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The More Things Change

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As they gathered around the salad bar, one employee said, ?that must be the umpteenth announcement this month.?



One of the senior employees smiled. ?Don't worry. It's all talk. There's never any follow-through. Trust me, I've been here long enough. Things will NEVER change around here.?

We remembered conversations like this in the company we worked for. The pattern was familiar: first, a crescendo of excitement, then implementation, and then half-way through the project, you never heard anything again.

Take the Ball and Run With It

Momentum. That's one of the most beautiful words in the English language. We like using it when we speak of change. At the organizational level, past experience tells us that when there are leaders versus followers and initiative versus resistance, change becomes a very difficult process to manage.

Common sense dictates that to initiate change the buy-in of EVERYONE in the company is needed. Even if the change affects only a segment of the corporation, executives and the rank and file must believe that the change will be good. Common sense also dictates that the person responsible for overseeing the change must be supported by his superiors and his team members. It isn't fair to tell the person, ?take the ball and run with it? without providing him with the resources and diligent guidance.

This is why the intended change does not materialize. Somewhere in the implementation, momentum diminishes and gradually disappears.

Six Sigma and Change Management

Change imposes generous doses of enthusiasm, a disciplined approach, unconditional support from those who have the resources and strict measurement of progress. Change connotes obstacles - a large corporation is a collection of human ambitions going in different directions ? unstoppable, driven, and selfish.

Does change have a chance then?

Yes!

Business case studies prove that change does happen in spite of real challenges. Success comes easier when management takes the time to participate and act in a democratic manner. When we say ?democratic?, we mean key executives take an active part and not just pay lip service to the concepts and processes involved in a given change. Management engages in sincere dialog and is open to the opinions of others.

Six Sigma offers valuable lessons in change management. In a business environment where the desire to implement change is customarily met by resistance, leaders can look to Six Sigma as a concept, an approach, a culture, a set of statistical tools, a philosophy, a sacred ritual that's been tried and tested.

If there's one defining trait for Six Sigma, it's flexibility. Companies are cleverly combining Six Sigma with other change management tools to reach targets. You are aware of how companies have blended Lean with Six Sigma, where they take Toyota's lean manufacturing strategies and combine them with Motorola's measurement tools to track progress in cost reduction efforts without sacrificing customer loyalty.

Using DMAIC and ADKAR in Change Management

In Lean Six Sigma, we learned how DMAIC can be an effective tool to bring about desired changes to the company's profitability. DMAIC (define, measure, analyze, improve and control) necessitates a certain structure, serving as a roadmap for the attainment of a company's stated objectives. There are times, however, when a company may need to combine DMAIC with other proven change management tools.

One such tool is ADKAR - acronym for awareness, desire, knowledge, ability and reinforcement. Note that it harmonizes with the five steps of DMAIC.

Rick McCormick of the Change Management Learning Center explains ADKAR by aligning it with DMAIC.

Project leaders build awareness (ADKAR) of the change by defining (DMAIC) what that change is and who will implement it. Desire (ADKAR) must be felt and embraced by those who will be affected by the change so that inputs and outputs can be measured (DMAIC). For change to be off to a good start, leaders must possess the knowledge (ADKAR) necessary for successful implementation, but this requires an analysis (DMAIC) of factual data. Going hand in hand with analysis is the ability (ADKAR) to deploy the right measures so that the desired improvement (DMAIC) can be sustained. To complete the process, the change must be reinforced (ADKAR) where standard operating procedures and training manuals will serve to control (DMAIC) aspects and consequences of the change.

McCormick pointed out that important questions such as profile coherence, divergence of opinions, and problem areas must be settled first before getting to what he calls the ?toll gate? ? the end point of each ADKAR phase.
The More Things Change
Digital cameras have rapidly changed the face of photography. Photographers can now be divided into two categories. There are traditional photographers who view each advance in technology with suspicion. Then there are the digital photographers who think film photographers are still living in the dark ages.

For the record, I use film. That is not because I don't like what digital photography has to offer. There is a very simple reason why I am sticking with film for now; after 20 years of photography, I have a thousands of images on film that have yet to be put to good use. If I switched to digital now, those photos would probably be neglected for another 20 years and finally be thrown out. That's a lot of memories wasted.

However, as a gallery owner, photography teacher, writer and club member, I am among digital photographers every day. Having lived and worked through all the years when photography has accellerated into the digital age, I have observed something that will surprise many people; not much has really changed.

The skills of traditional photography are as important as ever for the digital photographer. You need to be able to work with aperture and shutter speed, understand depth of field and know how to handle moving subjects. A digital photographer requires sensitivity to light and contrast, and must develop a talent for creative composition.

In teaching and writing about photography, I have been amazed by just how much things have remained the same. In some instances I have been certain that the new technology would create new challenges - only to find that for all practical purposes, nothing has really changed.

Here is one example that is so similar it's spooky. In the days of film, you could buy film that was rated at different ISO speeds, relating to how quickly the film reacted to light. Faster films were great for allowing quicker shutter speeds in low-light conditions, but there was a sacrifice in quality. Photos taken on fast films had a grainy appearance, making them less suitable for printing big enlargements.

Digital cameras have adopted the same ISO system. You can adjust the ISO setting on your camera, changing the speed at which your exposure will react to light. As before, this can be a great benefit, especially in low light. But here's the spooky part. When you set a higher ISO rating, your images become 'grainier.' Some people tell me it is pixellation, others tell me it is digital 'noise.' I don't know and don't really care. The point is, here is a whole new technolgy, recording images in a completely different way - and the outcome is exactly the same!

Of course there are some major differences. The most obvious change, and certainly a change for the better, is the elimination of film and developing from your list of expenses. Add to that the convenience of being able to delete your mistakes and print your own photos, and your hobby just became a lot more cost-effective.

That, however, has nothing to do with the actual skill of the photographer. Neither does the other revolution in the photography world. That revolution is software. With the aid of computers, people can work digital magic on their photos like never before. This has both positive and negative elements. Positive because the almost universal fascination with computers has seen a whole new generation take a real interest in photography. Negative because people too often rely on the technology to correct their mistakes, instead of learning to take better photos.

Software can be wonderful. It can add a little 'zest' to a slightly flat image, or it can completely trasform a photo to portray colours and details that never existed in the real world.

But software cannot overcome all the problems caused by bad technique. It cannot focus an out-of-focus image. It cannot correct a blurry photo caused by using the wrong shutter speed. And while cropping, cutting and pasting can solve some issues, they are no substitute for developing a real skill for composition.

So, to return to my original theme: despite the worldwide migration from film to digital photography, in practical terms not much has really changed. That which is new is largely peripheral. While there are some advantages in terms of cost and convenience, most of the changes won't make you a better photographer.

So here is my advice to photographers on both sides of the divide. Film photographers; dont be dismissive or suspicious of the new digital world. Embrace it, make the most of its advantages, and you may be surprised just how easy it is to make the switch.

Digital photographers; don't sneer at your more old-fashioned counterparts. The skills they have grown up with are the ones you really should be learning.
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Both Robert D. Thomson & Andrew Goodall are contributors for EditorialToday. The above articles have been edited for relevancy and timeliness. All write-ups, reviews, tips and guides published by EditorialToday.com and its partners or affiliates are for informational purposes only. They should not be used for any legal or any other type of advice. We do not endorse any author, contributor, writer or article posted by our team.

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