Encourage and share best practices. Practitioners: tactical, integrative, and strategic Adopt, Adapt, or Abandon This one seems simple on the surface, and that is what makes is so dangerous.  What is wrong with sharing best practices is how we go about the practice.  Immediately a phrase I picked up from…

Facilitate and develop plans that move change from current state to future state. Practitioners: tactical, integrative, and strategic To unpack this concept, we might look at failure modes that are common in improvement projects.  What moves us from current state to future state makes all the difference.  For example, a…

Break down barriers that prevent progress and encourage the participation of all stakeholders. Practitioners: tactical, integrative, and strategic This idea is shared by all the practitioner levels.  The assumption here is that to accomplish this objective, one must have achieved some level of authority in the organization.  The common thought…

Establish and enable proper training and grow investment in human development to create new ‘scientists’ in the organization, providing opportunities for continued experiential learning and growth. Practitioners: strategic The return on investment in human development is immeasurable.  I believe this to be true.  Additionally, I have seen the results of…

Apply one or more lean tools on project-based improvement efforts. Practitioners: tactical, integrative, and strategic Practice Makes Permanent One can fall prey to tunnel vision if the solution under development seems to have significant reach.  For example, “We got it all with this idea!”  This statement is a trap.  We…

one80too This site holds work that accumulated slowly.  Each post names something that became clear only after it was lived. These are not ideas gathered to form a system, and they are not written as instruction. They are observations — moments where work, leadership, and human behavior aligned clearly enough for…