Dan Pink’s book Drive: The Surprising Truth About What Motivates Us
- Mastery is a mindset
- Mastery is a Pain
- Mastery is an Asymptote
He also states that flow is essential to mastery: “But flow doesn’t guarantee mastery—because the two concepts operate on different horizons of time. One happens in a moment; the other unfolds over months, years, sometimes decades. You and I each might reach flow tomorrow morning—but neither one of us will achieve mastery overnight.”
In Lean terminology, I can restate these same three laws this way:
- Lean is a culture
- Lean is grounded in Standard Work
- Lean is an Ideal
We also think of Lean in terms of creating flow. But just as flow does not guarantee mastery, flow does not allow us to become Lean. Flow happens along the way of becoming Lean. Many people think they are Lean companies once they have done 5S, Value Stream Mapping or held a few Kaizen Events. The truth is just like mastering anything, it does not happen overnight.
Why does it take so long? Why do so few achieve it? From Dan Pink again: “Mastery is a pain.” That is why it seldom is done. When implementing Lean, most people draw the wrong conclusion and assume it is Leadership. They blame leadership as being shortsighted. This view is not only wrong; it is dead wrong. Our primary problem is not leadership but a long standing culture that is engrained within our organizations. It’s the way we do things. But worse it is also the way others help us do things. The outside forces that surround us to include vendors, customers and for that matter our entire supply chain simply supports the way we have always done things. So, not only do we have to create change internally but externally as well. It is not only a pain but it has to be someone else’s pain. Or does it?
From my blog post, If less than 1% of companies are successful with Lean, why are we doing it?, I stated: What does work is the same thing for both people and organizations. It is the scientific process of trial and error. You don’t get it right at first, you have to break habits, personal habits as an individual and company cultures as an organization. Successful companies do it a little bit at a time. In Lean, we call this scientific method PDCA. We plan, do it, check the results and adjust. It is a purposeful experimentation.
In the book, Change Anything: The New Science of Personal Success 
- Identify Crucial Moments (Identify Value)
- Create Vital Behaviors (Map Value Stream)
- Engage All Six Sources of Influence (Create Flow – Enable Pull)
- Turn Bad Days into Good Data (Seek Perfection – PDCA)
Organizational Motivation will never persist without the change being tied to the marketplace. Dan Jones recently wrote in the blogpost, How can Lean Survive that“The best chance for lean to survive a change in top management is if it is seen to be delivering significant results, not just point improvements in key processes but bottom-line results for the organization as a whole, which would be reversed if support for lean disappeared. I disagree with the statements that you just have to accept that it is going to work and not expect results. Results are the motivating factors.
Organizational Ability requires learning new skills if you are going to change. If change is difficult we will take the path of least resistance. Mastering a new set of tools is never easy and that is why Lean is so powerful. Lean is based on standards, knowing how the process should work because if it’s clear, then when we see a variation from the process we can react immediately. This allows us to choose one problem from the other and just solve them one by one. This is incredibly powerful because with lean systems we rely on increasing our competency, increasing our training without having to take people off line, without having to get to classrooms, but by building it into the way we work.
Social Motivation and Social Ability go hand in hand. Employees, Suppliers, and even Customers would rather you not change. They want to deal with the known. Even voters will vote for someone that they know and disagree with over the unknown. You have to re-define the norm for example through Value Stream Mapping or an A3. You have to get those around you on board with the new ideal or without you will fall victim to those old tired out ways that have become ineffective. Surround yourself with willing partners that will push you to this new ideal. This is sometimes where a consultant can play a role.
Structural Motivation can be difficult in organizations since external goals are difficult to recognize. We can see internal improvements sometimes immediately. But these internal improvements may not result in the needle being moved in the marketplace. An effective motivator may be the fear of loss. Can you tie lost market opportunities to your change efforts? Can you demonstrate even the smallest of wins? If you can, it will significantly increase the odds of success.
Structural Ability small changes in your environment have a surprising effect on your choices. This is where Lean plays such a huge role in change. Lean is not rigorous. It uses visualization and it’s a ready made tool set that reduces the resistance to change. What Lean does require though is rigorous use to be successful.
What people forget about Lean is that it is the change agent for an organization. In its simplest form, you first go and see the current state. Second, you visualize your process. You make your process steps visible. You visualize things in a way that reveals your problems, not in a way to hide problems. If you understand what standards are, how the process should work because it’s very clear, then whenever we see a variation from the process we react immediately. This allows you to choose one problem from the other and just solves them one by one. This is incredibly powerful, this vision we have with lean systems of increasing our competency, increasing our training without having to take people off line, without having to get to classrooms, but by building it into the way we work. It is this empowering aspect that is not easy. But it may be the only way an organization can master Lean.
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