (KPI) that enables continuous improvements to occur.

We recognized that our initial offerings would serve and be of interest to a niche audience, however, after four years it is exciting to see that we have received more than 100,000 visitors from over 150 countries. The top 10 countries driving visits to our site – to date – are:

Country  Rank
United States FlagUnited States      1
India FlagIndia      2
United Kingdom FlagUnited Kingdom      3
Canada FlagCanada      4
Malaysia FlagMalaysia      5
Australia FlagAustralia      6
Germany FlagGermany      7
Philippines FlagPhilippines      8
Mexico FlagMexico      9
Brazil FlagBrazil     10

We are thankful for the feedback we have received and for the many people who have taken the time to express their thoughts and share their gratitude either in the comments or by the many e-mails we have received from around the world. Social media have certainly played a role in expanding our scope and our reach. We look forward to continuing our journey with you.

“Our goal is to deliver the highest quality product or service in the shortest amount of time at competitive prices on time and in full.”

“There’s always a better way and more than one solution”

“What you see is how we think”

Thanks again for reading and, to our US friends, have a Happy Thanksgiving!

Until Next Time – STAY lean

[twitter-follow screen_name=’Versalytics’ show_count=’yes’]

Vergence Analytics

A Lesson in Lean Over a Long Holiday Weekend

English: An Act to Prevent the further Introdu...
English: An Act to Prevent the further Introduction of Slaves and to limit the Term of Contracts for Servitude within this Province (Photo credit: Wikipedia)

What? Another long weekend?

That’s right! The first Monday of August is a civic holiday here in Ontario, Canada. However, if you ask people what we’re supposed to be celebrating you may be surprised by the vast array of answers – including “I don’t know.”

Some of the confusion begins with its declaration – the provincial government has not defined this day as a statutory holiday although it is given to all federal and municipal government employees, In other words, this holiday is “optional”.

Having one long weekend per month has now turned into one of expectation. We only need to scramble for a cause to justify its existence as this excerpt from Wikipedia clearly demonstrates:

In Ontario, the day may be known as Simcoe Day in honour of the first Lieutenant-Governor of Upper Canada and the promulgator of the Act Against Slavery; the Scotiabank Caribbean Cultural Festival, formerly known as Caribana, is held this holiday weekend in Toronto, coinciding with Emancipation Day. Civic Holiday may also be known by one of a number of local appellations such as Mountie Day in North York, Colonel By Day in Ottawa, George Hamilton Day in Hamilton, Joseph Brant Day in Burlington, Founders’ Day in Brantford, McLaughlin Day in Oshawa, Alexander Mackenzie Day in Sarnia, James Cockburn Day in Cobourg, Peter Robinson Day in Peterborough, and John GaltDay in Guelph, as well as numerous other names in smaller municipalities.[citation needed]

Another example with a more specific cause is Family Day – first introduced as an election promise and subsequently established in 2007 by our provincial government to cure the long weekend void of February. Once again, Wikipedia provides a more thorough review:

During the Ontario provincial election in 2007, Dalton McGuinty of the Liberal Party promised that if re-elected premier he would establish a provincial holiday in February. On 12 October 2007, the provincial government established Family Day, with the first being observed on 18 February 2008. Its creation raised Ontario’s number of public holidays to nine per year.[7] However, this holiday does not necessarily add to the number of holidays Ontarians receive, as employers can substitute any non-statutory holidays that employees may already be receiving in lieu of this day. Many employers have substituted the popular Civic Holiday, which falls on the first Monday in August. Although the Civic Holiday is enjoyed by millions every year, it is not public (statutory), and workers may have to choose one holiday or the other, based on their contract, union negotiations, service requirements, etc.[8]

There has been much debate as to whether Family day was introduced as a means for our Premier to gain re-election or a necessary measure to assure the continued well being of Ontario families across the province.

The relationship to leadership and lean

On the breach of trust

Not all leaders are elected and we seldom have an opportunity to express our real opinions of them. As for government however, our levels of satisfaction can be measured in votes. Our intentions may be challenged and as leaders we must be transparent, accountable, and serve with integrity. Was injecting the “Family Day” holiday into a platform of many “to be broken promises” an expression of real concern for families in our province or simply a means of swaying votes? The manner for delivering on such a promise seems unprecedented as are many promises made during election campaigns.

As for business, the effects of leadership are more immediate and direct. For public companies, share prices rise and fall with the mere utterance of good or bad news and is evidenced by the ever-present volatility of the stock markets. Local economies are increasingly affected by global events as never experienced before.

Leading on Purpose

Our civic holiday is indicative of the confusion that continues to resonate throughout an organization long after a program or measure has been introduced without a specific purpose. As I review the many names that define this civic holiday and the excitement that accompanies each of them, I am reminded of how many organizations perceive a common sense of purpose among the ranks, only to learn that reasons for all those smiling faces are as diverse as the number of employees working there.

As leaders, we are challenged to foster a culture where the efforts of our teams are focused toward a greater common vision that is clearly defined, understood, and embraced by all. If there is at least one common thread for the civic holiday, it is to honor local heroes and people in our communities who played a much larger role in shaping our communities, our country, and our world for the betterment of humanity.

The last word

We all need a break from routine and, next to vacations, a long weekend certainly tops the list. There are many people who don’t really care why they are getting an extra day off while others are very much “in the know”. Being a leader, its our business to know. Oddly, after I finished this post, someone asked, “Do you know why Monday is a holiday?” I said, “You’re not going to believe this but that’s the topic of my post today!” As leaders, we make it our business to know “why” and “what”. As for the “how”, I’ll leave that to the experts.

I wish you all a happy Civic Holiday Monday – whatever your reason may be!

Until Next Time – STAY lean

[twitter-follow screen_name=’Versalytics’ show_count=’yes’]

Vergence Analytics

Anticipation – Wait For It!

Anticipation

We’ve all said it, “I just can’t wait!”  We look forward to certain events, both big and small, with eager anticipation. We carefully plan for vacations, family events, a get together with friends, or major purchases like a new car or home.  Our minds race, eagerly waiting for that magic moment to arrive.

Anticipation instills excitement and expectation in the present moment with regard to a future event. Anticipation introduces an emotional quotient to an outcome that has yet to be realized. Is “anticipation” an inherent part of the culture where you work? Do you look forward to Monday mornings? Do you create opportunities to experience anticipation? What are some of the events you look forward to? In contrast, what are some of the events you dread?

Putting Metrics in Perspective

Key performance indicators (KPI’s) or metrics are used to measure our progress toward achieving goals and objectives.  Overall Equipment Effectiveness is one such key performance indicator used by many companies and provides a means to monitor and improve operational performance. Timely corrective actions and improvement measures should be accompanied by expected outcomes. In other words, we should anticipate increasing returns for our efforts.

Unfortunately when results begin to plateau, a perceived “point of no return” is reached, support on all fronts begins to wane, and apathy sets in. A vision that extends beyond the current “process as we know it” coupled with effective leadership is required to strive for even greater achievements. Some companies use the term “stretch targets” or “stretch goals” to ensure a gap between current and ideal performance exists. For lean practitioners, there is always a gap between the current and ideal state and as a result “pursuing perfection and pure value through the relentless elimination of waste” is a never ending journey.

Kaizen – Continuous Improvement

Daily Kaizen embraces the ideology that there is always a better way and more than one solution. We anticipate improved performance as we continue to understand and learn more from our experiences. We appreciate and learn from our failures and successes recognizing that each brings greater understanding of the process at hand. A missed target is a learning opportunity – whether expectations were exceeded or not.

While some would consider success as exceeding the target, doing so actually demonstrates that we did not fully understand all of the influences or elements of the process. As such, even hitting the target should be cause for review to validate our initial assumptions.  We may discover that some elements or combination of elements outside of our initial “assumptions” were actually responsible for hitting the target.

Kaizen is an integral part of a learning environment where lean thinking flourishes. Anticipation brings an element of excitement to the work place that keeps us wanting to come back to do it all over again.

“Anticipation” – Carly Simon sang it right – its keeping me waiting!

Until Next Time – STAY lean!

[twitter-follow screen_name=’Versalytics’ show_count=’yes’]

Reality Undercover

Undercover Boss logo
Image via Wikipedia

One of the few Reality TV programs I enjoy watching is Undercover Boss on CBS.  This program exemplifies all the reasons why it is so important for executive leadership and senior management to keep in touch with the front lines of the company.    As a lean practitioner I consider the culture of the company to be the defining difference between the success and failure of any improvement initiatives including lean, quality, or implementing new metrics to manage performance such as Overall Equipment Effectiveness (OEE) and Labour Efficiency.

Perhaps the greatest discovery that the CEO’s of these featured companies make is that it is the people behind the product that really define the company they work for.  While this may sound soft and far removed from what it really means to run a business, I contend that it is the very essence of what it means to make a company successful.  The latest Undercover Boss program featured Dennis R. Slagle, President and CEO of Mack Truck.  On one hand, the CEO’s learn some important and valuable lessons about the company and life in general.  On the other hand it is unfortunate that the these discoveries are based on the false premise of posing as a new employee competing for a position within the company.

An article featured on digtriad.com titled “Mack Trucks’ CEO Denny Slagle Featured on CBS’ Undercover Boss“, presents some behind the scenes details and insights from Slagle’s experience.  In Slagle’s words, “The show gave me a very deep understanding of what we do not only affects the employee and their families, but also affects their community.  Fortunately for many of us, we are able to routinely meet with our teams and employees – formally and informally.  The open door policy prevails in many companies today and many more CEO’s are beginning to appreciate that people are truly their greatest asset.

I have read and also recommend the book version of Undercover Boss by Stephen Lambert and Eli Holzman.  You can get your copy by clicking here:   Undercover Boss.  As of this writing, you can get a copy for only $2.41 plus Shipping & Handling.

In the spirit of this post – Happy Family Day Ontario!

Until Next Time – STAY lean!

Vergence Analytics

Toyota’s Culture – Inside Out

Comparing leadership cultures and creating change
Image by opensourceway via Flickr

As discussed on our Lean Roadmap page, the culture that exists inside your company will determine the success or failure of your lean initiatives in the long-term.  So, how do we cultivate and nurture this culture that we desire to achieve?

Fortunately, I found a great article,  How to implement “Lean Thinking” in a Business: Pathway to creating a “Lean Culture”, written by one of my recent twitter connections (lean practitioner and former Toyota employee) that briefly describes the process embraced by Toyota.

I will not paraphrase the content of the article if only to preserve the essence of the presentation and passion that is conveyed in its writing.

As an aside, it is interesting to note that Toyota does not typically refer to their methods as lean.  Lean is not a set of tools but rather a manner of thinking and focus on a seemingly elusive target to achieve one piece flow.

The spirit of Lean, like synergy, cannot be taught – only experienced.

An innate ability exists and continues to evolve where team members operate with a high level of synergy and are able to identify and respond to concerns in real-time.  Steven Spear also discusses various characteristics or attributes of high performance teams from a different perspective and much wider range of industries in his book “The High Velocity Edge“.

Toyota Recall – Update

Following the release of the NHTSA investigation, Bloomberg Businessweek published an article titled “Toyota, The Media Owe You an Apology“.  The article clarifies a number of allegations against Toyota, however, I am reminded that the government’s investigation did not completely exonerate Toyota from having any responsibility.

Whether the failure is mechanical or electronic is moot considering the tragic results that ensued for some.  I think the real concern is whether the problem itself has been identified and resolved regardless of fault.

Since we are on the topic of culture, consider the media’s role in reporting the events surrounding the recall.  What was your overall sense of the media’s reporting and perspective on this issue?

As you ponder this question, your answer will reveal how quickly events and people of influence can shape our culture.  On a much larger scale, consider the current events in Egypt or the last Presidential election in the United States.

As always, I appreciate your feedback – leave a comment or send us an e-mail.

Until Next Time – STAY lean!

Vergence Analytics

Twitter:  @Versalytics