Charles Handy said, "Change isn't what it used to be." And as the rate of change increases, organizational survival depends on our ability to think and plan ahead.
It's a fact that most improvement initiatives end in failure. It's even difficult to sustain initially successful improvement programs. This workshop reviews the feedback structures that can work for us, instead of against us, to create long-term improvement. Participants rank the barriers, see the group's ranking of their relative importance, and learn how to increase improvement initiative success. This humorous and insightful workshop changes perspectives on the root causes of organizational behaviors.
Barriers to Long-Term Improvement (291K): This short paper explains why most improvement initiatives end in failure. It's even difficult to sustain initially successful improvement programs. Here are structures that often work against us, because we don't understand them. But they can work for us.
The Session with the Colorado Springs Chapter of the American Society for Quality:
The session reviewed the barriers to long-term quality improvement based on the systems structures described in the meeting. The structures on which the barriers are based and the Pareto ranking of the barriers are shown in the file on the session. Each of the sixteen ASQ participants used proportional voting to distribute 12 votes among the 27 barriers reviewed.
The top 10:
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