The Paradigm Shift
PART I.
|
All of us think and act within certain boundaries, rules, and regulations that govern our reality. These limits, called paradigms, become the glasses—the assumptions and beliefs, the filters—through which we see the world. The watchword for the 1990s and beyond is change. To compete, organizations, and the people in those organizations, must be willing and able to change (often quickly and dramatically). In many cases, what is impossible today may need to become the norm tomorrow. Existing paradigms can create a paralysis that makes it difficult to see beyond these impossibilities to a different future. This presentation will explore the nature of paradigms and show how paradigm paralysis can be overcome in order to "discover the future" and implement effective change. The Forces of Change The only certainty for today's organizations is change. At one time it may have been reasonable to assume that the future would be just an extension of the past, and that tried and true methods would continue to be effective. Today, however, many external situations exist that place increasing pressure on organizations and cause them to think about changing: • Intense Global Competition • Turbulence • Information and Technology Explosion • Workforce Diversity and Illiteracy
• Changing Social and Cultural Norms • Struggling National Economy Not only are these issues far-reaching and complex, they seem to come at the organization with ever-increasing speed. Fifty years ago, assessing the external environment and its influence was like looking at a photograph; now it's more like watching a videotape on fast forward. As a result, change becomes almost a given, and the old business-as-usual responses may not work well, if at all, for most organizations, even though they might involve less work. While change is an issue for the whole organization, it is a more important concern for the people who will be affected in major, and sometimes disturbing ways by change. The bottom line is that organizations don't really change, but people within them do. Any potential change is bound to lead to concerns, confusion, doubt, stress, and maybe even extreme resistance, often from people who are otherwise rational, sane and well intentioned. This is particularly true when there is a feeling that the change is imposed upon them. Why, then, do people react in this way to change? It's simple—people resist change because of their paradigms. STAY CONNECTED To stay current on bullet-proofed manufacturing solutions, subscribe to our free ezine, "The Business Basics and Best Practices Bulletin." Simply fill in the below form and click on the subscribe button. We'll also send you our free Special Report, "Five Change Initiatives for Personal and Company Success." Your
personal information will never Manufacturing leaders have a responsibility to educate and train their team members. Help for developing a self-directed, World Class Manufacturing training program for your people is just a click away:
You are welcomed to print and share this bulletin with your manufacturing teams, peers, suppliers and upper management ... better yet, have them signup for their own copy at: http://bbasicsllc.com/subscribe.htm With the escalating spam-wars, it's also a good idea to WHITELIST our bulletin mailing domain via your filtering software or control panel:
Manufacturing
Knowledge you’ll not find at offsite
COMPETITIVE
KNOWLEDGE MENU Your
company can reach its full potential in all aspects of the business.
All you need is the right knowledge and training. You will find much
of it it here, at the Business Basics' Website: "ShowTime!"
The MRP vs Lean Mfg. Exercises At
Your-Company" Workshops and Forums Competitive
e-Knowledge for anyone ... anywhere ... anytime
|