Any change initiative will only be successful if the people in the organization are willing to depend on that solution, continuously, into the future. People must trust that the perceived rewards will continue to outweigh the perceived costs. CORE(1) has been designed to build and maintain that trust over time. The following diagram shows the basic principles of CORE.
- The conditions or states achieved are in the boxes and the actions leading to those states are on the arrows.
- The boxes are stacked because the meaning of the states may be different for different people. Different people may feel different types or levels of urgency, have different perceptions of value, and so on.
The cycle starts with the actions leading into Urgency: learn and analyze. It is especially important to learn and analyze the urgency that people experience to change. Suppose you are a consultant and someone asks you to help him or her implement Critical Chain for a project. Do you immediately convene the project team, or do you first try to understand why the organization wants to implement it? You may need to take many actions in order to understand what urgency people feel today and what urgency we need them to feel. Because of its importance, Urgency is in the center. It is a necessary condition for meaningful change.
Urgency may be different for each person:
- A senior leader has to improve revenues.
- A project manager has to deliver a project more quickly.
- A worker has to finish a specific task.
You will need to understand the urgency for different individuals, because they will not respond to urgency they do not feel.
How do we combine these different feelings of urgency into a whole that is synchronized around the required improvement initiative?
I will answer that question in my next blog.
(1) developed by ProChain Solutions
This Article is based on Rob Newbold, Making Change Stick, from the book Cox III, James F., and Schleier Jr., John G.,eds. Theory of constraints handbook. New York: The McGraw-Hill Companies Inc., 2010. p. 108-112