After a few annoyed managers, a couple of aggravated team leaders, and team members who tremble and run when they hear the word “process,” you start to wonder: “why doesn’t this work?” You spend significant time on these change management activities, and yet very little actually “sticks” and produces long-term results. Guess how many of these teams’ efforts led to lasting, meaningful performance improvement? I’m embarrassed to admit, not very many.Īs someone who works in the “performance improvement” field, this is obviously more than a little frustrating. I must have led (they called it “facilitated” – it sounds fancier) 20 or more teams in the two years I was in the role. ![]() Teams to analyze customer issues, teams to analyze workflow, teams to work cross-company issues with our business partners. As a QSS and it being the early 90s, we formed teams. A “QSS” was a role designed to support the regional director in improving processes, analyzing process data, and improving overall organizational performance. What is a “quality support specialist” you might ask? Good question. In the early 90s, fresh out of graduate school, I landed the job of “quality support specialist” at a Fortune 500 technology company. ![]() "There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order to things." - Niccolò Machiavelli
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