Overcoming Opposition to Employee Involvement

Employee involvement is a critical element of evaluating existing sources of waste and inefficiency. It is also essential to the successful identification of alternative solutions. Employees possess a first-hand knowledge and perspective on a company's operations that can prove invaluable to the lean Six Sigma transformation.

Moving an organization to a place where employee involvement is both valued and welcomed, however, may take some work. Resistance typically springs up in response to impending change. A marked lack of enthusiasm for deviations from the status quo is human nature. To overcome this obstacle and begin the lean Six Sigma process, a climate favorable to change must be created.

Building a Climate for Change

In order for an organization to accept employee involvement in the lean Six Sigma transformation process, three elements must be present at all levels; the desire, the ability and the authority to change.

  • Wanting Change - For change to be desired, its perceived rewards must outweigh the perceived risk of trying something new. Unless this motivation is in place, organizations are unlikely to be receptive to employee participation in the transformation process. This motivation arises from an awareness of the need for change. Compelling reasons for deviating from the norm must be presented. There needs to be a clear understanding of the impact of current operations. This understanding may arise from comparing the company's sales performance with its competitors, evaluating upcoming economic conditions and their impact upon the company or analyzing profit trends.
  • The Ability to Change - In addition to the motivation to accept change, organizations also need the skills to implement it. Desire alone is not enough to make the required cultural or procedural changes. The ability to change may hinge upon learning different managerial styles, conflict resolution or interpersonal skills. Development of these skills may require training programs, seminars or the introduction of a support system for both management and the workforce. All members of the organization essentially need to learn new behaviors.
  • Permission to Change - In order for organizations to create an environment favorable towards employee involvement, management must adopt behaviors and procedures that allow this change to occur. If an employee approaches management with input, for example, management must attend to and act upon this information. When management actively welcomes employee input in such a manner, the work force becomes more willing to express their opinions and participate in re-creating the organization.

While resistance to change is a normal occurrence, it is critical that organizations develop the desire, ability and power to accept change. The success of implementing lean Six Sigma depends upon the active participation of management and employees alike.