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team belief. Beliefs are powerful in that they dictate action plans that produce
desired results. Successful deployment benchmarking (initially) and experiences
(later) determine the beliefs, and beliefs motivate actions, so ultimately leaders
must create experiences that foster beliefs in people. The bottom line is that for
a Six Sigma data-driven culture to be achieved, the company cannot operate with
the old set of actions, beliefs, and experiences; otherwise the results it gets are
those results that it is currently having. Experiences, beliefs, and actions—these have
to change.
The biggest impact on the culture of a company is the initiative founders them-
selves, starting from the top. The new culture is just maintained by the employees
once transition is complete. They keep it alive. Leadership set up structures (deploy-
ment team) and processes (deployment plan) that consciously perpetuate the culture.
New culture means new identity and new direction, the Six Sigma way.
Implementing large-scale change through Six Sigma deployment, the effort en-
ables the company to identify and understand the key characteristics of the current
culture. Leadership together with the deployment team then develops the Six Sigma
culture characteristics and the deployment plan of “how to get there.” Companies with
great internal conflicts or with accelerated changes in business strategy are advised
to move with more caution in their deployment.
Several topics that are vital to deployment success should be considered from a
cultural standpoint such as:
Elements of cultural change in the deployment plan
Assessment of resistance
Ways to handle change resistance relative to culture
Types of leaders and leadership needed at different points in the deployment
effort
How to communicate effectively when very little is certain initially
Change readiness and maturity measurement or assessment
A common agreement between the senior leadership and deployment team should
be achieved on major deployment priorities and timing relative to cultural transfor-
mation, and those areas where further work is needed to reach consensus.
At the team level, there are several strategies a Black Belt could use to his or her
advantage in order to deal with team change in the context of Figure 9.7. To help
reconcile, the Black Belt needs to listen with empathy, acknowledge difficulties, and
define what is out of scope and what is not. To help stop the old paradigm and reorient
the team to the DFSS paradigm, the Black Belt should encourage redefinition, use
management to provide structure and strength, rebuild a sense of identity, gain a sense
of control and influence, and encourage opportunities for creativity. To help recommit
the team in the new paradigm, he or she should reinforce the new beginning, provide
a clear purpose, develop a detailed plan, be consistent in the spirit of Six Sigma, and
celebrate success.
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