There is one certain way to ruin months of good work on service design, customer experience and user experience work.
You fail to make the necessary management improvements to support the new design.
If change is to occur, it shouldn’t mean everyone needs to change except management. The new design will simply fall back into the old design without a change in management perspective. This means all the work to get an improved experience for your service is negated by old management perspectives – like Frederick Taylor’s scientific management (from Deming’s Profound Changes).
- Belief in management control as the essential pre-condition for increasing productivity.
- Belief in the possibility of optimal processes.
- A narrow view of process improvement.
- Low-level sub-optimization instead of holistic, total-system improvement.
- Recognition of only one cause of defects: people.
- Separation of planning and doing.
- Failure to recognize systems and communities in the organization.
- View of workers as interchangeable, bionic machines.
Substituting this thinking with Dr. Deming’s System of Profound Knowledge and his 14 Points will give your design fighting chance. Otherwise you risk having a shiny new car with an engine that can’t make it move – it looks pretty, but doesn’t accomplish much.
Just as you work to design a better customer experience – you must design-in better management thinking and design-out old management practices.
What if you tried different design principles in your organization? Would you discover a better way to improve your service? The 95 Method is about giving you and your organization a method to help you answer these questions. You can start by downloading our free ebook or booking our on-site workshop. Tripp can be reached at firstname.lastname@example.org. Reach him on Twitter at www.twitter.com/TriBabbitt or LinkedIn at www.linkedin.com/in/trippbabbittShare This: