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How to address contemplation stage of Lean change – #3 in SFMI #Lean series

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This article is #3 in a Series about using Solution Focus and Motivational Interviewing to coach CEOs into starting their own Lean journey.

#1 in series gave a broad-brush view of what I intend to write about. Please read it first.

#2 in series addressed the precontemplation stage of change.

This article deals with the next stage of change: that of Contemplation.

Background on contemplation

This stage of change corresponds to a mental state of someone who is considering change, but may not know what the change corresponds to and is still undecided as to going for it or not.

For a MI coach, the most important tasks during this stage are to:

  • acknowledge ambivalence and mixed feelings about the change,
  • explore discrepancy between present behavior and personal values or goals,
  • discuss pros and cons of change,
  • talk about ways to experiment with the change.

Contemplation

Previously, the CEO did not know that he was the one that needed to change. If the coach succeeded in having him move to contemplating the change of his own behaviors, the CEO should now be more opened to changing himself. Yet, commitment still need to be gained for doing the change.

Just as previously, the coach’s role is still to increase DARN talk, but with a more pressing focus on C talk (commitment), which would signal the CEO moved to the next stage of Preparation.

With this in mind, here are some tentative questions, MI-style, to ask a CEO contemplating changing for some more Lean behaviors:

  • Tell me about your current management practices. How have them helped you achieving your goals in the past? Hindered?
  • To what extent does the organization currently mirrors your management practices?
  • When comparing your previous change successes to your current Lean initiative, what’s different? 
  • How do you relate your previous management practices to that of a Lean manager (always on gemba, challenging yet listening to collaborators, coaching rather than solving problems, etc.)?
  • How do you see your current management practices evolving to suit with a continuous improvement culture as proposed by Lean? 
  • Tell me how you feel about changing your management behaviour? What would happen if you’d stay the same? If you changed?
  • Suppose you did change your management practices to fit Lean practices, how would that help you? The organization?
  • Supposing you’d like to try some new management behaviors (but the final choice stays yours), what would the firsts of them be (with respect to Lean, of course)? Where would you like to experiment them? By when? What consequences would you expect?
  • On a scale from 1 to 10, how important is it for you to change? Why not a lower number? What else?
  • On a scale from 1 to 10, how ready are you for making the change? Why not a lower number? What else?
  • What would you need to be done to move to an upper number on the readiness scale?

What needs to be kept in mind by the Lean coach is that the aim of these questions is to get the CEO moving from precontemplation stage to contemplation at which moment, he will be considering change.

The coach needs to listen carefully to the CEO talk and, through the use of Open-ended questions, Affirmations of any positive talk or behavior, Reflecting what’s been said and Summarizing, pin-point the Commitment talk of the CEO. Then it will be time, during another session, to Prepare for the change.

Stay tuned for #4 episode!


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