A632.7.3.RB - Collaborative Decision Making
Reflect on the role of collaboration and getting to
resolution in the process of decision-making. Rarely, if ever, do our decisions
affect only ourselves. Consider the importance of getting other stakeholders
involved; how can they help you make a better decision for all?
Recall a specific situation where you are faced with making
a decision; within the context of the information in this module’s reading,
describe the process you went through and the outcome you were seeking. How did
stakeholder involvement help you make a better decision? If stakeholders were not involved, could they
have been? Would that have led to a better resolution? Did you achieve your
objective(s)? Identify 3 ways you may use this learning experience to make
better decisions in the future.
When I was
working a Boeing Frederickson, I was more of a projects industrial engineer
(IE) and got to participate in a lot of projects and negotiations about how
projects would be studied, implemented, sustained, etc. Sometimes these
negotiations were really more one-sided and a directive from leadership to make
something happen, or make something go away/get better/go faster/go slower/etc.
The single source of data initiative was not one of those things. It had been
started a few years before I came to Boeing by my mentor and the IT team
leader. They had been writing programs for more real-time data tools to help people
adhere to a schedule and understand the needs of the factory better. Instead of
cherry picking parts, they had to follow a set part mix that was decided on by
several factors. By the time I got to join in on the project, it was time to
put giant monitors on carts and get them to pivotal points in the value stream.
In all, we put out 40 carts/monitors each with its own laptop to run the
monitor. This was so operators could update data as they finished operations
and see what was coming to their specific areas. Before we dumped 40 monitors
out in the factory, we did a test run of just one set-up. We decided on the area
with the biggest naysayers so we knew we would get feedback! The content of
each side’s story is the crucible that holds the potential for a solution
honoring the concerns of all parties. (Levine, 2009) I talked to the people in
the area before the monitor was set up so they knew it was coming and asked
them what they would like to see displayed – what would make their job easier.
After the expected comments about the monitor getting HBO or ESPN, they started
to say that they would like to know what was really emergent when it came down
the value stream and what the part mix would be like for the day. Once we
implemented the monitor, we heard all kinds of concerns, even that the aluminum
dust in the air would make the TV explode. (It did not.) But after a while,
when I went to the factory to check on everything, I saw some of the biggest
skeptics taking on more and more ownership of the data. It was so cool! Because
we had gotten their buy-in and included all of the stakeholders in the process,
they felt more compelled to use the new tool and their input helped us with the
rest of the implementations. They still loved to tell me when the monitor was
not working or the laptop off-line. (“Your computer thing is broken AGAIN.”)
But they used it and they helped us make the adjustments to the data systems
that allowed us to customize the output in other areas more effectively. The
monitors weren’t overly successful in every single area where they were
initially installed but we adjusted our tactics after asking questions and
listening to the people who would have to use the monitors.
If those
stakeholders hadn’t been involved, we could have rolled out thousands of
dollars of equipment to only have it shoved in the corner collecting dust.
People in the factory didn’t like to be dictated to, that tactic never ended
well. We knew this from our daily interaction with them so we made sure to get
their input and we acted on it. If we had asked for their opinions and then
ignored everything (we ignored the request for HBO and ESPN) then they wouldn’t
have trusted us going forward. Their input and use of the data led to better
data mining and more specialized programs being used for specific areas. And as
I said, not all monitors worked well where they were initially installed. We
had one monitor that we actually had mounted to the wall specifically for the
delivery/receiving area that was (to my knowledge) not used unless it was me
turning it back on again. We eventually moved that to another area that had
shown a need and enthusiasm for it. By not being rigid in our processes and
including all of the stakeholders, whether they cared or not, we were able to
roll out a fairly successful project that allowed better visibility and
ownership of the parts running through the factory. Engaging in a process of
resolution ignites sparks of creativity, and telling stories puts that
creativity into play. (Levine, 2009)
References:
Levine, S. (2009). Getting to resolution: turning conflict
into collaboration. Oakland, CA: Berrett-Koehler Publishers Inc.
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