I have been using this video is my Lean-Leadership and Managerial-Leadership consulting and trainings.

For people who have seen the original Monkey Business video, they know to look for the monkey BUT, as this video illustrates, even when you know what to look for you miss other things that are happening in front of your face.

Using this video to illustrate two concepts;

• The need and use of Gemba: solving problems in the location of the problem by the people who have first hand experience with the problem.
• The systemic nature of Organizations and team: By changing one thing other parts of the system/process are changed that we may not notice.

On to the Inquiry:

What are you looking at?

• What areas of focus are needed to solve this?
• While we are focusing on this area…what other areas are being ignored?
• Have we spoken to the people who are closest to what we perceive as the problem? What solutions have they tried and they are using?
• I am sure you have graphs, data, and fancy spreadsheets – what does all that mean in concrete examples?
• What Gorilla’s are you currently looking for?

What other ways could you use this video? Please share some ideas and stories.

michael cardus is create-learning

I serve on the ASQ Human Development & Leadership Division Board as the Education Chair, ASQ Buffalo NY Section as the Community Liaison.

ASQ The Global Voice of Quality, published one of my articles ‘Quality Tools to Discover Solutions: Nine Windows’ in the Idea Creation Tools and Problem Solving Tools, Knowledge Center.

When you’re looking for ways to break out of a mindset and spark innovation, use nine windows.

to read the entire article CLICK HERE

michael cardus is create-learning

8 Variations of Infinite Loops

Takes a fresh and creative approach to a common teambuilding activity. Each variation can be used as a stand alone, or can be sequenced into an experiential learning and team building program. These variations all focus on creating better teams that are able to work together to solve problems and innovate solutions.

Here is 1 variation ‘Partner Separation” which is the Team Building Activity that sparked the variations…for ALL 8 and they are very excellent you can purchase the entire Team Building Book. 

To Purchase the Paperback for $17.00 – CLICK HERE

To purchase the Kindle e-reader version for $10.00 $3.99 – Click Here

What others have said

“I admit it. I’m a big fan of the work Michael Cardus does with teams. I like what he does and how he does it. Michael is able to use simple activities to help individuals and groups make profound shifts. Case in point: Michael’s new e-book "8 Variations of Infinite Loops" provides you with a simple team building activity that you can now use to help the groups you serve learn powerful leadership lessons. The "Infinite Loops" game is a tried and true activity for a reason but oddly, few know how to get the most out of the activity – - luckily, Michael does. The variations he shares are wonderful and best of all, Michael provides detailed debriefing (processing) strategies which is so important. Thank you Michael!”

- Tom Heck of the International Association of Team Work facilitators (IATF)

michael cardus is create-learning

The above slideshare is from a talk I gave at Social Media Uninhibited. The talk and process are effective with technical and inter-personal steps to find solutions. Contact Mike to speak at you next event, conference, meeting or training.

Your Solution Will Not Work For Me

You must learn and determine your own solutions.

Listening to how someone else solved a problem is helpful.

BUT YOU must learn how to apply that solution to you, in your context and how you work.

We always want to share our experience and how we solved problems. When someone shares a problem they are facing, we quickly jump into the “If I was you…” “Here is what I would have done…” “That happened to me and I …” “why didn’t you just…”

That does not work and you are not helping that person you are just making them feel more helpless. STOP IT!

In this talk we will explore a method that you can use to find your own solutions to challenges, find your own voice.

Developing action steps, based upon your past success and what works for you.

Leaving you with identifying what it is you want to do (the solution),  where you currently are, how far you have already gone, steps to move further along, and some definite decisions and direction for achieving your solution.

Ending with you finding the Solution that works for YOU!

michael cardus is create-learning

This is meant to be used during the meeting, you should have already chosen the team members, sent out an agenda for the meeting, and developed some goals/tasks to be accomplished.

Additionally as the Team-Leader decided what type of meeting this is going to be, and properly informed the team-members in the agenda.

Some of the items below may seem like common sense, good.

Are you following the steps? Does the team know the method and process being used for the meeting. Developing these items will open-up the discussions and innovation to move your team and you forward.

Checklist for Running a Team Meeting

Following-up After the Team Meeting

What do you think?

In what ways is the above checklist similar to what you do? How is it different? Within your team how are meeting run? Does everyone know the method & procedure for the meetings? Do you have any examples of successful team meetings?

michael cardus is create-learning

Referenced

• Rath & Strong’s Six Sigma Team Pocket Guide.

Deming to the Editor of Time Magazine 1981;

Dear Sir,
Your article about Japan in TIME for 30 March 1981 is excellent, but the paragraph concerning my work is ridiculous and can do a lot of harm to American industry at the very time when they need guidance.
Dr. Deming did not just give a lecture in 1950. He gave 35 lectures in the summer of 1950 to engineers and to top management. Six months later he was there again, and six months after that yet again. He has made 19 trips to Japan.
One trouble with American industry today is that top management supposes that one lecture or one day will do it.

“Come, spend a day with us, and do for us what you did for Japan, that we too may be saved.”

It is not so simple. Few people in top management in America understand their responsibilities and know that they must serve a life term on quality and productivity from now on, under competent leadership. (Emphasis added)

• Found in The W. Edwards Deming Institute 3rd Quarter 2005 Newsletter
• Read this on Curious Cat ‘Why Use Lean if So Many Fail To Do So Effectively’

My Thoughts

This is still prevalent today. With many managerial and organizational professionals operating in a manner similar to Alchemy. The idea of a ‘quick-fix’ the ‘magic method or tool’ that will save the company is sought after and we still pay for this search, even after repeatedly failing to find it.

It is not so simple.

• see ‘Sweet Frosting Shit Cake’

The organizational structure must be one that releases peoples capacity to be creative, solve problems and exercise their competency. This comes from a consistent effort and the proper systems-in-place to attract trust and for people to follow along in conjunction with, where the organization and management is heading.

• Slow Down and take some time to determine how whatever idea, method, training, coaching, tool, etc… can be used to move closer to your target condition (what you want to achieve).
• What’s currently happening that makes you realize that this is not working? (what is the actual condition right now)
• Once the organization or people are using this, how will we know that they are using it? What will the organization, people be doing – that they are not doing now? What Else?
• If you effectively use this to achieve the results you want, how will you know? (in what way will you measure progress / regress)
• What is our 1st step in using this to move closer the where we want to be?
• When can we go-and-see what is happening and how it is being used?

There are NO quick fixes to Management and Quality. There are smart methodical successes that you can learn from, understand and then master to create small improvements within your organization and managerial-leadership.

What do you think?

Are Deming’s ideas still applicable to today? How do you move to create improvements with management in you organization and life? Do you have any examples of systems that continuously create improvements?

michael cardus is create-learning

image by georigami