Category: Team Development

Social Capital: Families and Teams Form the Social Capital of Our Culture

Healthy families in which there is high trust result in high academic performance. This is “family social capital.” Similarly, the team at the first level is the foundation of social capital in the organization. This social capital is a key factor in generating continuous improvement and achieving high job satisfaction and retention of employees.

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Leadership from the Senior Management Team: What Do They Do, Anyway!

As companies implement lean management the responsibility of leaders is critical to successful change management. All significant change in the culture of the organization requires strong and dynamic leadership and this must come from not only the single leader, but the leadership team as a cohesive model for the organization.

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Teamwork at the Cleveland Clinic

Today’s New York Times editorial focuses on the advances made at the Cleveland Clinic through the development of teamwork across functions. Having long promoted teamwork, through both formal structures and changes in behavior, it is nice to see its importance recognized in the press.

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Lean & Meta Principles 2: Empiricism and Humility

The primary task of a manager is to think. The future success of the organization is dependent upon his or her ability to think clearly, critically, and creatively.

The greatest enemy of continuous improvement is arrogance, particularly on the part of leaders, and the opposite quality of humility is a requirement of learning and improvement.

In my previous post I introduced the idea that there are “big thoughts,” or over-arching cultural principles that are essential to creating a genuinely lean culture. I suggested that the principle of Unity was the first. The second is what I will call the principles of Empiricism and Humility.

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Lean Lessons from the Hawthorne Studies

The Hawthorne studies have been a frequent source of misinterpretation over the years. It happens that they also have significant implications for the implementation of lean practices in organizations.

Understanding the research can help one develop a system that is sustainable and not merely a short term boost in performance. The power of feedback, reinforcement and teamwork are the real lessons of Hawthorne.

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