| COMPARE |
The Old Way |
The New Way |
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When bad news arrives, look for someone to blame and punish them. |
When bad news arrives, examine the system for problems and make improvements. |
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Objective |
To lay blame for problems on individuals so they can be punished. |
To lay blame for problems on the system, so improvements can be made. Systems are permanently improved by "designing out" problems. |
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Method |
Blame an individual when something goes wrong. Make this person an example, so others will not make the same mistake. "Mistakes are not tolerated." |
Examine the system when something goes wrong. Determine how to design the problem out of the system, so that it can never happen again. "Mistakes make learning possible." |
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Internal Systems |
Avoiding blame is a major focus. Administrative details have greater importance because everyone wants to "cover their rear". Risk taking is inhibited, innovation is curbed, and administrative costs are inflated. |
Surfacing problems is a major focus. Team-based problem solving techniques are used extensively to continuously improve the system. Teams take risks, educated by experimentation, leading to innovative solutions. |
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Employee Outcome |
Fear of punishment causes employees to cover up mistakes and hide problems. Everyone tries to deny responsibility for problems and mistakes, and so, problems and mistakes become endemic. |
A shared commitment to continuous improvement motivates employees to uncover mistakes and surface problems. Everyone takes responsibility for improving the system, and they work together, without blame, to make lasting improvements. |
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Customer Outcome |
Customers experience problems that other customers have experienced in the past. |
Customers experience fewer and fewer problems, as the company’s systems are "debugged". |
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Market Outcome |
This company faces stagnation and decline because it fails to improve itself. Competitors slip farther and farther ahead. |
Continuous improvement efforts bring innovation and growth to this company. Competitors are left farther and farther behind. |
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