Dr. Lean's Prescription:  Develop an Attitude for Gratitude on Your Lean Journey

For example, when a major customer reengineered a component we had been making for years, we began having multiple quality failures. No matter what changes we made, the process still would not deliver a consistent product. Our team became frustrated and angry — blaming suppliers, internally pointing fingers, blaming management for not increasing the price and even blaming the customer for being “too picky.” When we took a step back and reflected on what we could be grateful for, a number of things appeared.This customer had carried us through some tough economic times, never gave up on us and offered all the technical support they could. By allowing gratitude to enter our daily dialogue, people opened up to the possibilities, to the idea that we could resolve this problem … we could rise to the challenge.

We decided to form a cross-functional team that approached the problem from a different point of view, and that team created a radical new process that produced defect-free parts. It was a big breakthrough for us and gratitude was the key to helping us get above the problem.

Many opportunities will present themselves throughout your work week to move the group from blaming to gratitude. All day long, people make assumptions about other people and the things that go on at work. Those assumptions lead to misunderstandings, which create confusion and anger. Before you know it, you find yourself in the presence of two coworkers who are caught up in blaming and finger pointing.

Step into each new situation you come across with an open and useful attitude, try to lead the conversation with gratitude. It’s not always easy, and you will feel awkward at first.

I recently found myself mediating a disagreement between two colleagues for whom I have the utmost respect. These two individuals are committed to the success of our organization, but they found themselves at an impasse. We introduced gratitude early on into the conversation. There were some awkward silences as we reflected on what they were grateful for, starting with straightforward statements such as “grateful to have a job” and “grateful for my work friends.” But as we pressed on, it was good to hear how much there was to be grateful for (even the smallest of things), and our honest exchange triggered a subtle change in the atmosphere, from antagonistic to open. Although the individuals may not have been ready to be grateful for each other, just then, they were open to the possibility of a resolution. In the end, the disagreement had its roots in misunderstanding. When Jane generated a request for a service, Jack assumed it was required immediately. Jane had not been specific in her request, thinking Jack would know it was not urgent. From Jack’s point of view, here was another “hot” job he had to add to his already full day. We resolved the issue by adding some clarifying words, based on expectations, to

their daily interactions. Again gratitude paved the way for a speedy resolution. As you begin to act your way into this new way of thinking, the team will slowly take your lead. Creating mechanisms that give the team control over what they work on and how they work will support this change. A dynamic suggestion system such as Quick and Easy Kaizen by Norman Bodek (PCS Press) is a fantastic mechanism for recognizing small incremental improvements that employees can make right at their work areas, improvement ideas that are of direct benefit to them, initiated under their control and that add value to the organization. Recognition for the ideas should come in the form of positive immediate feedback with the ideas shared across the rest of the team.

As your team gains more confidence in controlling things inside the organization, and you help facilitate a more positive daily dialogue rooted in gratitude, you will collectively develop a culture that will sustain your improvement gains no matter what the outer conditions.

Stay the course,

Patrick O’Connell

Vice President of Operations at AccuRounds