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=Organized change can and has provided training and consulting using a wide variety of methods. We specialize in:=

Training
//Decisions to make before Organizational Change and Strategic Planning// Organizations need to avoid selecting the current popular techniques for organizational change. Organizations need to evaluate what actions they need to take to grow and perform. How to decide the course of actions are discussed in this article.
 * __Strategic Planning__**

//The Nine Pitfalls of Organizational Change// Why do some organizations succeed to change while others do not? There are significant causes that impact the success of organizational change. This article provides recommendations to avoid “pitfalls” that inhibits organizational change.

//Assessing your Organization// Many of us are not trained to diagnosis what is going wrong in the organization. However, we are able to achieve a sense when organizations do not function properly. This article provides recommendations as how we can diagnosis the problems and identify the causes that inhibits organizations to function effectively.

//Deciding between Re-engineering and TQM// Many organizations use incremental approaches to total quality management approach. Incremental approaches allow organizations to examine problems at one time, which often blindside them from system issues that may inhibit organizational change. This article provides an alternative approach to total quality management.

//Performance Improvement & the Balanced Scorecard: using measurement in strategic planning// Does money measure organization success? Measuring success by focusing on one aspect provides a poor evaluation. Organizations need to use a more comprehensive measurement such as a balance scorecard. The benefits of using a balance scorecard are discussed in this article.


 * __Employee Surveys__**

//Assessing Your Organization: An employee survey isn't always enough// Surveys are great to use to diagnosis the problems within an organization. They can provide beneficial information about the breadth and depth of problems that affect different types of groups. This article discusses the benefits of using surveys and warns against using surveys as the only type of technique to assess your organization.

//Planning an Employee Survey// Organizations use surveys to gather information from their employees. Surveys can provide beneficial information to organizations; however, most organizations do not use effectively use surveys and do not gain information that they could from them. This article discusses how organizations can effectively incorporate surveys in their daily life.

//Performance Improvement & the Balanced Scorecard// Does money measure organization success? Measuring success by focusing on one aspect provides a poor evaluation. Organizations need to use a more comprehensive measurement such as a balance scorecard. The benefits of using a balance scorecard are discussed in this article.

//Giving Feedback on Management Style: the 3 degrees of 360 feedback using an employee survey// Feedback on management style is critical for organizational change. Traditionally feedback has been given from top down as a yearly performance appraisal. 360 feedback was introduced to provide management with feedback from more than one source. This article discusses how organizations can use surveys to provide 360 feedback.

= = =//Teams and Teamwork//=

The good news is: Your organization’s management is dedicated, smart, capable. The bad news is they’re just not working together. That’s the signal to consider team-building. Whether they’re on a playing field or factory floor, good teams have a common quality: their accomplishments far surpass the capabilities of their individual members. Driven by a common purpose and skillful orchestration, they set aside individual agendas for group goals.

Our skill is knowing how to create maximum productivity from different types of teams. The key is to know how different styles of organizations, missions, industries and cultures – or even different individuals – require subtle differences in team-building techniques. When you work with Organized Change, you’ll be putting our considerable experience in team-building behind you and your understanding of what needs to be done. In other words, you’ll have a partner who is committed. To learn more about teams and facilitation click here [|Teams & Facilitation.]

//Improving Cross-functional Teamwork// Cross functional team is a necessity in the global market. What makes up a team? How do you effectively get people from different departments to work together? This article provides recommendations for setting up an effective cross functional team.

//Facilitating Teams I: Types of Groups & Their Needs// How do you support different type of groups and their needs? In order to support the groups, organizations need to find out about their groups and their needs. Groups can be divided into 3 categories: strategic focus groups/standing committees, project groups, and natural work groups. This article discusses ways to which organizations can find who their group members are and their needs in order to support them.

Facilitating Teams II: Selecting and Training Facilitators How can organizations select and train facilitators to use them effectively within the organization? Facilitators must have certain qualities such as being a neutral, well-liked individuals, flexibility and firmness, knowledgeable, and core skills. This article discusses the process of selecting and training facilitators.

=Nailing Jelly to a Tree: Approaches to Self-Directed Work Teams=
 * David Chaudron, PhD**

Can a self-managed or self-directed team work in your organization? There is much talk these days about implementing self-managed or self-directed teams. Implemented self-directed work teams can substantially increase quality and productivity, if done correctly (in most cases 30-40%, sometimes over 200% with better implementation methods). What exactly is a self-directed work team? How can you define it? Well if you are struggling between the definitions of process and outcomes, you are not along. Self-directed work teams can be both—a //process// and an //outcome//. To read the full article click here Nailing Jelly to a Tree: Self-Directed Work Teams.

Are you tired of reading about teams and teamwork? Are you a visual learner and need the stimulation of active movement coupled with original thought? Well then we can provide you a medium of just that nature. Please click here to view a [|Video on: Assessment, teambuilding and training] (5.4 megabytes). You will need Windows Media Player to view the video.

=//360 Feedback//=

=360 feedback, Leadership, Management Style and Performance Improvement=

360 degree feedback, undoubtly, became the buzzword of the Eighties. The effort to find new strengths and productivity measurements through the lens of employee empowerment spawned the idea of performance appraisals. Performance appraisals were usually a top-down approach but now it has shifted to vertical and horizontal appraisals of performance, in either direction. 360 degree feedback has produced some real successes; but when not done artfully, including internal preparation, it can rebound. To learn about the three common ways of receiving 360 degree feedback and how we can help you avoid the pitfalls so many organization engender please read the rest of this article by clicking here [|360 Feedback].

If you are looking for 360 feedback consultants, surveys or training, please [|contact] us.

=//Six Sigma & TQM//=

**Total Quality Management (TQM), Six Sigman & Reengineering**
Can something be the same but just packaged differently?

Of course, many buzzwards exists for the same processes we used before. Like the classic “light beer” commercials is it less filling or more taste? The controversy over which buzzword is better, “total quality management” or “re-engineering,” is really just a tempest in. . . a beer can. As long as you are focused on what you need to do better, you can call it whatever you want: “six sigma,” “business process reengineering,” “business process improvement,” "total quality management" or “benchmarking.” There may be debate about the words, but not about our experience in this area and the value it brings to clients. When you work with us to address TQM (total quality management) or re-engineering, you put our significant experience to work for you to produce the kind of change you’re looking for. So when you want your organization to thrive, not just survive, contact us (link to contact page). We’ll be happy to help with TQM (total quality management) (or re-engineering!) Even better, you’ll find we don’t act like we already know all there is to know. Do You still want more; are you starved for more information on how we can help you? please [|contact] us.

=Re-engineering and TQM: Approaches to Organizational Change told as a "Tale of Three Villages"= David Chaudron, PhD

Many organizations implement Total Quality Management (TQM) by starting with vague directives with little clarity on what to do. They may have success but they are few and far between and overall the change effort is likely to fail. Other organizations become victims of their own success. They implemented successful quality improvement teams and like so many of us, they feel more is better and create more teams, without the qualitative organization-wide changes necessary to sustain a permanent effort. There are many approaches organizations may undertake when implementing TQM. To view these approaches click here for the full article Choosing between Re-engineering & TQM.

=Elements of Quality= David Chaudron, PhD

Quality is at the forefront of companies or it should be. No one has to tell you about how important quality is to your company. Your organization may see the results of it, or the lack of it, every time you have a satisfied customer, or when your competitor’s market share increases. Unfortunately, though the concept seems apparent it is hard to define. We'll use a minimum of vernacular and try to intertwine the various viewpoints of gurus and philosophies so that we can provide a clearer picture of what quality means. We will define quality using the Six Sigma elements and provide information on the various components. To view the elements of Six Sigma click here for the full article [|Elements of TQM].

=//ISO9000:2000//=

When something is good, you would assume more is better, however this is not the case with quality standards—especially in a global economy. A single quality standard is increasingly important so that corporations around the world and throughout the U.S. have a unified way of measuring the quality of the products or services they purchase or provide. How can we help you learn more, please [|contact] us.

Carol Ann Jaenisch
 * What is ISO 9000 Registration?**

Once a single system of quality is established for the global economy the official act of registering the company under this quality standard becomes apparent. The registration concept uses an independent third party certification audit where the company audited complies with a given quality system standard. A system of controlled accreditation of third party auditors (registrars) is used internationally for registration. These standards can provide assistance in the implementation of a variety of factors. Click here to view full article What is ISO 9000 registration?

=What are the benefits of ISO 9000 registration?=
 * Carol Ann Jaenisch**

There are many benefits when a company decides to register for The ISO 9000. This system of quality provides the company with a myriad of benefits such as: To learn about these benefits in detail please click here to view the full article What are the benefits of ISO 9000?
 * 1) **Standardizes, organizes and controls operations**
 * 2) **Provides for consistent dissemination of information**
 * 3) **Improves various aspects of the business based use of statistical data and analysis**
 * 4) **Acceptance of the system as a standard for ensuring quality in a global market**
 * 5) **Enhances customer responsiveness to products and service**
 * 6) **Encourages improvement**

=What Is The Difference Among the ISO 9000 Series Standards?=

ISO 9000 is a system of quality and within this system are various componeents that describe the series in its entirety from ISO 9001 to ISO 9004. To view exactly what these series covers please click here What is the difference among the ISO 9000 standards? = =

= =

=ISO 9001-2000: What to expect= James Lamprecht, PhD

The Draft International Standard (DIS) for ISO 9001:2000 was released in late November 1999. This latest version will create many reactions especially to those who approach it from a variety of perspectives. A casual, non-critical reading of the DIS will probably leave most readers with an overall feeling of satisfaction vis-à-vis the standard. Indeed, people may even comment that the 9001, 9000 and 9004 standards read better and are clearer than previous editions (1987 and 1994). However, even when a standard is revised it may still need further updates. The DIS is still replete with repetitions (and hence redundancies), as well as vaguely phrased or inelegant sentences. Editing these sentences and removing persistent redundancies would produce a more elegant, concise and thus, clearer DIS.

In the full article James speak about general observations of the document, measurement issues, improvements, a produced view and provide a conclusion to what we can expect. To view the full article please click here [| ISO9000:2000 - What to expect](New!)

=//Training//=

Creating customized training programs for individuals or teams within organizations can be effective when the organization needs to increase skill sets for their most valuable asset – people. However, training is not the answer when it is just a way to avoid decisions like changing the organizations strategic direction, the structure of the organization or the compensation system. Over our years in business, Organized Change has created and facilitated training programs in virtually every facet of management: management training, coaching and even management style. We can tailor a new course specific to the needs of your organization or just as easily provide you a time-tested program.

We are ready to provide our years of experience and knowledge so that you can consider which approach is best for you – organizationally and financially. Please [|contact] us.

=Avoid the Training Hammer when Implementing Change= David Chaudron, PhD

Implementing organizational change is not easy and many of us find it frustrating when the organization says it wants change but then provides us with a great deal of resistance. Designing and implementing any organizational change effort requires executive or top-level support—of which there is very little or none at all. So goes the phrase—actions speak louder than words. The reason we may not get the support we need is that training may not be the right implementation strategy. Training works when the causes of problems have to do with the lack of skill or knowledge to perform a task. Certainly, few Americans know statistics, QFD or experimentation well enough for today's quality-minded company: //but if poor knowledge or skill is not the cause, training is not the solution//. Someone once said, “If you give someone a hammer, every problem looks like a nail." There are a myriad of other possible causes that block implementation does your organization employ these?

To continue reading this article click here [|Avoiding the Training Hammer].

=The three degrees of 360 degree feedback: Giving feedback on management style= David Chaudron, PhD

Giving feedback on management style is one of the more difficult tasks of organizational change. For better or worse, changes in mission, organizational structure, pay systems and who gets hired may affect you personally, but the changes are not directly about you. With receiving feedback on your management style, it not only affects you //personally//, it is //personal//. It's no wonder that despite it's popularity, implementing systems that give feedback on management style must be done with caution given the sensitive nature of the data and the possible defensiveness of the employees who receive it.

To continue reading this article click here Giving Feedback on Management Style: the 3 degrees of 360 feedback.