“All problem solvers must…”
Given how the work we do at Modus Cooperandi focuses largely on the nexus between Lean for knowledge work, behavioral economics, neuroscience, and the teachings of W. Edwards Deming, one response in particular resonated:
“Understand how their behaviors are contributing to the problem.”
While Lean offers us a set of principles and practices to help us create value for our customers, for our organizations, and for ourselves, it’s our brains that seem to pose the greatest challenge to its successful implementation.
But it’s not our fault, you see. Our brains hate us.
Okay, so maybe that’s a bit harsh. They do nevertheless tend to act in their own self-interest to conserve cognitive energy - opting for rapidity over reason - often sabotaging our best intentions with their behavior-impacting shortcuts. Which is precisely what Jim Benson and I have encountered in the hundreds of workshops we’ve offered where we ask participants, What is your biggest impediment to implementing Lean?
The universal response? Myself.
To understand why this is, we need to look no further than the System of Profound Knowledge (SoPK). With SoPK, Dr. Deming explains how people and processes are all part of a complex web of interrelated systems. Among those is our cognitive system.
In contrast to that which is found on the factory floor, knowledge worker’s “machinery” - their brains - can be capricious, rendering thought processes less than reliable, and actions less than rational.
For Lean thinkers who engage in knowledge work, even a cursory understanding of how the brain can contribute to behaviors impeding Lean’s five key principles (as Dr. Deming instructs, having an understanding of psychology) is crucial to identifying where Lean efforts might become sabotaged.
So stayed tuned for my latest series of posts: The Lean Brain.
Post 1: Value is a Conversation
Post 2: Visualization Begets Alignment
Post 5: Improvement is Not an Option