Month: December 2019

In previous articles, we have been discussing discipline as it relates to human psychology and the people aspects of lean.

We first looked at the need to delay gratification. In a business environment, this is manifest through the willingness to face problems head-on, rather than continuing work through a series of workarounds.

Last time, we explored the assumption of responsibility. In a lean enterprise, this surfaces in the determination to immerse oneself in cycles of continual reflection. Hansei is the beating heart of Kaizen and the learning environment. Once again, personal discipline is required to stick at it.

Now our discussion moves on to the “dedication to the truth of reality.” (Peck, p65.)

We, each of us, carry around a map of our reality. We build and tweak this mental map as we grow and gain experience in life. Our “work brain” evolves in the same way. Some of our colleagues will have defined their understanding of the working world before exposure to lean methodology. Changing this map is a mighty effort.

“We can revise our maps only when we have the discipline to overcome that pain.” (Peck, p.38.)

In this sense, one could conclude that we are almost predisposed to reject lean methods from the off. Rejection is far more comfortable than tapping into the discipline of learning something new.

It is in the face of this rejection that front line change agents and early adopters must be particularly rugged. We change our working environments, one mind at a time.

I used to know somebody who went to work and did the bare minimum. This guy’s only interest was to get to the end of the day, having expended the least energy possible. Then, one day, this individual was involved in a lean workshop. That couple of days was utterly transformative, and, in the face of this revelation, he rewrote his map entirely. I can write this with some authority because that individual was me.

Now, when I stand in front of a training room, or a team of colleagues at the gemba, I aim to replicate that feeling in someone else. But I must be mindful that I am asking people to change their maps. My revelatory experience allowed me to jump straight over the pain of change. We must realize, however, that others will travel by a more convoluted route.

“The feeling associated with giving up something loved – or at least something that is part of ourselves and familiar – is depression.” (Peck, p.57.)

By contrast, those who are struggling to give up a familiar map find themselves exposed to the energy of those who are full of joy at lean methods. These flag bearers have a dedication to the new truth.

“What does a life of total dedication to the truth mean? It means, first of all, a life of continuous and never-ending and never-ending stringent self-examination.” (Peck, p.39.)

Is this not precisely what we strive for in a continually learning, Kaizen environment? Now, we have an understanding of why it is such a tough assignment.

The same is true of our leaders. We assign to them a curious crown of serenity and all-knowing, but they too will struggle with the same doubts and pain.

“The best decision-makers are those who are willing to suffer the most over their decisions but still retain their ability to be decisive.” (Peck, p.64.)

In the end, it is caring that drives us. When we care about our colleagues, our product, our business, and our customers, we will face and endure the pain of our dedication to reality. We will delay our gratification and assume full responsibility for facing and resolving our problems. In short, we will grow. And, growth, both personal and organizational, is a beautiful thing for which to strive.

That is the human essence of Kaizen.