at the outset , the benefits of change are unclear or seldom receive total buy-in . This results in any change process going through several phases of acceptance .
Experience is helpful . In any organization , improvement initiatives usually unfold in predictable stages . Leaders can anticipate where the finish line will move to and have some insight as to how to get there by equipping themselves with a deeper understanding of these .
The first two quarters after the implementation of method changes can best be described as a time of compliance . Employees know the mechanics of the new methods — they follow instructions and check the boxes . However , a full buy-in is rarely seen at this early stage . People are typically just following directions .
By the third quarter , understanding takes root . Employees recognize why the new way of working is important , or helpful to them , and begin to advocate for it . It may still not feel entirely natural . It ’ s like learning anything new : First , you understand the concept , but it ’ s repetition that eventually allows you to do it without conscious effort .
In the fourth quarter , ownership emerges . Employees and managers have internalized not just what to do , but why they should do it , and how it fits into the bigger picture . They begin to see the pieces come together in a way that makes sense . At this stage ,
Ryan Zarb , VP of Carpedia International new practices feel more familiar and the organization operates with greater cohesion and confidence .
Sustaining the gains made through an improvement initiative is an ongoing effort . It ’ s not just about implementing change , but cultivating an environment where positive habits stick , accountability thrives and progress becomes part of the organizational DNA .
BEWARE BROKEN WINDOWS Improvement initiatives tend to concentrate the attention of the organization on select processes , workflows or functional areas . The heightened focus during a transformation initiative keeps people accountable , but when the initiative ends , there is a natural tendency for employees and managers to let go of the intensity and some of the underlying expectations .
There is a theory in criminology that broken windows and other visible signs of neglect or minor acts of vandalism can fuel greater disorder and dysfunction in a neighborhood . A similar phenomenon can be found in an organizational context , where small cracks in accountability can rapidly erode the progress made during the transformation .
Hard-earned gains achieved through improvement initiatives erode quickly when old habits and inefficiencies are allowed to creep back in . The pull of familiarity is strong ; it quickly reclaims processes and resurfaces past cultures . There are many common ways this occurs . For example , area managers may modify labor resource plans because they don ’ t believe in the accuracy of the underlying standards .
One of the more subtle , and dangerous , warning signs is when organizations accept performance rationalizations without uncovering the root cause of variances . Companies that make this a habit have a tough time performing at increasingly
Peter Follows , CEO of Carpedia International competitive levels .
By addressing these issues headon , leaders prevent progress erosion and reinforce a culture of excellence . Workplaces flourish when leaders remain proactive , respond swiftly and empower teams to take pride in maintaining order and quality . Staying mindful of the little things can keep the big picture intact .
It is helpful to remember that most improvement initiatives typically address a limited portion of the potential opportunities within any given functional area . There is always significant room for further growth .
BUILDING A HIGH-PERFORMANCE CULTURE Remarkable things can happen when managers and employees have genuine ownership of change . With a solid foundation in place , the focus can shift to building on progress , further refining the systems and evolving the processes to be even more efficient . Organizations that reach this stage can shift into creative innovation and long-term benefits begin to compound .
Leadership , vigilance and an environment that values a commitment to excellence are key to keeping gains and building a culture of continuous improvement .
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