Lean Leadership - Adressing "Antibodies"

Lean Nation;

This week's blog will focus on addressing antibodies.  Before we can get too far, we need to define what an antibody is.  An antibody is an individual that tries to preserve the status quo of an organization.  While that is the technical definition of an antibody,  let me provide a different definition.  An antibody is an individual that resists change.   Like antibodies get active in the human body when an infection is present to return the body to status quo,  so do antibodies get active in an organization when change is infused.

Individuals that resist change can be detrimental to the change process.  People that refuse to follow standard work, people that decide not to participate in improvement, and people that at extremes, even sabotage the efforts must be dealt with quickly and effectively.

So should we fire everyone that falls in this category?  Absolutely not.  Why are people resisting? This answer is multi-faceted.  Some people might not be clear on the reason for change, while others might not have been provided the opportunity to provide input in the changes. Another group didn't like the changes and is digging their heels in.

There are dozens of strategies to address antibodies, far beyond the few paragraphs compromising this blog.  I will provide a few common approaches you can utilize to help bring antibodies along.

1) Upfront, be sure to clearly communicate the reason for change and what is expected of all staff.  In the early stages, I am not usually concerend that everyone particpate in improvement. However, following standard work cannot be negotiated.  Standard work is the cornerstone of all improvement and everyone has to follow the work standards all the time.

2) Try to give opportunities for everyone to provide feedback to proposed changes.  It is easier to accept change if you have been communicated to and involved.  No one likes being changed. This is not alwasy possible, especially when you have a large organization spanning shifts or weekends.  Regardless, make every possible attempt to allow the team to give feedback on proposed changes while these changes are being developed and while these changes are being tested.

3) I find the best way to turn antibodies to champions is by getting them involved in the process.  Many team associates will be great advocates of lean and improvement once they have the opportunity to experience the complete PDCA cycle executed in a team environment.  Involvement = commitment.

4) Deal immediately and swiftly with those people who choose not to follow standard work.  This can range from a short talk to progressive discipline.  You will not sustain any of the teams hard work with a consistent commitment from the team to follow standard work.  Regrettably , after following steps 1-3 above, many managers fall short in step four leading to sub-standard results.

Antibodies are usually "bad" people.  Some staff will be filled with anxiety over any change and some staff will believe the change will cause the work and the corporation to fail, or be very difficult.  Anxiety usually goes away over time. 

However,  we need to have a strategy in dealing with antibodies since they will multiply if left unchecked. Antibodies that multiply will preserve the status quo which means no improvement, and no change in either perfromance or culture. A great lean leader anticipates that antibodies will be present and addresses the issues enabling greatness to occur.

Lean Blessings,

Ron

Ron Bercaw
President, Breakthrough Horizons
www.breakthroughhorizons.com