There are three questions I like to ask my clients upon our first meeting. You might find them equally useful in your own dialogues within your particular organisation. Here are the three questions:
1. Is anyone in your organisation at all interested in productivity (or quality, or effectiveness)?
Note: Many folks will express an interest in productivity, quality or effectiveness, but not act congruent with this espoused interest. You might like to look into the work of Chris Argyris to learn more about this phenomenon (see: espoused theories vs theories-in-use). You may also care to look at what’s really happening within the organisation for evidence of actual interest in e.g. productivity.
If your true answer to question 1 is “no”, then there’s not much point proceeding to the next question.
But if there are folks in your organisation at all interested in productivity (or quality, or effectiveness), then question 2 is:
2. Do all interested parties agree that folks’ collective assumptions and beliefs about work, the world of work, and how work should work is at the root of effectiveness a.k.a. productivity?
If your answer to question 2 is “no”, then I propose you might like to look elsewhere for your answers, rather than proceed to question 3.
But if there are enough folks in your organisation who can agree that collective assumptions and beliefs about work, the world of work, and how work should work is at the root of organisational effectiveness a.k.a. productivity, then question 3 is:
3. How will you go about affecting this collection of shared assumptions and beliefs – in ways which translate to meeting folks’ needs for increased productivity (or quality, or effectiveness)?
Note: In some organisations, maybe there are already some initiatives or actions in train intended to bring about such a change in shared assumption and beliefs.
I’d be very interested to hear your answers.