The IDEA System Challenge

Greetings!

Since the inception of that sinister little device called the employee 'Suggestion Box', companies have made various attempts to solicit input from their employees. Initially, these attempts by management to show they care were ... well, let's just say they were not productive. I remember some TV show a while back where they had a suggestion box on the wall.  Only problem was that it was painted on the wall.  When an employee attempted to place their suggestion in the box ... it just fell to the floor.

Fast forward to present day. The IDEA System is the offspring of these early attempts at employee inclusion. However, folks who devised this system showed they have learned a thing or three.  No longer a feeble, distant approach to engage the employees by asking for suggestions, this tool provides structure to engage and reward the employee for continuous attention to the innovation of the business.

The goal of the IDEA System is very basic, by giving the employee tools and the positive recognition for using the tools, the business will reap substantial rewards.  As the key to business growth (lifeblood), or at the very least survival, is innovation.

Now the challenge. Reputable groups (ASQ, Six Sigma, et al) have hammered out an excellent format for utilizing this idea engagement model, and it works. Results sparkle - when used. The fact is though, many companies are still in a suggestion box mentality. Why would they still be stuck in the era when a television was the 'that new gadget'?  Surely, a proven system to continually innovate the business (that works), and is quite easy to understand fails at many companies - or is just ignored.

When the implementation of an IDEA Systems fails,  company management is often not yet ready to embrace the fact that the employees have some great ideas. And, by accepting that fact, their perception of themselves begins to change. In fact, it upsets the entire paradigm they have grown accustomed to. Recognizing and rewarding staff for something managers feel is their job can be quite frightening to them.
If the company decides to implement the system, without first working with management to develop a management plan to evolve their responsibilities, the result usually is nothing more than toleration of the system.

And then ... bad things happen. No training, or limited training, no sponsorship, no commitment or follow through by management  - always so very important to the success of any change management initiative. The system can even descend into the 7th level of business hell when suddenly, the employee's ideas become the manager's ideas.  Worse, the employee is tasked with implementing said 'management ideas'. And, without proper training, guidance or support, the employee fails to implement the idea successfully.  Management's response; 'We have the ideas ... if only the employees were better in their jobs'. Very ugly indeed.

Before a company wants to employee a great process like the IDEA System to innovate their business, it must first take a hard look at itself in the mirror and ask the questions; Do we want the employees to succeed?Will management be threatened by employee success? Does the business wish to have employees sufficiently engaged and empowered where they no longer require certain management oversite? Is the company prepared to assist management on elevating their purpose?

If they are, the results can be astounding. The IDEA System then becomes a perpetual employee innovation machine - every day!

Fran

Not Just Another Pretty Logo

Greetings!

I was recently asked to be course consultant for a company in the Boston area called MindEdge.  And, this wasn't your run-of-the-mill-consult-at-a-desk gig either.  It was an on camera appearance for an educational content provider of online training and course ware to colleges, universities, associations, and corporations world wide. Since my camera time has been fairly limited (as in none, zero, zip, nada), this invite looked especially challenging.

My credo of late has been, if it's out of my comfort zone, but could pay off  in the form of learnings and/or experience - and doesn't involve swimming with sharks or skydiving - I'm in.

The folks at MindEdge were developing a Project Management education program, and asked me to provide commentary regarding how quality concepts intersect with the project management discipline. If you take nothing else away from this article, know that MindEdge is spot on regarding the interdisciplinarity of quality management and project management. Each one links to the other by proven methodologies. In fact, your basic ASQ-CQM/OE exam covers an area entitled 'Project Management'. Working with quality methods or project management methods is one thing, understanding quality concepts while practicing project management methods , or vice versa, is a one-two punch that can really accelerate understanding, collaboration and ultimately reach organizational goals for initiatives in these areas more efficiently.

The folks there were excellent to work with, and helped prepare me as much as I needed  - and I definitely needed some help.  They guided me regarding topic options to discuss, and I even was able to add in topics I didn't see on the list - but felt needed to be covered if we were to discuss quality and project management in the same setting.

On the day of the shoot (Oh ya, I know all the lingo now), they were very helpful in teaching me about how the filming would work, and helped me get situated in the studio before the camera rolled.  However, if you've never sat in front of a camera in a studio before to discuss ANYTHING, it can be quite overwhelming.  Honestly, I didn't realize my body could twitch so fast in so many places.

After I heard the producer say; '3-2-1...'  I really don't remember much of some of my early commentaries. I did try to draw on my Toastmasters learnings to present in the most personable and informational manner possible; but again, with so much twitching going on, just trying not to spasm right off the chair was a feat in itself.

I was able to complete all the topics I had signed on to cover.  When I went back and looked at the work, I was pleased that 1) I was coherent, 2) my comments made sense and blended well with the PM topic areas, and 3) I looked calm - with no visible twitching.

Thanks again to MindEdge for their progressive approach to course material development, and seeing what many do not - which is the interrelationship of Quality Management and Project Management. And, thanks for being so kind working with a 'rookie'. Tom Cruise has got nothing to worry about.

 Here's wishing every success for MindEdge.

Fran

Next topic: Method To The Madness: Rise of the idea system (which I've been meaning to get to for a while now)