Any swimming tips before I dive into the pond? Real estate development business

Wes Bucey

Quite Involved in Discussions
#11
You're fighting conflicting priorities. Your priorities, as assigned by your boss, are different from the priorities of managers who are trying to reduce their backlogs. At some point above the levels of these managers there has been a failure of leadership. Until the priorities of the various managers have been aligned, your frustration will continue and there is an excellent chance that the ultimate failure of the project will be pinned on you.

You need to talk to someone--your own boss for starters--and let her know that you're not getting the cooperation you need, and without it you won't be able to get your work done on schedule, if at all.
Jim has put his finger on the issue. The manager who says, "Your problem is not MY problem" is just continuing the concept of silos. Until she understands that helping YOU helps her in the long run, you will continue to be thwarted in your goal of having a SYSTEM of processes instead of a loose federation of petty princes and satraps. Deming posited SoPK as a way to accomplish this (as I wrote earlier)
Thus, we introduce the concepts of "process," "system," and "continual improvement." All persons are kept in the loop and we try to create a plan for a system of processes (with "plateaus" along the way where progress can be evaluated to determine whether the plan is working or needs to be tweaked.)

My style of consulting is to create [recreate?] Deming's System of Profound Knowledge (SoPK) to encourage everyone in the organization to be on a constant learning curve and to deploy that knowledge to improve the organization and, by extension, improve themselves.

For either the internal or external "change maker," it is important to remember that the question foremost in the mind of EVERY member of the organization is,
"What's in it for me?"
Until that department manager sees a benefit to answering your question, you are spitting into the wind. Contrary to Jim's thought, though, I don't believe a dictate from on high will be as successful for you as educating the department heads to the benefits down the road.
 
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Jim Wynne

Staff member
Admin
#12
Jim has put his finger on the issue. The manager who says, "Your problem is not MY problem" is just continuing the concept of silos. Until she understands that helping YOU helps her in the long run, you will continue to be thwarted in your goal of having a SYSTEM of processes instead of a loose federation of petty princes and satraps. Deming posited SoPK as a way to accomplish this (as I wrote earlier)...
It's utterly impossible for anything like "profound knowledge" in the Deming sense to exist without it first being created. In the vast majority of organizations, the person at the top is the only one who can do that. Rather than SoPK, which is a squishy and mostly theoretical concept given to creation of tautologies, the idea is for leaders at the top to (as Deming also said) create constancy of purpose.

Until that department manager sees a benefit to answering your question, you are spitting into the wind. Contrary to Jim's thought, though, I don't believe a dictate from on high will be as successful for you as educating the department heads to the benefits down the road.
First the "dictate from on high" must happen, then the education. So long as people are forced to choose which blow to the head they're going to get and not whether they will get one, nothing can be done.
 
B

biboy2012

#13
You're fighting conflicting priorities. Your priorities, as assigned by your boss, are different from the priorities of managers who are trying to reduce their backlogs. At some point above the levels of these managers there has been a failure of leadership. Until the priorities of the various managers have been aligned, your frustration will continue and there is an excellent chance that the ultimate failure of the project will be pinned on you.

You need to talk to someone--your own boss for starters--and let her know that you're not getting the cooperation you need, and without it you won't be able to get your work done on schedule, if at all.
Thank you, Jim. I will have to speak with my boss if it is possible to move to next/another depaptment for whom she have alloted it as my third assignment and see if she/they agree to switch. Just in case she/they don't, I will send my questions via email, since that was she (Operational Department Head/Manager) suggested and she will send her responses. At least my deliverables will still move even without us meeting.

What are the good questions for Manager/Dep't Head? The real challenge is how to make set of questions that adress the requirements for documenting their unique processes. I think her supervisors and staffs (process owners) are more familliar with the sequence of tasks required to complete each of the activity/process.

I will try to create some questions for the Manager/Dep't. Head and post them here (suggestions are welcome).
 
B

biboy2012

#14
Jim has put his finger on the issue. The manager who says, "Your problem is not MY problem" is just continuing the concept of silos. Until she understands that helping YOU helps her in the long run, you will continue to be thwarted in your goal of having a SYSTEM of processes instead of a loose federation of petty princes and satraps. Deming posited SoPK as a way to accomplish this (as I wrote earlier)Until that department manager sees a benefit to answering your question, you are spitting into the wind. Contrary to Jim's thought, though, I don't believe a dictate from on high will be as successful for you as educating the department heads to the benefits down the road.
In fairness to the Manager, she suggested to send her via email any questions I might have or any items I want to be addressed and she propmised that she'll send her responses. I am thinking of set of questions that address the requirements for defining responsibilities and authorities, internal communication, the control of service provision etc and another set of questions that are, strictly speaking, first derived from the Manager/Dep’t Head and then, the applications and nitty-gritty are expressed in the various sections.

I need some assistance with good questions to ask.
 

Wes Bucey

Quite Involved in Discussions
#15
It's utterly impossible for anything like "profound knowledge" in the Deming sense to exist without it first being created. In the vast majority of organizations, the person at the top is the only one who can do that. Rather than SoPK, which is a squishy and mostly theoretical concept given to creation of tautologies, the idea is for leaders at the top to (as Deming also said) create constancy of purpose.

First the "dictate from on high" must happen, then the education. So long as people are forced to choose which blow to the head they're going to get and not whether they will get one, nothing can be done.
It appears we have differing philosophies. In this regard, I'm interpolating from my own experience with numerous businesses over a number of years. I've seen more lasting improvement when organizations break down the silos and it is difficult to do that just by ordering it, especially if there is some sort of punishment waiting for an infraction. When punishment is an option, just as many hide the infraction as obey the dictate. There is plenty of punishment waiting for speeders on our highways, but that doesn't seem to stop them. Seat belts, on the other hand, are perceived to be a "good" thing, regardless of the fine for not wearing one and so the percentage usage has gone up incrementally every year since they were introduced. Whether a person speeds or wears a seat belt may not seem to have much in common with whether employees in an organization will follow a plan for improvement, but each depends on the individual's understanding of the benefit versus the FEAR of punishment.

For the record:
I don't see FORCE being the most viable option with an organization of professionals in a real estate development business where most professionals can take their shingle to another shop down the street with no fear of blackballing by the previous employer. It sure wouldn't have worked in our investment bank. Discussion, education, and persuasion showing benefits are more likely to produce the desired results with such an audience.
 
B

biboy2012

#16
Please proof read the following set of questions. If you have suggestions for improving these questions, please post them here. I’m not sure if I was able to capture everything I need by these 8 sets of questions. I feel that some questions are lengthy and more difficulty of getting response.

1.How do you set and deploy organizational values, short- and longer-term directions, and performance expectations, including a focus on creating and balancing value for customers and other stakeholders? Include how you communicate values, directions, and expectations through your leadership system and to all employees.

2. How do you communicate to your employees, as a support group to Customer Service department, the importance of meeting Customer Service department’s requirements? (Customer Service Requirements = Customer Requirements). How do you verify that your message is understood?

3. What are your departmental objectives/targets and associated measurements for service realization process?

4. How do you ensure that responsibilities and authorities are deined and communicated within your department?

5. How do you create an environment for empowerment, innovation, organizational agility, and organizational and employee learning?

6.How do you review departmental performance and capabilities to assess departmental success, competitive performance, progress relative to short- and longer-term goals, and the ability to address changing organizational/departmental needs? Include the key performance measures regularly reviewed by your senior leaders. Also, include your key recent performance review findings.

7.How are departmental performance review findings translated into priorities for improvement and opportunities for innovation? How are they deployed throughout your organization and, as appropriate, to your suppliers/partners to ensure organizational alignment?

8.How do you use departmental performance review findings to improve both their own leadership effectiveness and your leadership system?
 

Jim Wynne

Staff member
Admin
#17
It appears we have differing philosophies. In this regard, I'm interpolating from my own experience with numerous businesses over a number of years. I've seen more lasting improvement when organizations break down the silos and it is difficult to do that just by ordering it, especially if there is some sort of punishment waiting for an infraction. When punishment is an option, just as many hide the infraction as obey the dictate. There is plenty of punishment waiting for speeders on our highways, but that doesn't seem to stop them. Seat belts, on the other hand, are perceived to be a "good" thing, regardless of the fine for not wearing one and so the percentage usage has gone up incrementally every year since they were introduced. Whether a person speeds or wears a seat belt may not seem to have much in common with whether employees in an organization will follow a plan for improvement, but each depends on the individual's understanding of the benefit versus the FEAR of punishment.

For the record:
I don't see FORCE being the most viable option with an organization of professionals in a real estate development business where most professionals can take their shingle to another shop down the street with no fear of blackballing by the previous employer. It sure wouldn't have worked in our investment bank. Discussion, education, and persuasion showing benefits are more likely to produce the desired results with such an audience.
It's not about "forcing" anyone to do anything, at least not in the sense that you're using. It's about creating a culture where people want to do the right thing, and are able to do so without fear of untoward consequences. If there are conflicting priorities among managers, leadership has failed--it's as simple as that. In order to correct the problem, the root cause must be addressed.
 

Jim Wynne

Staff member
Admin
#18
Please proof read the following set of questions. If you have suggestions for improving these questions, please post them here. I’m not sure if I was able to capture everything I need by these 8 sets of questions. I feel that some questions are lengthy and more difficulty of getting response.

1.How do you set and deploy organizational values, short- and longer-term directions, and performance expectations, including a focus on creating and balancing value for customers and other stakeholders? Include how you communicate values, directions, and expectations through your leadership system and to all employees.

2. How do you communicate to your employees, as a support group to Customer Service department, the importance of meeting Customer Service department’s requirements? (Customer Service Requirements = Customer Requirements). How do you verify that your message is understood?

3. What are your departmental objectives/targets and associated measurements for service realization process?

4. How do you ensure that responsibilities and authorities are deined and communicated within your department?

5. How do you create an environment for empowerment, innovation, organizational agility, and organizational and employee learning?

6.How do you review departmental performance and capabilities to assess departmental success, competitive performance, progress relative to short- and longer-term goals, and the ability to address changing organizational/departmental needs? Include the key performance measures regularly reviewed by your senior leaders. Also, include your key recent performance review findings.

7.How are departmental performance review findings translated into priorities for improvement and opportunities for innovation? How are they deployed throughout your organization and, as appropriate, to your suppliers/partners to ensure organizational alignment?

8.How do you use departmental performance review findings to improve both their own leadership effectiveness and your leadership system?
I think you need to pare it down a bit. The first question alone might take an hour to answer. Keep it very simple, or be prepared for being ignored.
 
B

biboy2012

#19
I think you need to pare it down a bit. The first question alone might take an hour to answer. Keep it very simple, or be prepared for being ignored.
Thanks Jim! Appreciate your response. I'll try to pare it down a bit. :agree1:

I feel that the 8 sets of high-level questions haven't covered everything, so, keep the ideas flowing!!

However, I need to make a very detailed questions that will help me write the procedures. I don't think this should go through to the Manager/Dep't Head given her scope – this would be something that her team (supervisors and staffs) can answer.
 
S

samsung

#20
Somashekar has explained it well. In short, the questions you should be asking her should stem from 4.1, i.e.
- identify the processes/ activities/ tasks within the deptt.
- Their sequence and interaction
- Determining criteria and methods for operation and control of processes
- Availability of information and resources (including human resources)
- Information flow; within & outside the department
- Methods of monitoring, measurement and analysis of processes
- Documentation and record requirements
- Restoring the status quo
- Troubleshooting and Process improvements
- Outsourcing etc.

Two of the most important questions that you must be asking in order to document any process:

- What's most important/ critical for you and how do you manage it?
- How much of what's most important for you to achieve the results is dependent on:
  • following documented procedures?
  • employees' competence?
 
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