Page 181 - Harnessing the Management Secrets of Disney in Your Company

162 The Disney Way

An experience with a former client illustrates the validity of Lewin’s
observation. The company, which made automobile engine parts, had
a milling plant staffed by good but not exceptional workers. Everything
went along fine most of the time, but occasionally, product quality levels
would drop into the unacceptable range for no apparent reason. During
one of these dips, the company’s human resources department decided that
the plant workers’ attitude was at fault. So HR launched a comprehensive
training program in interpersonal relationships. Alas, the quality levels did
not change. Why? Because this approach wrongly assumed that change
comes solely from the individual. In this particular case, further investiga-
tion revealed that the quality discrepancies were the result of problems at
the raw materials supplier. Deming validates Lewin’s concept. He once
stated that more than 85 percent of the quality and productivity problems
in the United States are the result of the process. Therefore, it is impera-
tive that process improvements be discussed between management and
employees. Process improvements may also require changes in manage-
ment policy. Management needs to assume a proactive role by asking the
following questions:

■ What do you need from management to reach your objectives?
■ How can we both achieve great success?
■ How can we remove barriers to success?

Direct face-to-face discussion is key to evaluating the process correctly;
contact via memos or e-mail will not ensure that the message is heard and
absorbed on both ends. What’s more, this dialogue must be ongoing to sup-
port continuous improvement.
Finally, personal development plans must include a determination of the
positive and negative consequences associated with meeting or not meeting
the desired results.
Although the plans should be revisited approximately every six months,
or at the least on an annual basis, this activity is not a replacement for regular
feedback. We encourage our clients to employ a 360-degree feedback system
that constantly updates performance information. Immediate feedback pro-
vides the basis for achieving and maintaining excellence because it allows an
organization to customize individual development plans. When everyone is
helped to achieve personal bests (as described in Chapter 3, these must be