PURPOSE: This 2-day seminar will provide you with a better understanding of organizational and individual change and equip you with some tools to help you lead the change in your organization.

FORMAT: The seminar includes lectures, videotapes, computer simulations, group exercises and conversations personally led by W. W. Scherkenbach.

PREPARATION: You should have read Dr. Deming's book Out of the Crisis or my second book Deming's Road to Continual Improvement. You should already be participating in an organization-wide quality improvement process.

Day One

1AM1 Definitions. I first present a list of key characteristics that should be the foundation of any Quality Process. I then define process and other key terms needed to bring the class up to a more consistent level to take the next steps.

1AM2 Some Theory for Change. I present a theory for change that is broadly based in many disciplines and cultures and applies to both individuals and organizations.  Its framework is a non-hierarchical combination of Physical, Logical, and Emotional activities. The class then participates in an assessment of their plans for change.

1PM1 Physical Level Change. I elaborate in more detail the various forms and actions you must take to affect change from the Physical level. How should you organize for change? What policies, procedures and standards might be useful? How does Design for Manufacturing apply? What other tools might be useful for the transformation? I pose these questions and discuss the some of the possible answers with the class.

1PM2 Logical Level Change. The questions that you ask are more important than the answers for the improvement of your organization. I suggest 6 key questions that will help you to improve.

Day Two

2AM1 Emotional Level Change. I discuss the importance of increasing joy and delight and decreasing fear and anxiety. I present how various management systems can be changed to reduce fear and increase joy, i.e. the appraisal process, the Quality management process, and other Management reporting processes.

2AM2 Beginning to Make the Transformation. Theory without action is useless; action without theory is costly. I have developed an approach that balances theory with action, short-term with long-term, individual with team. I explain how to achieve this balance by taking you through the contents and use of my two workbooks on change: Constancy of Purpose Process and Continual Improvement Process.

2PM1 Constancy of Purpose Process. The essence of Constancy of Purpose is "Quality is made at the Top". This CPP details what I consider to be the important questions that you must ask if you are to establish an aim for your organization and a plan to carry it out. Without an aim or Vision, improvement and reinventing efforts will only add to the confusion and the cost. This is strategic planning that really works no matter what the size of your organization.

2PM2 Continual Improvement Process. The essence of Continual Improvement is "Quality is made up front".  This CIP details what I consider the most important questions that you must ask if you are to make dramatic and swift improvements in your processes.  The wrong questions can cost you plenty. So would trying to replicate the path that led to the ones I developed. The basis for my 8 Step Improvement Process is the PDCA cycle.  These steps are general enough for universal applicability, yet specific enough to be applied to your unique opportunities for improvement.