Risk Management - A Shift in Thinking: What to Change To
What is This Thing Called a Shift in Thinking?
As you read in the Preventing Reversion lesson, it is important for a business implementing a rapid change project to use measurements of flow and variability, not averages or measurements of costs, to measure performance under the new paradigm.
A shift in thinking is the shift from the old paradigm (that focuses on averages and costs) to the new paradigm (flow and variability). There are a number of shifts in thinking that act as non-technical prerequisites to an change project, but they are as equally important as technical prerequisites, if not more important.
Shifts in thinking are vital to the success of implementing new systems.
The change that occurs from a rapid install of a new system is sudden, not gradual. In order to be prepared for this sudden change, it is necessary for key workers to have experienced a paradigm shift in order to embrace the change and align the wider team with the new way of thinking.
To create forward momentum in conjunction with a change, there needs to be a shift in thinking.
To create forward momentum in conjunction with a change, there needs to be a shift in thinking.
Changing the way employees of the business think, as well as changing the paradigm the business is operating in, helps prevent the tendency to revert back to old behaviours.
You can’t successfully achieve rapid installs if people are not willing to participate!
The change that occurs from a rapid install is sudden, so it is necessary for owners, managers, and key workers to experience a shift in paradigm prior to implementation.
The shifts in thinking are equally as important as the physical or software prerequisites that the business will need to clear.
