Appreciating Systems

Appreciating Systems for Genuine Efficiency
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Reblog: Interview with Heidi Grant Halvorson (author of Succeed: How We Can Reach Our Goal) by Coert Visser [and how it relates to #Lean]

February 22nd, 2011 Posted in Change, Lean, Solution Focus Tags: , , , , , , ,

This is a very nice interview of author Heidi Grant Halvorson about her book Succeed: How We Can Reach Our Goals.

INTERVIEWS: Interview with Heidi Grant Halvorson.

Coert Visser, interviewer, works in the field of Solution Focused Change.

I really appreciated the interview and the part about what types of  goals allow for lasting happiness:

  • relatedness
  • competence
  • and autonomy

That book seems to be a very good candidate for mandatory reading for managers.

Again, I find that hoshin kanri, or company wide annual goal setting in Lean companies, when properly done, aligns very well to these kind of researches.

  • hoshin kanri supposes that the whole company, starting at the CEO, deeply wants the best for its customers and its employees. That for me connects to the purpose of the company and fills the relatedness advocated for by Heidi Grant
  • by allowing all levels of the organization to contribute to the details of  the hoshin planning process according to their own level of competency and personal knowledge of what needs to be done at the job position they hold, the competence need is also fulfilled
  • and, in the end, by giving responsibility to all organizational levels to know and work on the specific goals they set, aligned with the company goal, autonomy is taken into consideration.

Of course, this (relatedness, competence, autonomy) is also true for A3 problem solving, but I let that as an exercise to the reader 🙂

It’s great when research validates some practices already done, because it allows for some kind of formal explanation and justification of “why it works”. People can stop complaining that “it ain’t work here” and “we’re different”, because researched formally showed that it’s doomed to work anywhere. It’s also a way to reinforce a (young) (Lean) coach that’s it’s the good way to go, whatever the organization’s reluctance to go down that path.

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