Highlights from The Hitchhiker’s Guide to Lean
Earlier today Mark Graban posted on the frequent highlights from Lean Hospitals. I am an avid Kindle
user. I’ve loved as I’m reading (right now The House of Morgan
) the ability to see what other people have been highlighting. I never realized you could see the popular highlights accumulated like this. So thanks for the info, Mark.
Here’s the most popular highlighted passages from The Hitchhiker’s Guide to Lean: Lessons from the Road
Your beliefs will drive your behaviors; your behaviors will drive your actions; and your actions will generate results.
Highlighted by 29 Kindle users
The only way to change behaviors, and ultimately the results of the organization, is to align employees with the company’s belief systems.
Highlighted by 30 Kindle users
Most disagreements about the right solution, decision, or course of action are really disagreements about the interpretation of current reality.
Highlighted by 30 Kindle users
There should be only one way to make a request and one way to respond.
Highlighted by 18 Kindle users
Flows are the paths, or routes, that material, information, and people take.
Highlighted by 21 Kindle users
waste is defined as anything beyond the absolute minimum amount of materials, manpower, and machinery needed to add value to a product or service.
Highlighted by 23 Kindle users
3. It must be done right the first time.
Highlighted by 34 Kindle users
By failing to focus on the “how,” many people walk away from meetings filled with ambiguity and thus are prone to disconnects.
Highlighted by 21 Kindle users
Leaders must make learning and reflection priorities. The single biggest failure of leadership is a failure to reflect.
Highlighted by 13 Kindle users
A company needs three elements to turn stress into tension: a vision of the ideal state, a clear grasp and hatred of the current reality, and the right skills, capability, and actions to close the gap between the two.
Highlighted by 22 Kindle users
What are your thoughts on the Shook/Schein model, that is, it’s easier to change beliefs by changing behaviour?
What are your thoughts on the Shook/Schein model, that is, it’s easier to change beliefs by changing behaviour?
What are your thoughts on the Shook/Schein model, that is, it’s easier to change beliefs by changing behaviour?
That’s not at all in conflict with what we’re talking about, and in fact we’ve preached the same thing (although in more detail) for years. There’s a difference between how people work, and how you change how people work.
People’s behaviors are still determined by their beliefs. If you get a change in behavior without the corresponding beliefs, you only have compliance. Therefore, you ultimately need to change beliefs. That’s much harder than issuing an edict.
You can see some of how we articulate those changes in this video: http:http://jflinchdev.wpengine.com/2011/02/changing-behaviors-through-daily-actions-long-video/
You have to combine the head, the hand, and the heart to change the belief. Changing behaviors is a piece, the hand piece, or the experience piece. However, as I show in the video, it’s insufficient. In the end, you need to build a strategy for change, and it takes more than a single forced behavior change to make that happen.
I hope that, and the video, helps.
That’s not at all in conflict with what we’re talking about, and in fact we’ve preached the same thing (although in more detail) for years. There’s a difference between how people work, and how you change how people work.
People’s behaviors are still determined by their beliefs. If you get a change in behavior without the corresponding beliefs, you only have compliance. Therefore, you ultimately need to change beliefs. That’s much harder than issuing an edict.
You can see some of how we articulate those changes in this video: http://jamieflinchbaugh.com/2011/02/changing-behaviors-through-daily-actions-long-video/
You have to combine the head, the hand, and the heart to change the belief. Changing behaviors is a piece, the hand piece, or the experience piece. However, as I show in the video, it’s insufficient. In the end, you need to build a strategy for change, and it takes more than a single forced behavior change to make that happen.
I hope that, and the video, helps.
That’s not at all in conflict with what we’re talking about, and in fact we’ve preached the same thing (although in more detail) for years. There’s a difference between how people work, and how you change how people work.
People’s behaviors are still determined by their beliefs. If you get a change in behavior without the corresponding beliefs, you only have compliance. Therefore, you ultimately need to change beliefs. That’s much harder than issuing an edict.
You can see some of how we articulate those changes in this video: http://jamieflinchbaugh.com/2011/02/changing-behaviors-through-daily-actions-long-video/
You have to combine the head, the hand, and the heart to change the belief. Changing behaviors is a piece, the hand piece, or the experience piece. However, as I show in the video, it’s insufficient. In the end, you need to build a strategy for change, and it takes more than a single forced behavior change to make that happen.
I hope that, and the video, helps.