🚀 go-pugleaf

David posts:
>
> I have a section of ten operators and productivity is not good.
> All efforts to improve it through involving, motivating, empowering etc etc
 are
> failing because three of them are very negative, very subtle and important to
> the process. They undermine everything we try but we cannot pin anything on
> them. They seem to cause fear amongst the others and we cannot make the
> breakthrough.
> Any ideas other than transferring them or firing them?
===============
You may want to relook at what you did whent you were doing
"involving, motivating, empowering etc etc."

See how what you did matches what we think we know about "Behavior
Modification."  Aubry Daniels from Atlanta, GA (state of Georgia for
none US folks) has written quite a lot about this.  Web site at:
http://www.aubreydaniels.com/about-us.htm

I have found the model of " Antecedent - Behavior -Response" to be
useful.  Your employees are getting something out of what they are
doing, or at least did in the past.  They were trained to respond as
they do somewhere, sometime.  You should be able to retrain them.
Also how soon negative consequences reach them v. perceived positive
consequences plays in to all of this.  One local MBNQA winner used
Aubrey Daniels as a consultant and his approach as the main thread of
their whole TQM process.

If you have already done all of this,  then sometimes firing is like
spanking your kids.  It clears the air, gets everyone's attention and
permits starting from a clean page and (hopefully) puts an end to
destructive behavior..

Enjoy.

<< All opinions, statements, &c are my own>>
L.H. Garlinghouse, C.Q.E.
Pocahontas AR U.S.A.
(870) 892-4586  ext 7659
garlinghou@waterlooindustries.com