Clean Language with Clean
Management Services Winter 2012
23
“It drives people to take ownership – to devise solutions, to innovate and to make decisions – and it helps managers to relinquish responsibility. “
with problem thinking is that it generates solutions, which at times can become the next problems. As Albert Einstein said, “We can’t solve problems by using the same kind of thinking we used when we created them.” With a Clean approach different thinking is fi rst created from an outcome perspective, based on identifying what is wanted instead of the problem.
Creating an outcome emphasis is maybe easier than it sounds. It starts with a simple, yet powerful question: “What would you like to have happen?”
It works across the organisation. Leaders ask team members who are dealing with problems. Colleagues ask colleagues who complain. Staff ask managers to get clarifi cation on what’s
required. Individuals ask themselves when they start to feel stuck.
This quite subtle shift in emphasis has a signifi cant impact on attitude, thinking and behaviour. It generates creativity and innovation, encourages proactivity and puts responsibility for improvement with the right individuals.
The Five-Minute Coach starts
with the outcome question and continues through a short series of other, quick-to-learn and easy-to-use questions leading to an action plan and an individual motivated to implement it. Managers use it when they want to make a difference fast, and fi nd that it: • Engages staff – people feel involved as they are facilitated to make a contribution;
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48