Organizations search for the change theory that results in revitalization and transformation creating significant and lasting improvements. Successful efforts result in both bottom line improvement and lasting cultural change. Two powerful change theories that have been successful at realizing change are Lean Six Sigma (lean) and Appreciative Inquiry (4D). Both leverage relentless curiosity and probing questions to instill a culture of continuous improvement driving success. An emerging change model leverages the best of lean and appreciative inquiry formulating Appreciative Lean Six Sigma.
The Discovery element in the 4D model focuses on identifying the strengths and successes of an organization. This complements the lean tools of value stream / business process mapping. The appreciative questions provide recognition of strengths and confidence within the teams. This affirmation creates ownership during the value stream mapping process while maintaining a perspective of the larger picture throughout the organization.
Key Takeaway:
- 4D Discovery questions and stories provide depth to the value stream mapping process. This increases the ownership and excitement surrounding the result, creating sustainable change.
The lean future state tool provides a strong connection with the 4D dream process. The aspirations of individual team members and the organization are heard. This creates an environment through the 4D dream appreciative questions that all participants possess a voice as well as a stake in the organization’s future. The lean future state becomes more viable for an organization and its associates to live into success.
Key Takeaway:
- The future state found in lean gains credibility and strategic significance through the 4D dream process.
The tools of lean add depth and accountability to the 4D design phase appreciative questions. The drill down to the root cause in lean is given perspective and context through the connection to the success stories found in the design and dream answers. The 4 D process focus on abundance and possibilities creates momentum while the scarcity and barriers discovered in the lean improvement process creates urgency.
Key Takeaway:
- The use of how and what questions in the 4 D model combined with lean why questions provides momentum and urgency.
The 4 D destiny questions empower living into the design. This provides a foundation to the policy deployment goals and plans found in lean. The positive nature of the questions encourages the team and organization to fully live into the identified improvements.
Strategic Lean Six Sigma and Appreciative Inquiry are powerful change agents within organizations. Both leverage relentless curiosity and probing questions to instill a culture of continuous improvement driving success. An emerging change model leverages the best of lean and appreciative inquiry formulating Appreciative Lean Six Sigma.
David Zietlow - Dave Zietlow is an experienced senior executive with global general management success in multi site environments. He invigorated ...
