Peer feedback
In addition to clear guidelines as to what you expect, you may want to provide examples of what substantive peer feedback looks like.
Example - Exchange between Robert & Stephanie
Stephanie,
I don't know if this is really a problem of resistance. What/where do you think the resistance is? I think you lay out some pretty clear deficiencies in the operation.
"The people in charge of change must develop a clear vision of an altered and improved future" (Luecke, 2003, p. 36). Sounds like there is a vision "become profitable ahead of schedule" but the next step is to develop the requirements to achieve it.
Leadership and skill training would probably help the supervisors. The supervisors spend a lot of time fixing problems. A goal for the organization should be to eliminate the problems. A training program for the line workers would be helpful. Assuming the supervisors are technically competent they could fill the role of mentors for the line workers. One of their primary responsibilities as mentors should be to provide on the spot training. The supervisors should be subject matter experts for all aspects of the line work environment.
The supervisors could conduct a double-loop (Morgan, 2006, p. 84-87) learning session, or After Action Report to find out from the line workers what the problems are. The supervisors could facilitate brainstorming sessions for the line workers. The goal would be to identify solutions to the problems/inefficiencies and create an implementation plan. "The implementation plan is part of the solution, and shouldn't be imposed on the people asked to push it forward. If the implementers and the other people affected by the change are involved in making the plan, they'll be more enthusiastic in supporting the initiative" (Luecke, 2003, p. 54-55). I'm assuming the line workers will identify a lack of training as one of the cause of quality control. An internal/external training program would be helpful. If portions of the training can be performed in a classroom setting that would be good. I'm assuming most of the training will hap pen on the job. Have the best most influential line workers design an on the job training program. The supervisors could help with the development of the program. Create a certified OJT Trainer/train-the-trainer program. That will give the line workers something to strive towards. Additionally, pay certified trainers a little more. Give them a financial reward for working harder and making the operation run better.
The mere mention of line production brings Deming's 14 points (Wikipedia, 2006) to mind. It may be prudent to institute a quality control program managed by the lead OJT. From the scenario it sounds like personnel problems, staffing and attendance issues will fade away as line workers take control of the line problems.
Robert References:
Luecke, M. (2003), Managing change and transition. Boston, MA: Harvard Business School Press.
Morgan, G (2006). Images Of Organizations. California: Sage Publications.
W. Edward Deming. Retrieved November 8, 2006, from Wikipedia
I don't know if this is really a problem of resistance. What/where do you think the resistance is? I think you lay out some pretty clear deficiencies in the operation.
"The people in charge of change must develop a clear vision of an altered and improved future" (Luecke, 2003, p. 36). Sounds like there is a vision "become profitable ahead of schedule" but the next step is to develop the requirements to achieve it.
Leadership and skill training would probably help the supervisors. The supervisors spend a lot of time fixing problems. A goal for the organization should be to eliminate the problems. A training program for the line workers would be helpful. Assuming the supervisors are technically competent they could fill the role of mentors for the line workers. One of their primary responsibilities as mentors should be to provide on the spot training. The supervisors should be subject matter experts for all aspects of the line work environment.
The supervisors could conduct a double-loop (Morgan, 2006, p. 84-87) learning session, or After Action Report to find out from the line workers what the problems are. The supervisors could facilitate brainstorming sessions for the line workers. The goal would be to identify solutions to the problems/inefficiencies and create an implementation plan. "The implementation plan is part of the solution, and shouldn't be imposed on the people asked to push it forward. If the implementers and the other people affected by the change are involved in making the plan, they'll be more enthusiastic in supporting the initiative" (Luecke, 2003, p. 54-55). I'm assuming the line workers will identify a lack of training as one of the cause of quality control. An internal/external training program would be helpful. If portions of the training can be performed in a classroom setting that would be good. I'm assuming most of the training will hap pen on the job. Have the best most influential line workers design an on the job training program. The supervisors could help with the development of the program. Create a certified OJT Trainer/train-the-trainer program. That will give the line workers something to strive towards. Additionally, pay certified trainers a little more. Give them a financial reward for working harder and making the operation run better.
The mere mention of line production brings Deming's 14 points (Wikipedia, 2006) to mind. It may be prudent to institute a quality control program managed by the lead OJT. From the scenario it sounds like personnel problems, staffing and attendance issues will fade away as line workers take control of the line problems.
Robert References:
Luecke, M. (2003), Managing change and transition. Boston, MA: Harvard Business School Press.
Morgan, G (2006). Images Of Organizations. California: Sage Publications.
W. Edward Deming. Retrieved November 8, 2006, from Wikipedia
Stephanie's response to Robert
Hi Robert:
Where I see resistance is in the first generation of managers. I was specif-ically brought on board to educate and shape the ate and manage change in order to grow the order to grow the organization. At this point in time, I am the only manager who is not part of the founding group - I am second generation. However, within another month, 2 more managers will come on board to join me, both bring expertise to the plant and who can also observe the organizational culture with a fresh perspective and make positive changes and work toward plant goals with me. The plant is in the middle changes (see my comments above to Kim) as well as in transition from the two founding leaders to a newly promoted direction of operations. These big changes will propel the pace of culture change, which has slowed under the founding managers. Issues concerning the hourly employee base are now coming out into the open (failure to continuously train,poor hiring decisions, failure to embed corporate values, supervisor neglect, worker injuries, etc.) and so I am working with the individual managers to help them see the gap between their beliefs and their practices and critically look at the results they are getting.
You are correct that we need to lay out an ac plant is going to become profitable ahead of sched plicitly set out the expectations for the supervisors, working with the supervisors to identify their non-\ to get other clerical resources to perform those adn thoughts on mentoring requirements, small group I ' solving are good suggestions. Having our best opei continuous technical training and create certified tr, incentive is good advice, too. Stephanie
Where I see resistance is in the first generation of managers. I was specif-ically brought on board to educate and shape the ate and manage change in order to grow the order to grow the organization. At this point in time, I am the only manager who is not part of the founding group - I am second generation. However, within another month, 2 more managers will come on board to join me, both bring expertise to the plant and who can also observe the organizational culture with a fresh perspective and make positive changes and work toward plant goals with me. The plant is in the middle changes (see my comments above to Kim) as well as in transition from the two founding leaders to a newly promoted direction of operations. These big changes will propel the pace of culture change, which has slowed under the founding managers. Issues concerning the hourly employee base are now coming out into the open (failure to continuously train,poor hiring decisions, failure to embed corporate values, supervisor neglect, worker injuries, etc.) and so I am working with the individual managers to help them see the gap between their beliefs and their practices and critically look at the results they are getting.
You are correct that we need to lay out an ac plant is going to become profitable ahead of sched plicitly set out the expectations for the supervisors, working with the supervisors to identify their non-\ to get other clerical resources to perform those adn thoughts on mentoring requirements, small group I ' solving are good suggestions. Having our best opei continuous technical training and create certified tr, incentive is good advice, too. Stephanie