We have a problem, speaking plainly and simply; this problem is that a truth has been bent to escape responsibility. Tribus (n.d.) was plain and stated:
“WARNING: In presenting the reasons for change, the leader should accept the responsibility for whatever is wrong. Remember Juran’s rule:
WHENEVER THERE IS A PROBLEM 85% OF THE TIME, IT IS IN THE SYSTEM, ONLY 15% OF THE TIME WILL IT BE THE WORKER [emphasis in original].”
Please allow me to note that I have regularly advocated that Juran underestimated and personally have found that 90-95% of the time, the problem is the process, not the workers. This is my opinion, and I am not here to convince you but merely to help clarify Juran’s rule and provide some clarity on the writings of Tribus (n.d.) as well as build foundational understanding.
The Situation
A client company has a problem where managers are not holding their people to productivity standards. Deep diving into the situation, we find several fundamental issues, in no particular order:
-
- Human Resources tells operations what production goals can be.
- No production goal can be set where 75% of the workers cannot easily meet the goals set.
- Goals cannot be changed without HR approval, a lengthy research process, and a legal team review.
- No productivity goal is published. Feeder metrics, KPIs, and so forth are not communicated or standardized.
- No standard work crosses from one geographic location to another.
- Facility leaders might receive training in other facilities, but the training is broken and disjointed, and the regional managers charged with holding leaders to a standard lack standards and feeder metrics to hold facility leadership accountable across regional areas.
- Currently, no region or facility is meeting any goal regularly or uses a process that can be replicated.
Interestingly, this situation has existed for more than 15 years, and none in higher management remember a time when this situation was different. But, every manager will quote a version of Juran’s rule to explain why they are hunting for operational processes to review and change.
Conflict vs. Contention
At its most fundamental level, conflict is about helping spur growth and development and bringing about change in an organized and logical manner. However, I cannot stress this enough; conflict is NOT contention. Conflict is not born of pride and a desire to feel better about yourself through violence. Conflict can be observed in a disagreement or difference in opinion, but conflict does not include emotional hyperbole (pride). Conflict should be about mental disturbances spurred by people seeking greater ideas and ideals, personal growth, or team development. Does conflict lead to contention? Yes, but only because pride entered into the disagreement, emotions were injected, and desires to be right at any cost dictated, it is time for violence.
Let me be perfectly frank, contention and conflict are not the same. While the terms are close, they are distinct and tell different sides of the same story. First, contention is an act of striving or an assertion. Contention is a violent effort to obtain or protect something vehemently! There is effort, struggle, and exertion in contention; there are violent efforts, and the core of contention is pride. Pride breeds animosity, animosity breeds struggle, and struggle is contention, where pride demands that violence is acceptable to achieve the desired end goal. When contending, “The ends justify the means.”
Contention is animosity personified into action, effort, and desires become evident as contention unfolds. We cannot forget these facts about contention. Consider the following; I went to work in a hostile atmosphere; due to a contract signed, I could not quit and find a new job, and reassignment was not going to happen. Jealousy and pride entered because I was very good at my job, and violence followed like the sun rising after a moonless night. Contention was born and festered, violence was perpetrated against me, and the violence was acceptable to the organizational leaders as it gave them feelings of accomplishment and satisfaction.
The violence was justified because I was “too good” at my job, made “decisions above my paygrade,” and “I needed to be taught humility.” The result was four disastrous years of struggle, incredible stress levels, and mental torture, with physical acts of violence thrown in to spice up the environment. I am not bemoaning my fate nor holding myself up as an example of anything, merely hoping to convey that contention stunted organizational growth in everyone unlucky enough to experience this organization during this period. Contention is pride expressed through violence and justified to fit the individual’s desires.
Conflict is a tool; like all tools, it can build, enhance, strengthen, and create when used appropriately. If the tool is improperly used, destruction, damage, and chaos are spawned. Conflict happens; what a person chooses to do with that conflict and how that person considers conflicting occurrences is how the labels “good,” “bad,” “valuable,” “beneficial,” etc., are applied. McShane and Von Gilnow (2004, p. 390) postulated, “conflict as beneficial [when] intergroup conflict improves team dynamics, increase cohesiveness, and task orientation. [C]onditions of moderate conflict, motivates team members to work more efficiently toward goals increasing productivity.” The sentiment regarding conflict as a tool and beneficial is echoed throughout the research of Jehn (1995). Jehn (1995) reflected that the groups researched labeled the conflict as beneficial, good, bad, etc. Based on the group’s dynamics and the conflicts faced and settled, the groups formed an integrated model for organizational conflict. Essentially, how the conflict is approached and used by the team members individually and collectively dictates how beneficial the conflict is for the team and the organization.
Rao (2017) built upon previous researchers’ shoulders, perceiving conflict being a tool, and provided vital strategies for leaders to employ conflict. Rao (2017) provided that conflict builds character, whereas crisis defines character” [p. 93]. Rao (2017) recognized that conflict labels are an individual choice. In organizational conflict, one team could label the conflict as valuable and beneficial, while another department could label that same conflict as damaging and horrible. When the conflict in an organization has disparate labels, understanding why conflict is disparately evaluated remains more important than changing the label. Important to note, conflict is not competition, although occasionally used synonymously, there are important and distinct differences, important enough for a different article.
Thompson (2008) raised significant points regarding conflict, beginning with a real-life example of how conflict spurred organizational change and growth for the H. J. Heinz Co. Thompson (2008) calls those who actively work to avoid conflict as those taking “trips to Abilene;” included in those making trips to Abilene are those who take conflict personally and choose to become offended, as well as those who choose not to see conflict as a method of ignoring conflict. Thomas (1992) again captured how individual choices about the valuation of conflict open or close the door to the productive use of conflict. Ignoring conflict, avoiding conflict, and other strategies of not facing conflict form the most dangerous people to be around, for when conflict grows beyond a point where it can no longer be ignored or avoided, that conflict that can destroy people, places, and things.
Thomas (1992) echoes Jehn (1995), Lencioni (2002), and Thompson (2008) in declaring the distinction between conflict as a process and the structure in which the conflict process occurred is critical to how beneficial the conflict will be for the team, business, or society. Consider, for a moment the structure of the organizational environment. Conflict is the mental thinking, adherence to operating procedures, and individuals working who become the instigating factor, which threatens what is known or done at the current time. Hence, Thomas (1992) provided a keen insight into conflict as a tool, purposeful initiation of a process (conflict) to improve a structure (organizational environment).
When people recognize the power of conflict and purposefully employ conflict, everyone receives the potential to improve through conflict (Lencioni, 2002). Thus, conflict continues to be a tool, nothing more and nothing less. The disparities between organizational conflict labels are critical to understanding the chasm between teams evaluating conflict as the process and business structure. The gap in understanding conflict’s results can create inhibitions to future organizational conflict and create unnecessary additional conflict processes, all while undermining the organizational structure.
Tribus – Changing the Corporate Culture
Juran’s rule is prescient but based on several foundational situations underpinning their understanding; the following applies regardless of whether the organization is building a learning society or merely keeping the money tap flowing.
-
- Operations, and by extension, operational goals, productivity standards, and processes for producing a product or service, are the sole domain of operations personnel. Does this preclude Human Resources from having a seat at the operations table; NO! Having HR dictate operational goals to operations is akin to having a bullet tell a shooter how to aim.
- Training is a process. Training requires standards to judge performance as a means to declare training exceeded. However, the quality of training, and the proof of trained personnel, is not an HR function, nor is the trainer the sole person involved in judging the efficacy of producing trained personnel.
- Organizational hierarchies are a process, the business culture is a process, learning is not training, and both learning and training are processes but have two different controlling entities; accountability and responsibility are a cultural extension of the process of organizing people into a functioning business organization.
Consider the fibers of an interwoven rope. Each fiber is twisted with other fibers, then these twists of fibers are turned into more twists, repeated until eventually building a finished rope. The same goes for these preceding foundational aspects. Operational principles make, like many fibers twist, into a rope that can secure a multiple hundred-ton ship to a pier. How the ropes are used is an operational process, but the core of the ropes are these essential aspects.
Some have argued, to their demise, that too many companies with this mindset are suffering from silo-mentality; when the obverse is true. Each department of a functioning business organization relies upon processes similar to these foundational fibers. Operations managers should not go into another business unit and expect to use the same tools from successful operations in those different business units.
For example, while I have been a successful operations manager, the tools I use in leading software teams are decidedly not the same tools I would employ on a production floor, even though both business units are expected to produce a product. The people are different, their approaches to problems are different, and the environments conducive to product delivery are dynamically opposed. Similarly, the tools HR would use to solve production issues are not opposed but definitely not employed similarly to those used in troubleshooting a problem in legal or accounting.
Juran understood these foundational situations, Tribus understood these foundational situations, and the best corporate leaders understand these foundational situations. However, Tribus made clear something dynamic, leadership is not management, and management never achieves anything. The dichotomies between leadership and management could not be more explicit in today’s business operations.
Tribus (n.d.) calls upon the words of Homer Sarasohn, stating [emphasis in original]:
“THE LEADER MUST, HIMSELF, BE AN EXAMPLE OF THE CHARACTERISTICS HE WOULD LIKE TO SEE IN HIS FOLLOWERS.”
“Managers must practice what they preach.”
“DON’T SAY, “FOLLOW ME; I’M BEHIND YOU ALL THE WAY”
(IT MAKES EVERYONE GO IN CIRCLES).”
Application
What do we find in my client; managers who first do not know the work their operational employees do. Managers who are disconnected by good jobs to the point they never engage in the better and best jobs their positions of trust demand. The managers are not led but are managed and never were trained for their current positions. These three items are why the client company is a dumpster fire of potential (blue money), where the bottom line evaporates, and nobody can explain why. However, like in the Shakespearian play, “Much Ado About Nothing,” a lot of noise is made but goes nowhere fast!
Unfortunately, the much ado about nothing is worsened, not improved, by Kaizen, Six Sigma, Agile, and Lean efforts at process improvement. The core problems are considered “untouchable,” “too dynamic,” or “too extensive” ever to be improved upon, and the new manager settles to change an operational process instead of core problems. Essentially proclaiming, “Follow me, I’m behind you all the way,” the operational employees keep circling the drain.
What is the solution?
Solution generation for my client company begins with understanding the compelling evidence there is a problem. Right now, the client thinks, “We are big enough to absorb these insignificant issues in the name of Diversity, Equity, and Inclusion.” This is where every business begins its failure; no business can long survive dumpster fires of potential (blue money). People leave, and this has a high replacement cost. People work slowly or below their potential, which is a tremendous cost in green (cash) money and potential (blue money). Operational costs increase, increasing customer costs and the loss of customers is a dynamic cost to the business.
After admitting a problem, the next step is envisioning an end state. Since I began to lead men and women, I have advocated a lesson I learned as a teenager, “Never take your body where your brain has not already traveled.” If you cannot envision the result, do not start trying to make changes until you have envisioned an end state. I sliced my fingers badly with a knife while cutting onions. Why did I slice my fingers and not the onion? I did not understand the end state and assumed I could start cutting and reach an acceptable end state (diced onion). I should never have started cutting; between the loss of the onion and the damage to my fingers, the lesson was not “Never cut onions again,” but “never begin something without a clear end state (goal) in mind.”
The third preparatory step to building a solution is START! The client has this problem of always wanting clear instructions, plans, and supplies on hand before beginning. The speed of business requires action, not plans and instructions. Take the first logical step and begin! Tribus (n.d.) makes this clear with the assurance, “There is a sensible first step,” take that step! I will reiterate a point Tribus (n.d.) makes, employees work IN a system of processes, and the manager should work ON the system of processes, with the employee’s help. A manager should be analogous to a mentor, who, like a leader, after understanding the vision, looks sideways and builds people to meet their level before taking that next logical step into the darkness.
Conclusion
The simple truth is that Juran’s rule has been used as an excuse to dodge responsibility in too many operations, businesses, and organizations. Like my client, the good news is that change is possible with the people you have right now. My client is not a bad company; your company is not inherently bad. People are intrinsically good, and when we better understand the fibers that help tie Juran’s rule to reality, we can employ reframing to shut down the noise and move from much ado about nothing to effective management and leadership. How do we reframe:
-
- Establish legitimacy and shift from passive to active.
- Bring outsiders into the discussion, but do not shift responsibility for developing the solution or owning the goals.
- Get the stakeholder’s definitions in writing – Common words, AREN’T. Common understanding; is a goal to strive towards.
- Ask what is missing
- Consider multiple categories, seek out those subject matter experts, and add them to the discussion as equals
- Analyze positive and negative data equally without bias
- Question the objectives, focus on the future and keep moving forward.
As we, the leaders of call centers, strive to change our understanding, realize our roles, and build people, we will build people, not processes, to meet the future. The first step is committing to the decision framed in the question, “Is your company a money tap or a service to the greater good of society?”
References:
The references are included if you want to further research conflict as beneficial.
Amason, A. C. (1996). Distinguishing the effects of functional and dysfunctional conflict on strategic decision making: Resolving a paradox for top management teams. Academy of Management Journal, 39(1), 123-148. doi:http://dx.doi.org.contentproxy.phoenix.edu/10.2307/256633
Baron, R. A. (1991). Positive Effects of Conflict: A Cognitive Perspective. Employee Responsibilities & Rights Journal, 4(1), 25-36.
Brazzel, M. (2003). Chapter XIII: Diversity conflict and diversity conflict management. In D. L. Plummer (Ed.), Handbook of diversity management: Beyond awareness to competency based learning (pp. 363-406). Lanham, MD: University Press of America, Inc.
Du, F., Erkens, D. H., & Xu, K. (2018). How trust in subordinates affects service quality: Evidence from a large property management firm. Business.Illinois.edu. Retrieved from https://business.illinois.edu/accountancy/wp-content/uploads/sites/12/2018/03/Managerial-Symposium-2018-Session-IV-Du-Erkens-and-Xu.pdf
Jehn, K. A. (1995). A multi-method exanimation of the benefits and detriments of intragroup conflict. Administrative Science Quarterly, 40, 256-282.
Lencioni, P. (2002). The five dysfunctions of a team: A leadership fable. Hoboken, NJ. John Wiley & Sons.
Lumineau, F., Eckerd, S., & Handley, S. (2015). Inter-organizational conflicts. Journal of Strategic Contracting and Negotiation, 1(1), 42-64. doi:10.1177/2055563614568493
McShane, S. L., & Von Gilnow, M. A. (2004). Organizational Behavior, Third Edition. Boston: McGraw-Hill Companies.
Moeller, C., & Kwantes, C. T. (2015). Too Much of a Good Thing? Emotional Intelligence and Interpersonal Conflict Behaviors. Journal of Social Psychology, 155(4), 314-324. doi:10.1080/00224545.2015.1007029
Rao, M. (2017). Tools and techniques to resolve organizational conflicts amicably. Industrial and Commercial Training, 49(2), 93-97. doi:10.1108/ict-05-2016-0030
Thomas, K. W. (1992). Conflict and conflict management: Reflections and update. Journal of Organizational Behavior, 13(3), 265-274.
Thompson, L. L. (2008). Chapter 8: Conflict in teams – Leveraging differences to create opportunity. In Making the team: A guide for managers (3rd ed., pp. 201-220). Upper Saddle River, NJ: Prentice-Hall.
© Copyright 2022 – M. Dave Salisbury
The author holds no claims for the art used herein, the pictures were obtained in the public domain, and the intellectual property belongs to those who created the images. Quoted materials remain the property of the original author.
Recently I was asked an interesting question that needs further elaboration, than the 30-seconds I could devote to the answer. The question, “As a disabled person, in a professional setting (workplace), do I expect others to accommodate me?” At the time, I used pieces of Douglas Malloch’s poem “Good Timber” as an analogy to help answer this question, stating that a tree in a forest does not demand another tree stop growing in their direction for sunshine, air and water. Thus becoming a forest giant through individual growth, adaptation, individual choice, time, goal setting, and working with other trees.
True story, I learned to swim by being thrown into the deep end of a lake and told to get back to shore on my own; my mother was never one for “easy lessons.” The conflict made me understand and learn how to coordinate movement, and I learned to swim. Not well, and to this day, I swim like I am beating the water into submission, not in a manner that is conducive to smooth and flowing coordinated movement. The conflict of motion and resistance, movement and flow has taught me a lot about science, engineering, hydraulics, and much more; but I do not thank my mother for this “swimming” lesson!
As a process of learning and developing, conflict has been the driving factor in all of our lives. Conflict is a tool, and like all tools, when used appropriately, it can build, enhance, strengthen, and create. Whereas, if the tool is improperly used, destruction, damage, and chaos are spawned. Regardless, life lessons can be learned in both uses of conflict when two additional tools are added, self-reflection over time. It took a long time to realize the value of science in the lessons of swimming taught in almost drowning. Remember, the forest giant in Douglas Malloch’s poem did not become a forest king without scars.
Conflict happens; what a person chooses to do with that conflict and how that person considers conflicting occurrences is how the labels “good,” “bad,” “valuable,” “beneficial,” etc., are applied. McShane and Von Gilnow (2004, p. 390) postulated, “conflict as beneficial [when] intergroup conflict improves team dynamics, increase cohesiveness, and task orientation. … [C]onditions of moderate conflict, motivates team members to work more efficiently toward goals increasing productivity.” The sentiment regarding conflict as a tool and beneficial is echoed throughout the research of Jehn (1995). Jehn (1995) reflected that the groups researched labeled the conflict as beneficial, good, bad, etc. based on the group’s dynamics and the conflicts faced and settled, the groups formed an integrated model for organizational conflict. Essentially, how the conflict is approached and used by the team members individually and collectively dictates how beneficial the conflict is for the team and the organization.
Thus, it cannot be stated enough, nor without sufficient emphasis, the leader who chooses to minimize conflict is leading their team to destruction, ruination, and despair. But, isn’t the path of less conflict more restful and peaceful? What about all those people who claim conflict is bad, fighting and war are terrible things and should be avoided at all costs. Let us examine Douglas Malloch further:
Thompson (2008) calls those who actively work to avoid conflict as those taking “trips to Abilene;” included in those making trips to Abilene are those who take conflict personally and choose to become offended, as well as those who choose not to see conflict, as a method of ignoring conflict. Thomas (1992) captured how individual choices about the valuation of conflict open or close the door to the productive use of conflict. Ignoring conflict, avoiding conflict, and other strategies to avoid conflict form the most dangerous people to be around, for when conflict grows beyond a point where it can no longer be ignored or avoided, that is the conflict that can destroy people, places, and things.
In researching the history of professional training, the model employed has not changed since a master taught journeyman who led novice instruction. Yet, with technology, global populations, cultures, language, and globe-spanning organizations, the role of the trainer seems to continue to take a back seat. Yet, if a corporate trainer profoundly influenced you professionally, would you not want that experience for another person?
Important to note, your name and business will never be mentioned in my dissertation! I am not collecting any personal data beyond education and years of experience. Any direct quotes employed will carry no connecting data, and no one will see your details.
Recently, guardianships have been in the news, and I doubt this story will make the lawyers very happy. The department of Veterans Affairs – Office of Inspector General (VA-OIG) reports that an 
Traveling further to North Carolina, we find that 
Flexibility and Viability – Not just Terms, but Lifestyles
Erroneously called “Employee Engagement,” flexibility and viability are the continued efforts of all employees to participate in the business’ success. Appreciative inquiry is the sum of the efforts to flex and be viable in competition with other businesses, recognizing that the answers to your current problems are always found in listening to employees. Please note, you can think your business is flexible enough, but when the winds of change blow, will your business collapse or grow?
Hence, one must understand the principles of viability, flexibility, and appreciative inquiry as a lifestyle of daily choices where the leadership is engaged in and listening to employees. 
What can your company do, and what can your company not do? Between these two extremes are a lot of different possibilities, opportunities, and areas for exploration. For example, as a call center, can you home shore your agents? Maybe the technology is there, but are the legal questions regarding data security and safety open to home shoring? What about contingent employment, where you use knowledge vendors to fill in during peak times, thus allowing your call center to flex off and not have to work overtime so much? Would your call center do well with phased retirement, partial retirement, or voluntary reduced work time programs?
Except, the model was broken by HR, and the depth of available personnel dried up. Thus, the call center went to a universal agent model, where all agents were expected to know all the different departments and steps and act accordingly. The universal model was sold as a cost-saving measure. The employees did not like the new model as all the business processes were built on the old stepped agent model. The universal model failed, the company could not afford to return to the stepped model, and knowledge was walking out the door at an exceeding pace.
Plasticized words make the most trouble. Unfortunately, public education in America does not appear to care; public educators are some of the worst abusers of words, disconnecting words from meanings to achieve an agenda, which is practicing mental terrorism. Poerksen (1995) discusses this phenomenon in some detail, and the need to be more cognizant of the problem is a small part of the solution. For example, Poerksen (1995) brings up the term ‘strategy’; the context might not be clear. Without specifying the intention and meaning, the audience becomes lost quickly but lost with confidence and lost doing what they understand.
Poerksen (2010) provided sage counsel regarding how language plasticity leads to tyranny. Unfortunately, when discussing criticism, the tyranny of “constructive criticism” is displayed, and it is time for this lie to end, permanently! Let me state, for the record and unequivocally, criticism never constructs positive behaviors! Criticism doesn’t change simply because an adjective attempts to make criticism less harmful.
The remaining definitions in the term criticism expand nicely upon the point that criticism and being critical can never be “constructive.” “The analysis and judgment of the merits and faults of work.” “A person who expresses an unfavorable opinion of something.” The etymology of critic, which is the root of criticism, comes to us from Latin criticus, from Greek Kritikos, from kritēs ‘a judge’, from krinein ‘judge, decide.’ Never forget criticism, or the act of being critical originates from personal perception, a choice to be judgmental and critical. The intent is to pass judgment upon something, someone, or someplace with the intent to cause personal harm or sway the opinions of others.
From the DEI email, we find something very interesting in the Constructive vs. Destructive questions; the lack of the term “criticism” in the constructive criticism questions. Instead, criticism has been subtly changed to “feedback” in every place the term criticism should reside. So, for example, the first item under constructive is stated, “Feedback and advice from others are essential for growth and success. Look at criticism as a learning opportunity.” Better still, the third item in the constructive list states, “Detach yourself from criticism.”
According to several online sources, the definition of employee engagement is, “Employee engagement is a fundamental concept in the effort to understand and describe, both qualitatively and quantitatively, the nature of the relationship between an organization and its employees.” If you believe this definition, you will miss the forest for the bark you are fixated upon! Employee engagement is fundamental; it is not a concept, a theory, or a buzzword. Employee engagement is a relationship between organizational leaders and the employees, but employee engagement is not about collecting qualitative or quantitative data for decision-making policy-based relationship guidance. At the most basic level, employee engagement is the impetus an employee chooses to onboard because of the motivational actions of the manager they report to.
Inactive and selective listening can be heard through phone lines, instant messaging, text messaging, and easily observed during face-to-face communication. Worse, active listening launches trust, and when faked, destroys credibility, ruining relationships. Reflective listening can only achieve mutual understanding when both parties are choosing to listen intently and with the purpose of reaching mutual understanding. The most powerful tool in an organizational leader’s toolbox for quickly rectifying employee engagement is reflectively listening.
Employee engagement requires structural changes to the organizational design. Employee engagement is going to bring immediate change to the organization. If the leaders, directors, managers, supervisors, team leaders, etc., are not prepared for and willing to change, employee engagement will die as an unpitied sacrifice in a contemptible struggle. As a business consultant, I have witnessed the death of employee engagement, and the death is long, protracted, and disastrous to the entire business. Worse, individuals refusing to change stand out like red dots on a white cloth as employee engagement dies.
Engaging with employees should be fun, it should be an enjoyable experience, and it should bring out the best in you! All because you want to see others engage, grow professionally, learn, develop, and become. Your efforts to teach engagement lead you to learn how to engage better. Seize these learning opportunities, choose to grow, but never forget to have fun. My best tool for engaging with employees, dad jokes! Really, really, really, bad dad jokes! For example, when Forrest Gump came to Amazon, what was his computer password?
Societies, cultures, governments, and countries all rise and fall on the moral agency of the individuals in power, the common citizen, and the collective leaders of those groups of people. I have always liked the movie “The Fiddler on the Roof,” Tevye makes a statement about how without tradition, they would be as shaky as a fiddler on the roof. Bringing a mental image of a fiddler, balancing upon a roof, and having two options, climb down and resume playing, or learn to balance on the roof while playing. Both choices offer natural consequences that are easily understood, especially if you have ever worked on a roof.
I have consistently written about VA Leadership failures for several weeks, rightly calling out the administrators at the local VAHCS and VAMC, the VISN, and the Federal levels. Hospital leadership is not so different than leadership in any other industry, even though the VA has tried to make hospital leadership distinct. Herein lay the problem, an employee, a 
DNC-Consulting 