![]() ![]() They do what they are asked to do and nothing more. Moderate Support – Those who may only be involved in helping with the Six Sigma initiative.Strong Support – Advocates for making things happen.There are five possible levels of stakeholder support: Once identified, practitioners should document each stakeholder’s level of support or opposition to the quality initiative. ![]() It is important to identify key stakeholders or those stakeholders who have leverage or influence over other stakeholders. They can block projects – directly or indirectly – and must approve certain aspects of those projects. They are influential in how other critical stakeholders think. Stakeholders control critical resources or own key processes impacted by change. This can be accomplished through a stakeholder analysis. If change is somehow equated with loss, how can practitioners expect any Lean Six Sigma program to be successful? The answer is to identify, motivate and mobilize their teams in order to increase commitment and eliminate the fear of loss. During the post-game debrief, participants note a strong tendency to think of change as a loss – they must lose something in order to change. Surprisingly, people often begin by taking off pieces of jewelry or clothing. The root cause of opposition can be seen in an exercise featured in the article “ The Change Game: Engaging Exercises to Teach Change.” To play, participants are asked to change things about their physical appearance. To do this, they must investigate the root cause of the opposition. Therefore, practitioners must work to overcome this fear. While the terminology may be intimidating, Lean and Six Sigma tools have brought much success to corporations. But stakeholders have become more cautious of using the Lean and Six Sigma terminology, tools and methodology. Companies were delighted with the methodology’s accomplishments and sustainability. Adoption was relatively high, and opposition low. It had crossed over from manufacturing to service industries, including the financial and healthcare industries. In the late 1990s and early 2000s there was a growing consensus that Six Sigma was not a “flavor of the month” process improvement methodology. In order to resolve this negative force, they must classify the type of opposition they are encountering, understand its root cause and then adjust their deployment strategies accordingly. Practitioners typically encounter four types of resistance to Six Sigma: technical, political, organizational and personal. Obviously, opposition to the method is a common deployment obstacle. Interestingly enough, I have also experienced this opposition when speaking with prospective or existing clients, some of whom have asked me not to mention Six Sigma but to speak to tools in a generic fashion. Over the years, I have had numerous inquiries from readers about overcoming opposition to Six Sigma. ![]()
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