Some

Thoughts on
Sustaining a
Continuous
Improvement
January 14, 2015 Deployment
Ken Feldman, Ph.D.
Ken.Feldman@dpsg.com
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A Model for Sustaining a Continuous
Improvement Deployment

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 Sustaining Behaviors

• Have we told people what they need to Do?

• Do they have the Skills to do what needs to be done?
• Do people see Intrinsic value in doing what needs to be
done?
• Has the organization clearly provided the Extrinsic motivation
for people to do what needs to be done?

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 Have we told people what they need
to Do?
• Has the organization made it perfectly clear and
communicated exactly what new behaviors, roles,
attitudes, skills, changes and knowledge are needed to
successfully implement and sustain the deployment?
• Have you clearly explained the WIFM (what’s in it for
me?) to all employees?
• Have you clearly defined what it means to work or
manage in a CI environment?
• Have you painted a picture of the role of the C-Suite,
EVP, SVP, VP, Director, Manager and Individual
Contributor in an organization that fully embraces CI?
• How would you do these things?
• Is this element under the control of the organization?

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 Do they have the Skills to do what
needs to be done?
• Has the organization imparted the knowledge and skills to its
people to be able to carry out change even if they know
exactly what needs to be done?
• We can’t expect people to make change and do what we
need them to do if they don’t have the skills to do it.
• Is this element under the control of the organization?
• How can we do this?

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 Do people see Intrinsic value in doing
what needs to be done?

• Even if people know what to do and have the ability to do it,

unless they find personal value in the change they will not be
intrinsically or internally motivated to make the needed
changes.
• Does the organization control this element?
• No, but they can influence it.

Meaningfulness Autonomy

Intrinsic
Motivation

Competence Progress

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 Has Extrinsic motivation been provided for
people to do what needs to be done?

• The last element in our macro approach relates to

whether the organization has made it very clear that
participation and engagement is important.
• Various forms of extrinsic or external motivation
need to be in place to move people to want to
participate in the deployment.
• A strategy of consequences, both positive and
negative, needs to be employed to encourage and
sustain behavior change.
• This strategy will include both monetary and non
monetary options.
• Does the organization control this element?
Absolutely!
• But use with caution

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 Let’s evaluate your Organization

• Using the evaluation criteria below, please take a few

moments to evaluate your organization.
• On a scale of 1-5 where 5 is the best, please rate these:
o Our Improvement Deployment Sustainability 1 2 3 4 5
o People know exactly what to Do to sustain 1 2 3 4 5
o Our People possess the Skills to execute 1 2 3 4 5
o People seem to Intrinsically understand
WIFM 1 2 3 4 5
o We provide meaningful Extrinsic award 1 2 3 4 5
• If you aren’t all 5’s, let’s see if we can get insight as to how to
improve and sustain your deployment

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 Relationship of DSIE

What to Do Skills to do it

See Intrinsic and Clearly defined and

personal value in meaningful Extrinsic
doing it reward for doing it

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 But what if someone still isn’t doing
what we need them to do?

• The previous discussion set the foundation for organizational

change
• We must use an ABC Analysis to understand and change
individual behavior
o Work done by Dr. Aubrey Daniels based on the work of
B.F. Skinner
o Antecedents, Behavior and Consequences
• While Antecedents get a behavior going, it is
Consequences that maintain that behavior

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 ABC Analysis

1. Describe Who and What is the problem

2. Describe the desired Behavior
3. Determine the magnitude of the problem
4. Assess the Antecedents that are currently in place
5. Observe the Behavior
6. Determine the Consequences for the desired and undesired
Behaviors
a. PIC, PFU, NIC, NFU
b. Positive/Negative, Immediate/Future, Certain/Uncertain
7. Summarize the Antecedents and Consequences
8. Develop a strategy to reverse the polarity of Behavior

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 Assessing the Champion, Mr. Green

1. Describe Who and What is the problem – Mr. Green is a

Champion who is not fulfilling his role.
2. Describe the desired Behavior – We expect Mr. Green to
charter projects, attend Kick Off meetings and Tollgate
Reviews as well as mentor Belts and Teams.
3. Determine the magnitude of the problem – Billy Black Belt
has had to get his MBB and Deployment Lead to intervene
with Mr. Green. Mr. Green’s projects are slow to start and
slow to finish.
4. Assess the Antecedents that are currently in place – Mr.
Green did attend Champion training and the company has
made it clear the expectation of Champions.
5. Observe the Behavior – It has been observed that Mr.
Green is competent when he does write a Charter or attends
Tollgate Meetings.

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 Assessing the Champion, Mr. Green

6. Determine the Consequences for the desired and

undesired Behaviors
o PIC, PFU, NIC, NFU
o Positive/Negative, Immediate/Future, Certain/Uncertain
o What are the consequences if Mr. Green does/does not
do desired behaviors?
7. Summarize the Antecedents and Consequences
8. Develop a strategy to reverse the polarity of Behavior

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 Summary

• If you want to sustain your CI Initiative at the organizational

level, use DSIE
o What to Do
o Skills to do it
o Understand the Intrinsic motivation of the people
o Effectively use the Extrinsic motivations available to the
organization
• If you want to sustain your CI Initiative at the individual level,
use ABC Analysis
o Antecedents, Behaviors and Consequences
• QUESTIONS?

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