{"id":1052,"date":"2015-06-19T10:26:11","date_gmt":"2015-06-19T08:26:11","guid":{"rendered":"https:\/\/heikoxplore.com\/?p=1052"},"modified":"2018-03-29T15:39:04","modified_gmt":"2018-03-29T13:39:04","slug":"dangerous-business","status":"publish","type":"post","link":"https:\/\/heikoxplore.com\/en\/dangerous-business\/","title":{"rendered":"It’s a dangerous business going out your door. (J.R. Tolkien)"},"content":{"rendered":"

It’s a dangerous business going out your door<\/strong>. (J.R. Tolkien)<\/p>\n

Leadership and learning are indispensable to each other<\/em>.
\nJ.F. Kennedy<\/p>\n

The world needs leaders with vision instead of leaders in television<\/em>.
\nLech Walesa<\/p>\n

We have just finished an intensive workshop on Lean Leadership with Bob Emiliani<\/a> during which managers and entrepreneurs reflected on the abilities leaders need to develop in today\u2019s difficult and complex contexts and markets.<\/p>\n

Bob is an original and innovative thinker. He has been speaking about Lean for many years and his way is very similar to our vision; that is to say, combining continuous improvement<\/strong> with respect for people<\/strong>. This approach Bob calls \u2018Real Lean<\/strong>\u2019, as opposed to \u2018Fake Lean<\/strong>\u2019 which looks only at improvement (tools) and omits people and which, eventually, translates just either into cosmetic change or redundancies.<\/p>\n

\"Blog<\/a><\/p>\n

A focus on people has been popular for some time now, since other consultancy companies cottoned on to the fact that something was missing in their partial application of Lean and so, in some way, added this element to their repertoire. Now that we have spoken about leadership, I am sure that this other fundamental element will also be somehow catered for. What actual content or meaning these \u2018experts\u2019 will want or be able to offer, is a whole different matter.
\nBob was one of the first, if not the first, to speak about Lean Leadership many years ago and many people have referred to his work without citing the source, the origin or its original presentation.<\/p>\n

\u2018Lean Transformation\u2019 success cases have been very few. Usually it is partially implemented, restricted to manufacturing environments and, in the most advanced cases, rolled out to product development. There are rare cases in which Lean has been used as a management system. The current popular version of Lean interprets it as a production activity and so in production it remains, confined by people who do not understand its spirit or potential.<\/p>\n

It is an interesting case of \u201cconfirmation bias\u201d: Confirmation bias is a cognitive phenomenon people succumb to. It is a mental process consisting of the search, selection and interpretation of information in such a way as to focus more attention, and thus attribute greater credibility, to information which supports one\u2019s own convictions or hypotheses, and by the same token, ignores or minimises information that contradicts them. The phenomenon is greater in contexts where subject matter stirs strong emotion and where deeply held beliefs are touched upon<\/em>. (Wikipedia)<\/p>\n

Changing a company\u2019s management style is too tiring an effort: it is easier to interpret Lean as concerning production so as to avoid changes to management practices, which go too deep.<\/p>\n

The reasons for such resistance, typical of entrepreneurs or managers, are varied. Some of them we can list:<\/p>\n