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Decelerate Stop Accelerate
Denial
Harvest
Alliance
Communicate
Anger/
Anxiety
Planning
Old Paradigm
Loss
Fear
Frustration
Old
Paradigm
Uncertainty
Acceptance
FIGURE 9.8
The “frustration curve.”
venue, the objective of the Black Belt is to develop alliances for his efforts as he
or she progresses. El-Haik and Roy (2005) depict the different stages of change in
Figure 9.8. The Six Sigma change stages are linked by what is called the “frustration
curves.” We suggest that the Black Belt draw such a curve periodically for each team
member and use some or all of the strategies listed to move his or her team members
to the positive side, the “recommitting” phase.
What about Six Sigma culture? What we are finding powerful in cultural transfor-
mation is the premise that the company results wanted is the culture wanted. Lead-
ership must first identify objectives that the company must achieve. These objectives
must be defined carefully so that the other elements such as employee's beliefs,
behaviors, and actions support them. A company has certain initiatives and actions
that it must maintain in order to achieve the new results. But to achieve Six Sigma
results, certain things must be stopped while others must be started (e.g., deploy-
ment). These changes will cause a behavioral shift the people must make in order for
the Six Sigma cultural transition to evolve. True behavior change will not occur, let
alone last, unless there is an accompanying change in leadership and deployment
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