The Power of Alignment and Intrinsic Motivation in Continuous Improvement
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A webinar presented by Mark Graban, hosted by KaiNexus. In this webinar, you will learn: - The real meaning of "the carrot and the stick - The difference between motivating people and not demotivating them - The role of "recognition and rewards" in continuous improvement - The leadership behaviors that drive participation and alignment related to improvement
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The Power of Alignment and Intrinsic Motivation in Continuous Improvement
- 1. The Power of Alignment and Intrinsic Motivation in Continuous Improvement Host: Clint Corley Clint.Corley@KaiNexus.com Presenter: Mark Graban Mark@KaiNexus.com
- 2. Webinar Logistics • Presentation (45 minutes) • Q&A (10 minutes) – Use the GoToWebinar Meeting Panel to submit a question at any time • Recording link & slides will be sent via email – Also – see the “Handouts” feature and Chat box
- 3. Our Presenter: Mark Graban • Senior Advisor, KaiNexus • President, Constancy, Inc. • Author of: – Lean Hospitals – Healthcare Kaizen – Practicing Lean (editor) – Measures of Success
- 5. “Should we give incentives or rewards for participation in Kaizen?”
- 14. • “the reason or reasons one has for acting or behaving in a particular way” • “the general desire or willingness of someone to do something”
- 15. • “provide (someone) with a motive for doing something” • “stimulate (someone's) interest in or enthusiasm for doing something”
- 20. What problem are we trying to solve?
- 22. Why?
- 23. • People aren't speaking up? • People aren't improving? • People aren’t documenting?
- 24. Blame
- 25. Why?
- 26. •Lack of participation? •Lack of motivation? •Lack of confidence?
- 27. “Most companies have it all wrong. They don’t have to motivate their employees. They have to stop demotivating them.”
- 29. “One is born with intrinsic motivation, self-esteem, dignity, cooperation, curiosity, joy in learning. These attributes are high at the beginning of life, but are gradually crushed by the forces of destruction.”
- 31. “These forces… crush out joy in learning, joy on the job, innovation. Extrinsic motivation gradually replaces intrinsic motivation, self-esteem, dignity.”
- 33. “In 85% of companies, employees' morale sharply declines after their first six months — and continues to deteriorate for years afterward.” – Based on surveys of about 1.2 million employees at 52 primarily Fortune 1000 companies from 2001 through 2004, conducted by Sirota Survey Intelligence
- 35. It's the behaviors, stupid! Rewards and Recognition
- 37. Leader Behaviors for Strategy Deployment • Define purpose clearly • Identify the biggest obstacles • Create an atmosphere conducive to initiative and creativity • Reduce hassle
- 38. Rewards and Recognition (A countermeasure to what problem?)
- 39. Rewards and Recognition • Incentives • Bonuses • Raises • Targets • Quotas
- 40. Rewards Sound Great But…
- 41. Paying for Ideas? Advantages • Seems motivating • Gets attention and participation from some • Seems fair to share savings Disadvantages • Can discourage teamwork • Seems unfair if value of idea isn’t agreed on • Takes focus off improvement • Requires a bureaucracy to manage • Harms creativity
- 42. Recognition and Rewards • Thanks • Smiles • Handshakes • Public recognition • Sharing improvements • Annual awards • Points • Cash payments • Time off • Shared savings • Drawings for prizes • Performance appraisals
- 44. Paying for Ideas? What Works • Small payments • Based on implementation • Includes all who participated
- 45. Setting Goals? What Works • A goal, not a quota, not a limit • Express belief in people • If not hitting goals, ask "why?” – Or “How might we?” • Focus on the process, not just numbers
- 47. The right behaviors lead to employee participation…
- 48. "Clients, on average, implement more than 80 percent of ideas submitted via KaiNexus…"
- 49. If you don't get participation, there's no hope for alignment
- 50. If you get participation, you can then aim for some alignment
- 54. Six Sigma Projects Large Kaizen Medium Kaizen Small Kaizen Lean Events Circle size is meant to roughly represent relative size of effort; Blue = tracked top initiatives ("Baby A3s") Complexity Daily Kaizen Women & Children’s 3P Electronic Medical Record Implementation New Bed Tower 3 Types of Kaizen
- 55. Safety Quality Cost Morale
- 56. Safety Inpatient Labor & Delivery Med/Surg Outpatient Clinics Clinic A Physician A Physician B Clinic B Surgery Emergency Dept Sprains & Strains Patient Falls Patient Falls X
- 57. Must Prioritize the Large Things What are the “must do, can’t fail” initiatives for our organization? John Toussaint, MD
- 58. A Lack of Focus & Alignment Photo: John Toussaint, M.D.
- 61. “Should we give incentives or rewards for participation in Kaizen?”
- 62. “DO WE HAVE TO give incentives or rewards for participation in Kaizen?”
- 63. “Moderation in all things.” #KaiNexusUC16 Ralph Waldo Emerson
- 64. #KaiNexusUC16 “In all things balance is better.” Homer’s The Odyssey
- 66. Future Webinars • Training Team Office Hours – December 19 from 1:00 - 1:30 ET • Ask Us Anything! #26 – January 17 from 1:00 - 1:30 ET • Check out the on-demand webinar library
- 68. Podcasts • www.KaiNexus.com/podcasts • Subscribe via: – Apple Podcasts – Google Play – Stitcher – Spotify
- 69. Q&A • Web: – www.kainexus.com – blog.kainexus.com • Webinars on Demand: – www.kainexus.com/webinars • Social Media: – www.twitter.com/kainexus – www.linkedin.com/company/kainexus – www.facebook.com/kainexus Presenter: Mark Graban Mark@KaiNexus.com Host: Clint Corley Clint.Corley@KaiNexus.com