LaMarsh and Associates - "Case for Change," January 2006

		Building a Plan with People in Mind It's natural to think of Six Sigma as simply a way to alter processes. But processes just sit on a flow chart or in a procedure format unless people choose to act on them. One critical factor to a successful Six Sigma project is the level of buy-in of the group of people who need to embrace the change for the project to be a success. Often, those people may have a hard time accepting the proposed change—and it's important to know why. When people find it difficult to change it's usually because they: Don't want to change the way they do things now Don't want to do what the project team is recommending Don't want to go through the effort of learning the new way Don't trust leadership's ability to transition to the new way Don't trust the project team's ability to transition to the new way Feel that past changes were unsuccessful and they question the worth of new changes; or, if past changes were successful, they feel the process was too difficult For each audience affected by Six Sigma, the project team should carefully consider the sources of resistance and use that information to move forward positively. Ensuring that all of those affected feel that their concerns have been addressed makes change easier for everyone! Become a "Case for Change" subscriber and receive e-mail alerts whenever we publish future issues. Next article >> Newsletter home page >>
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