| We've all heard it before - "if it we
haven't thought of it then it isn't worth doing." "No one knows our business
better than we do." This attitude is referred to as the "not invented here"
syndrome. Consultants have seen it for years. Department managers and employees use it to
fend off outside influence from other departments or intervention from consultants or
advisors. Regardless of where the invasion is coming from, protectionism is the defense.
"Not invented here" is a cliché. But like many
clichés or popular beliefs, we tend to think there is truth in the statement. However,
"not invented here", is a problem and it serves as a form of organizational
resistance to change. "Not invented here" conveys an important message -
"if I am not involved with defining the situation and working on solutions, then I am
not interested in your ideas, opinions or solutions."
When an organization is facing a challenge, it has 3
options:
1. Do nothing
2. Understand the challenge and create solutions
3. Hire outside help to assess and facilitate the solutions.
Assuming that the challenge is real and that it presents a
threat to the organization.
Option One will lead to a further deterioration in organizational performance.
Option Two will work if the members of the organization possess the skills, knowledge,
objectivity and support to identify and implement the required change.
Option Three will work if it is combined with Option Two.
Using outside resources can be important for an
organization, especially if the business leader believes that an objective third party may
have broader experience in identifying potential solutions. The danger, however, is to
engage a third party who has a one-size-fits-all solution. And it is this attitude that
reinforces and solidifies the "not invented here" syndrome. In fact, run quickly
from anyone that has a solution to your problem before they fully understand it.
When your organization is faced with a challenge, here are
7 steps you should take.
1. Understand the Problem
Do this before anything else is done. Take the proper amount of time to talk with and
listen to people (inside and outside the organization). Look at the numbers and compare it
with the general marketplace, the economic trends and the trends in your industry.
Objectively understand the issues. If this step is missed, a good solution will only occur
by pure chance.
2. Identify Options
Whether it is in a brainstorming session, a general discussion in a series of meetings or
in any other organized forum, it is important to identify potential solutions. At this
stage it is important to identify solution options and not just one solution. Many people
stop at the first or easiest solution.
3. Select an Option
To select the best solution as determined by the group and the evidence there should be
healthy discussion or even a vibrant debate. The risks and gains of each option should be
vetted before an option is selected. It is at this point when the influence of the owner,
unit head or outside third party should be tempered. One person's influence, especially a
person in authority or an outside consultant, will solidify the "not invented
here" behavior and the chance of implementation success decreases.
4. Understand What It Will Take to Implement
You need to know what it will take in time, money, personnel and other resources to
implement. When a solution is chosen, detailed planning must occur so everyone involved in
the implementation fully understands the investment and commitment required for a
successful outcome.
5. Prepare an Action Plan
Your plan should describe. . What will be done (the task) . Who will do it / who is
responsible . When it will get done . Important milestones or benchmarks . Resources
required/anticipated
Remember, in most cases, whoever has assigned
responsibilities for this project also has another job to do, as few organizations today
can afford to put a dedicated team on a project. This is why an Action Plan with tasks,
due dates and individual accountability is important.
6. Implementation
This needs to be managed and managed well. Regular status meetings must be held to track
implementation progress. If the project is getting off track, awareness should swift and
corrective action should be taken immediately.
7. Evaluation / Post Implementation Follow-up
After implementation, the working group should evaluate lessons learned. That is, what
went well, what could have gone better, what was learned in the process, and did the
change initiative have the intended impact (desired result) on the organization.
If these steps are followed, the chance of successfully
implementing a change effort will increase. It will increase because the members of the
organization most effected by the change initiative will have been involved with the
problem and solution identification. This is a powerful engagement and retention strategy.
It's your business. It's your future. Take hold of it and "invent it here". |
