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JUST PLANE CULTURE


ADJUSTING TO CHANGING CONDITIONS Organizations need to do the same thing: adjust to the changing conditions in which they work. Sometimes we can predict that change is coming because of emerg- ing technologies, a change in customer needs, or a shift in managerial focus, etc. Sometimes these external changes are not predictable so organizations must be structurally limber to dodge and weave, like a boxer, and not to stand put be- cause you’ll get punched. Polaroid stood solid on its mission and vision without considering the changes taking place in the camera market and is no longer in existence. Research-In-Motion (RIM) the manufacturers of Blackberry, once the leaders in the industry, didn’t adapt fast enough or soon enough to market changes and is now struggling. They were blinded by their own success and should change their name to Research-Is-Motionless; at least they can keep the acronym. Kodak had developed digital photography but insisted on focusing on fi lm photography and lost vital market share. Bending to increased demand, a slight manufacturing shift from concentrating on quality to production led Toyota, the originator of many quality concepts, to produce cars with faulty gas pedals. The divide between what top management understood to be real led BP, an organization that prides itself on safety, to the biggest oil spill in history. More recently, we can cite crash of a pilotless runaway Metra train that crashed into a stopped commuter train, injuring dozens of people in Chicago. Metra management discovered that an employee left a train running in the yard without being attended as he accomplished repairs. Top management had found their victim as this was against company policy; they were ready to crucify the person and call the matter resolved. However, the union said, “wait a minute,” that this was common practice and, “is the way it has always been done.” How many times have you heard that one? What is the reality? It depends on your perspective and is probably somewhere in between, but fi ring the employee does not resolve the problem and will undoubtedly do more harm than good.


ROOT CAUSE ANALYSIS You got rid of the problem employee, so how can that be a bad thing? The employee might have been a problem child where this action is necessary but this is not the end of the story. Root cause analysis is taken too literally. It is going to be a rare occurrence when you have only one root cause; it is more common to have root causes. How did I get from evolution to root cause analysis? What do these disconnects between the ideal state and the real state have to do with evolution? They work together. You perform root cause analysis when you have a problem. But what are problems other than opportunities to improve,


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