ABSTRACT

What Works for GE May Not Work for You: Using Human Systems Dynamics to Build a Culture of Process Improvement provides new tools for managing and sustaining process improvement in today‘s complex non-linear environments and helps readers apply new, relevant theory to their own management practices. With more than 50 combined years of change manage

part Section I|40 pages

What?

chapter 1|9 pages

Introduction to “What?”

chapter 2|7 pages

Lean Enterprise

chapter 3|5 pages

Six Sigma

chapter 4|6 pages

Human Systems Dynamics

chapter Section I|8 pages

Summary

part Section II|42 pages

So What?

chapter 5|3 pages

Introduction to “So What?”

chapter 6|10 pages

Introduction to TryinHard Marine

chapter 7|3 pages

The Project Begins

chapter 8|6 pages

The Training Begins

chapter 9|2 pages

The Training Drags On

chapter 10|3 pages

The Projects: An Update

chapter 11|8 pages

A Staff Meeting

chapter Section II|2 pages

Summary

part Section III|55 pages

So What?—Take 2

chapter 12|4 pages

The TryinHard Marine Case Story Retold

chapter 13|3 pages

The Next Staff Meeting

chapter 14|3 pages

Choosing a Consultant

chapter 15|15 pages

Establishing the Initial Projects

chapter 16|4 pages

The Training

chapter 17|6 pages

Another Leadership Team Meeting

chapter 18|9 pages

Meanwhile, Back at the Projects …

chapter 19|5 pages

One Year Later

part Section IV|28 pages

Now What?

chapter 20|20 pages

Now What?

chapter 21|6 pages

What Next?