Narrow down the results
… Lean methodologies have quickly spread beyond manufacturing to become continuous improvement staples. Long-term sustainability is baked into many Lean tools and processes by design, but in practice Lean initiatives often fail to sustain. This results in a significant gap between the potential for improvement and the gains that are realized. ADI’s Lean …
… future performance. This error assumes that people will know the one or two behaviors to repeat based on a generalized praise statement. This is very unlikely and often leads to leaders being baffled when the behavior they wanted to see … future performance. This error assumes that people will know the one or two behaviors to repeat based on a generalized praise statement. This is very unlikely and often leads to leaders being baffled when the behavior they wanted to see …
… is always relevant to maximizing any organizational result… Managers who understand the importance of behavior can gain a huge competitive advantage,” clearly indicating that the quality and consistency of behaviors inside organizations … or optimized performance out of ambiguity. That people within the organization will hear a statement such as “We need to raise the bar” and know exactly what to do. A leader can expect two reactions when being vague: 1) people will nod their … of key behaviors. In more generic terms, it’s clarifying expectations: what do you want people to do or say under certain conditions. To take one of the examples above, instead of saying “be situationally aware,” a pinpointed description of …
… Complacency Is Not a Root Cause Complacency as a concept in safety has been around for some time. That said, I’ve noticed an uptick in client discussions highlighting employee complacency as a contributing factor in recent … Furthermore, complacency often carries a pejorative connotation, implying a state or condition in which human behavior trails off into error or possibly some sort of “personal failing” 1 at the individual performer level. In either case, such usage is more in line with blame than fact finding and …
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… Bryan Shelton Senior Consultant Bryan Shelton, a highly regarded consultant and trainer, has been applying behavior science in organizations for over 10 years, dedicating his consulting and training to performance improvement within organizational settings. Bryan has helped organizations develop meaningful and … Bryan can be found fly-fishing or rock climbing. … Senior Consultant Bryan Shelton, a highly regarded consultant and trainer, has been applying behavior science in organizations for over 10 years, dedicating his consulting and training to …
… : A New Safety Culture : Learn how this transportation company engaged more than 25,000 employees to build a strong and sustainable culture, both in safety and in the way things are done. The Precision Leadership Survey: Not Just Another Yardstick … how this company navigated organizational sensitivities while designing a system for shaping safe behaviors that led to sustainable habits. The Bob Barker Company : Generating Performance that Pays : Hear how this company transformed its … : A New Safety Culture : Learn how this transportation company engaged more than 25,000 employees to build a strong and sustainable culture, both in safety and in the way things are done. The Precision Leadership Survey: Not Just Another Yardstick …
… in a new blog series from Bryan Shelton . Check in on the first Tuesday of every month for new blogs in the series. Our brains are designed to learn and adapt quickly to our environments. Our behaviors adjust swiftly to the world around us based … in a new blog series from Bryan Shelton . Check in on the first Tuesday of every month for new blogs in the series. Our brains are designed to learn and adapt quickly to our environments. Our behaviors adjust swiftly to the world around us based …
… tasks and larger projects increased. More communication, however, doesn’t always mean better. We eventually noticed our daily interactions around housework started to change. Productive discussions gave way to frequent requests for status … hadn’t gotten enough done, and subtly pressured each other into doing more. We nagged each other. We became fixated on how fairly the tasks were distributed and started to add sticky notes for more trivial tasks (a way to validate our … to what we missed, rather than what we accomplished. The increased visibility of our workload on the board became a daily reminder of our incomplete tasks. After a while, the presence of the board created an inescapable anxiety in our home. …