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Best of HR – Berufebilder.de®Claudia Simon is managing director of VISTEM GmbH & Co. KG. She is a management consultant for strategy and organizational development in companies and, together with a team of experts, advises national and international companies on their growth development. Simon completed an apprenticeship as an industrial clerk and studied business administration at the University of Applied Sciences in Worms. After training as a legal clerk and working as an assistant to the management in larger law firms, where she was involved in the implementation of a management system, among other things, she headed the training and consulting department of a company specializing in legal software. In addition to her work as a management consultant, Caudia Simon coordinates the network of German-speaking experts , Users and interested parties to the Theory of Constraints. More information at www.vistem.eu

Change: 3 X 5 steps to harmony in the enterprise

A company that offers a more comfortable working environment creates ideal conditions for change initiatives. The fact that the throughput increases is a positive side effect of the actual goal: more satisfied 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 dissatisfaction that is often present - with the aim of eliminating them and creating satisfaction. He called them the 'Engines of Disharmony' and compared 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

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

In practice, the Theory of Constraints provides for each of the engines concrete tools that help to go the path from disharmony to harmony. It is important that this fits into the entire process of continuous improvement.

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Exposing the causes

In order for people to interact effectively in a professional environment, they need clearly defined roles and responsibilities. In this way, the Engines of Disharmony break up one at a time, exposing their underlying causes, which can then be eliminated 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

In this way, the entire company structure is thoroughly tested and, in agreement, improved. Invalid or harmful rules are eliminated or adjusted. It is important to show the necessary openness:

If employees are encouraged to raise grievances, they must also be seriously discussed. It does not necessarily mean that a change is necessary or the best solution. But this can only be found out if everything is considered.

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3 responses to "Change: 3 X 5 steps to harmony in the company"

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