Downloaded 35 times
Uploaded byKaiNexus
The Power of Alignment and Intrinsic Motivation in Continuous Improvement
The webinar, hosted by Clint Corley and presented by Mark Graban, focuses on the importance of alignment and intrinsic motivation in driving continuous improvement processes, specifically in the context of Kaizen. It discusses the detrimental effects of external rewards on intrinsic motivation and emphasizes creating a supportive atmosphere that fosters participation and innovation. The presentation encourages organizations to prioritize engagement and alignment over mere financial incentives to achieve sustainable improvement.
More Related Content
Similar to The Power of Alignment and Intrinsic Motivation in Continuous Improvement
The Power of Alignment and Intrinsic Motivation in Continuous Improvement
- 1. The Power ofAlignment and Intrinsic Motivation in Continuous Improvement Host: Clint Corley [email protected] Presenter: Mark Graban [email protected]
- 2. Webinar Logistics • Presentation(45 minutes) • Q&A (10 minutes) – Use the GoToWebinar Meeting Panel to submit a question at any time • Recording link & slides will be sent via email – Also – see the “Handouts” feature and Chat box
- 3. Our Presenter: MarkGraban • Senior Advisor, KaiNexus • President, Constancy, Inc. • Author of: – Lean Hospitals – Healthcare Kaizen – Practicing Lean (editor) – Measures of Success
- 4.
- 5. “Should we give incentivesor rewards for participation in Kaizen?”
- 6.
- 9.
- 12.
- 13.
- 14. • “the reasonor reasons one has for acting or behaving in a particular way” • “the general desire or willingness of someone to do something”
- 15. • “provide (someone)with a motive for doing something” • “stimulate (someone's) interest in or enthusiasm for doing something”
- 20. What problem arewe trying to solve?
- 21.
- 22.
- 23. • People aren'tspeaking up? • People aren't improving? • People aren’t documenting?
- 24.
- 25.
- 26. •Lack of participation? •Lackof motivation? •Lack of confidence?
- 27. “Most companies have itall wrong. They don’t have to motivate their employees. They have to stop demotivating them.”
- 29. “One is bornwith intrinsic motivation, self-esteem, dignity, cooperation, curiosity, joy in learning. These attributes are high at the beginning of life, but are gradually crushed by the forces of destruction.”
- 31. “These forces… crushout joy in learning, joy on the job, innovation. Extrinsic motivation gradually replaces intrinsic motivation, self-esteem, dignity.”
- 33. “In 85% ofcompanies, employees' morale sharply declines after their first six months — and continues to deteriorate for years afterward.” – Based on surveys of about 1.2 million employees at 52 primarily Fortune 1000 companies from 2001 through 2004, conducted by Sirota Survey Intelligence
- 35. It's the behaviors, stupid! Rewardsand Recognition
- 36.
- 37. Leader Behaviors for StrategyDeployment • Define purpose clearly • Identify the biggest obstacles • Create an atmosphere conducive to initiative and creativity • Reduce hassle
- 38. Rewards and Recognition (Acountermeasure to what problem?)
- 39. Rewards and Recognition •Incentives • Bonuses • Raises • Targets • Quotas
- 40.
- 41. Paying for Ideas? Advantages •Seems motivating • Gets attention and participation from some • Seems fair to share savings Disadvantages • Can discourage teamwork • Seems unfair if value of idea isn’t agreed on • Takes focus off improvement • Requires a bureaucracy to manage • Harms creativity
- 42. Recognition and Rewards •Thanks • Smiles • Handshakes • Public recognition • Sharing improvements • Annual awards • Points • Cash payments • Time off • Shared savings • Drawings for prizes • Performance appraisals
- 44. Paying for Ideas?What Works • Small payments • Based on implementation • Includes all who participated
- 45. Setting Goals? WhatWorks • A goal, not a quota, not a limit • Express belief in people • If not hitting goals, ask "why?” – Or “How might we?” • Focus on the process, not just numbers
- 46.
- 47. The right behaviorslead to employee participation…
- 48. "Clients, on average,implement more than 80 percent of ideas submitted via KaiNexus…"
- 49. If you don'tget participation, there's no hope for alignment
- 50. If you getparticipation, you can then aim for some alignment
- 51.
- 52.
- 53.
- 54. Six Sigma Projects Large Kaizen Medium Kaizen Small Kaizen Lean Events Circle size ismeant to roughly represent relative size of effort; Blue = tracked top initiatives ("Baby A3s") Complexity Daily Kaizen Women & Children’s 3P Electronic Medical Record Implementation New Bed Tower 3 Types of Kaizen
- 55. Safety Quality CostMorale
- 56. Safety Inpatient Labor & Delivery Med/Surg Outpatient Clinics Clinic A PhysicianA Physician B Clinic B Surgery Emergency Dept Sprains & Strains Patient Falls Patient Falls X
- 57. Must Prioritize theLarge Things What are the “must do, can’t fail” initiatives for our organization? John Toussaint, MD
- 58. A Lack ofFocus & Alignment Photo: John Toussaint, M.D.
- 59.
- 61. “Should we give incentivesor rewards for participation in Kaizen?”
- 62. “DO WE HAVETO give incentives or rewards for participation in Kaizen?”
- 63. “Moderation in all things.” #KaiNexusUC16 RalphWaldo Emerson
- 64. #KaiNexusUC16 “In all things balanceis better.” Homer’s The Odyssey
- 65.
- 66. Future Webinars • TrainingTeam Office Hours – December 19 from 1:00 - 1:30 ET • Ask Us Anything! #26 – January 17 from 1:00 - 1:30 ET • Check out the on-demand webinar library
- 67.
- 68. Podcasts • www.KaiNexus.com/podcasts • Subscribevia: – Apple Podcasts – Google Play – Stitcher – Spotify
- 69. Q&A • Web: – www.kainexus.com –blog.kainexus.com • Webinars on Demand: – www.kainexus.com/webinars • Social Media: – www.twitter.com/kainexus – www.linkedin.com/company/kainexus – www.facebook.com/kainexus Presenter: Mark Graban [email protected] Host: Clint Corley [email protected]