A pair of Companys, which offers a more pleasant working environment, creates ideal conditions for change initiatives. The fact that the throughput increases is a positive side effect of the actual goal: happier people Employees.

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Main trigger of dissatisfaction

Companies like to loudly and publicly confirm to their employees that 'happy employees lead to a healthy company'. In practice, this is rarely the case. The working environment - characterized by distrust and conflict - is often frustrating and demotivating. There is no doubt about it: a satisfied employee who is well disposed towards the employer is more productive and motivated, shows more initiative and willingness to collaborate.

These qualities are important for a company willing to change. Ignoring this because it is 'difficult' to handle seems to be a dramatic mistake. Dr. Eliyahu Goldratt has identified the main causes of the prevalent dissatisfaction - with the Objectiveto eliminate them and satisfaction to manufacture. He called them the 'Engines of Disharmony' and contrasted them with the 'Engines of Harmony' – the desired state, so to speak.

ENGINES OF DISHARMONY

  1. I do not know what My contribution: and I also do not know how my contribution is assessed / acknowledged.
  2. I do not know what the Contribution of others: and I do not know how to be rated / acknowledged.
  3. organizational conflicts: which rules are best applied to achieve the organizational goal.
  4. Inertia: / Fear of failure prevents necessary changes and continuous improvement.
  5. Individual conflicts due to existing Gaps: between responsibility and authority (leads to “extinguishing fire”).

ENGINES OF HARMONY

  1. I know exactly what my contribution is and how my contribution is assessed / acknowledged.
  2. I know exactly what others have to contribute and how their contribution is assessed / acknowledged.
  3. Systematic alignment of the rules with the goal of the organization (replacing the local / short-term optima with rules for a global optimum).
  4. Processes, skills and culture are oriented towards a continuous improvement by uncovering contradictions and infractions of basic assumptions.
  5. Systematically closing all gaps between responsibilities and authorities. “Extinguishing fire” is the impetus for conflict resolution.

Step by step to harmony

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Desired changes affect the entire company and therefore all employees. Want this Sinn see in their work, work productively and harmoniously with others and make a positive contribution to the company.

In practice, the Theory of Constraints offers concrete tools for each of the engines that help to break the path of disharmony Harmony to go. It is important that this fits into the overall continuous improvement process.

Exposing the causes

That way People they need to be able to deal effectively with each other in a professional environment clear defined roles and responsibilities. In this way, one by one, the Engines of Disharmony break open, exposing their underlying causes, which can then be removed with other tools:

  1. Each role in the company is defined precisely with all its functions, in cooperation with the respective employee.
  2. Conflicts and contradictions are identified and clarified or eliminated by the responsible management levels.
  3. A change matrix is ​​used to develop the necessary changes.
  4. Frequent fire extinguishers, identified in 2, serve as an indication of gaps between authority and responsibility.
  5. The entire company structure is therefore being put to the test.

Openness as a basis

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In this way, the entire corporate structure is put through its paces and improved in agreement with everyone. Invalid or Harmful Regulate are eliminated or adjusted. It is important to show the necessary openness:

If employees are encouraged to bring up grievances, these must also be discussed seriously. It does not necessarily have to turn out that a change is necessary or the best Solution is. But this can only be found out if everything is taken into account.


Top books on the subject

9783965963887

 9783965964846

 9783965965300

 9783965965409

 9783965964143

 9783965965584

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