Changes start when the problem is acknowledged. Without proper recognition of the problem, appropriate cause analysis cannot occur, and the suitable solution cannot be designed.
In order to understand the problem as an organization, the yardstick to measure the deviation from the standard and the structure to address the problem are essential. A product’s quality cannot be registered as problematic unless a quality standard exists. Likewise, issues will not be understood by the organization unless the structure that allows issue escalation and management are present. In many ways, a third party perspective is helpful in identifying and addressing anomalies. Superior groups implement metrics, aside from the common monetary measurements, to identify issues that can affect their operations critically.
Problems exist in all types of operations, and organizations or individuals claiming that everything is perfect have their eyes closed. As long as human beings design and perform the activities, room for faults and improvements exists. In order to prepare to change for the better, an open-minded attitude is necessary to accept the possibility of inadequacies and to discuss alternative approaches. Defensive attitude and arguments are inevitable by people who are currently in and who have been in positions responsible for the activities requiring correction. However, overcoming these obstacles in balanced and culturally acceptable methods will eventually lead the organization to a more flexible and quick response operation. On the other hand, the inability to address the issues properly will result in maintaining an operation that learns slowly from its mistakes.
