SEARCH
0-9 A B C D E F G H I J K L M N O P Q R S T U V W X Y Z
Prev | Current Page 735 | Next

Margaret K. Kulpa, Kent A. Johnson

"Interpreting the CMMI: A Process Improvement Approach, Second Edition"


Look at your daughter and try to see her as the beautiful, young girl she is.
Tell her something nice, something that you like about her.
If you can??™t think of anything, lie. Come up with something. Use your
imagination.
What does this have to do with process improvement? Everything.
What this woman had learned from her short time with Dr. Phil was the process
of her actions. What she wanted was procedures detailing what to do, when,
and how. If you want change to occur in your organization, you must not only
give wakeup calls, but follow through with instructions that support the changes
needed.
rewards and Punishment
Sociological and psychological studies have been done that conclude that the best
way to ensure long-lasting change is through positive, not negative, reinforcement.
To that end, your organization needs to devise a new reward system. Instead of
rewarding the guy who always stays late when a new system is going into production
or is to be shipped to the customer, why not ask yourself, ???Why is this guy
staying late? Is he incompetent? Does he purposely wait to start his duties until the
last minute? Does he enjoy the attention he gets from ???saving the show??™? Did he
do anything to obstruct the system going in more smoothly that necessitated his
staying late? Did he not plan his work correctly? Did I not plan the work correctly?
Did we not adequately staff this job???? The point is, the reward system must change.


Pages:
723 724 725 726 727 728 729 730 731 732 733 734 735 736 737 738 739 740 741 742 743 744 745 746 747