Comments on: Improve morale: go to the gemba. https://timebackmanagement.com/blog/improve-morale-go-to-the-gemba/ Working At The Intersection of Personal Productivity and Lean Manufacturing Wed, 13 Oct 2010 14:14:59 +0000 hourly 1 http://wordpress.org/?v=3.0.1 By: Curious Cat Management Improvement Blog » Carnival of Human Resources https://timebackmanagement.com/blog/improve-morale-go-to-the-gemba/comment-page-1/#comment-671 Curious Cat Management Improvement Blog » Carnival of Human Resources Wed, 13 Oct 2010 14:14:59 +0000 https://timebackmanagement.com/?p=849#comment-671 [...] Improve morale go to the gemba by Dan Markovitz – “go to the actual place where your people are working. Talk to them. Say thank you. And find out what’s important.” [...] [...] Improve morale go to the gemba by Dan Markovitz – “go to the actual place where your people are working. Talk to them. Say thank you. And find out what’s important.” [...]

]]> By: Dan Markovitz https://timebackmanagement.com/blog/improve-morale-go-to-the-gemba/comment-page-1/#comment-670 Dan Markovitz Mon, 11 Oct 2010 20:34:23 +0000 https://timebackmanagement.com/?p=849#comment-670 Paul -- thoughtful comment, very much in keeping with the humanist approach to management. Your point that the visit to the gemba is a method of removing obstacles to motivation sharpens the discussion - in a good way. Paul — thoughtful comment, very much in keeping with the humanist approach to management. Your point that the visit to the gemba is a method of removing obstacles to motivation sharpens the discussion – in a good way.

]]> By: Paul Everett https://timebackmanagement.com/blog/improve-morale-go-to-the-gemba/comment-page-1/#comment-669 Paul Everett Mon, 11 Oct 2010 20:04:41 +0000 https://timebackmanagement.com/?p=849#comment-669 What jerked my chain was the idea that going to the gemba is motivational. That's because folks think motivation is externally applied. I differ, sharply. Motivation is an inside job. Going to the gemba should be about removing the blocks to the natural expression of the already existing motivation within every human being. So, acknowledging the person, giving careful, accurate praise, catching their eye, providing another viewpoint, and etc., are all block removers, as are specific acts that kill the stifling bureaucracy that is extant everywhere. Just don't think you are motivating folks. They already are. What jerked my chain was the idea that going to the gemba is motivational. That’s because folks think motivation is externally applied. I differ, sharply. Motivation is an inside job. Going to the gemba should be about removing the blocks to the natural expression of the already existing motivation within every human being. So, acknowledging the person, giving careful, accurate praise, catching their eye, providing another viewpoint, and etc., are all block removers, as are specific acts that kill the stifling bureaucracy that is extant everywhere. Just don’t think you are motivating folks. They already are.

]]> By: Dan https://timebackmanagement.com/blog/improve-morale-go-to-the-gemba/comment-page-1/#comment-666 Dan Wed, 06 Oct 2010 14:54:59 +0000 https://timebackmanagement.com/?p=849#comment-666 It's interesting to me that lean is so deeply compatible with "humanist" approaches to management ("Theory X, Theory Y," or "Drive," for example) -- even as it's so often misunderstood to be a Taylorist nightmare. As you've been preaching about for the last few years, Respect for People is one of the pillars of lean. Why it's so hard to convey that to people is beyond me. It’s interesting to me that lean is so deeply compatible with “humanist” approaches to management (“Theory X, Theory Y,” or “Drive,” for example) — even as it’s so often misunderstood to be a Taylorist nightmare.

As you’ve been preaching about for the last few years, Respect for People is one of the pillars of lean. Why it’s so hard to convey that to people is beyond me.

]]> By: Mark Graban https://timebackmanagement.com/blog/improve-morale-go-to-the-gemba/comment-page-1/#comment-665 Mark Graban Wed, 06 Oct 2010 04:06:54 +0000 https://timebackmanagement.com/?p=849#comment-665 Thanks for the post. I'm glad you tie Dan Pink's work into this, as I think it's completely compatible with a lean environment where everyone is engaged, for a hospital's example, in making improvements so they can provide the best patient care. Thanks for the post. I’m glad you tie Dan Pink’s work into this, as I think it’s completely compatible with a lean environment where everyone is engaged, for a hospital’s example, in making improvements so they can provide the best patient care.

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