Helmut Jilling
Auditor / Consultant
Anita Alston said:I had already Googled the Red Bead experiment, prior to class; so, had some knowledge of it already. However, I found it humorous that the experiment added the signage that is so prevalent in many workplaces, as "incentive" for improvement. I have worked, over 40 years, in many hospital systems across the country; and, each one had their own "coined" incentive phrases, posters, motivational educational seminars, etc. etc. Many healthcare corps. changed from one "innovation" to another, trying to encourage a good morale, helpfulness, etc. If their productivity or patient satisfaction numbers declined, they often changed tacts. Currently, I work for one that has utilized all the bells and whistles of the "FISH philosophy".....you know, the "choose your attitude....play....have fun..... be there for others, etc."
And, there are FISH cards you can use to expound on someone's above-and-beyond-the-call-of-duty helpfullness. The cards go in a fish-bowl; there is a drawing monthly for some extra little goodie, and email recognition. But, essentially, this does not change the work environment and costs the corporation $$ in obtaining materials and utilizing this copywritten "philosophy". What we really want is some attention to the problems at hand, validation of our concerns, extra help on units that are short-staffed, and a general environment of teamwork. Does management really listen to our concerns and act? Does the FISH philosophy really change the work environment for the better? What about our annual performance evaluations that are "mandatory" per Human Resources, but not connected to any incentive bonus? What good does all this do for the worker, or the workplace? My guess is, as demonstrated with the Red Bead experiment, there is not much correlation between management's choice of incentive phrases and materials and actual (measurable) results.
Anita
Anita, my consulting company is putting together a pilot program for improving Healthcare that I think you would be pleased with. It focuses on Deming's concepts that the failure is in the system and management controls the system, therefore, the program focuses on getting management to do the right things. A refreshing focus, rather than blaming everything on the workers, wouldn't you agree?
(if you would be interested in seeing this, send me a private email with your email address, and I will send you the Powerpoint brochure when it is ready.)