🚀 go-pugleaf

---------- Forwarded message ----------
Date: Mon, 24 Nov 1997 19:59:14 -0500 (EST)
From: Larry004@aol.com
To: tqmlistserv <quality@PUCC.PRINCETON.EDU>
Subject: Fwd: Help (Resubmit)

In a message dated 97-11-23 21:43:58 EST, neil@lblconsulting.com writes:

> >I would like to solicit advice from the list on an interesting
>  >problem we are facing where I work.
>  >
>  >At the first meeting the president of union B said
>  >the TQM program is a union busting program and he is going to
>  >pull the plug on the whole thing!
>
>  >Alan B Crammatte
>
>  Alan,
>
>  For any future meetings I suggest you meet with key stakeholders one on
one
>  ahead of the meeting to understand their support or resistance to topic to
>  be discussed.  That way you are not surprised at the meeting and may have
>  come up with a new way to proceed to deal with the resistance - like go
>  slower, less formal for a few weeks.
>
>
>  Second, can you have Union A boss take Union B boss to lunch with you to
>  discuss how TQM worked and why Union A boss sees it as positive.
>
>
>  Third, throughout all this try to find out what is different about the
>  situation for Union Boss B and that union.  Is he/she up for reelection,
or
>  sees himself/herself as wanting to be highly visible and move up in Union,
>  a more challenging union group, etc.
>
>  Chewy change management problem.
>
>  Best of luck.
>
>  Neil Love
>  Certified Management Consultant
>
Alan;
In addition to Neil's comments which are right on, I would also suggest that
you search for other unionized company's where TQM has worked and where the
union leadership has recognized the benefits to the company (growth) and the
benefits to the union (more jobs). Get a meeting set up with those people and
the leader of union B and discuss those issues. The big sticking point with
unions in TQM is when you start to work into various types of teams etc.
Unless managed correctly this can be perceived by the union as an attempt to
circumvent the collective bargining process. Be very careful to keep certain
types of issues out of the hands of teams (or committees) appointed by
management or that function more under the control of management. Wages, work
classifications to mention a few. We have a now retired President of the Ford
UAW local in St. Paul who has gone so far as to say that if it were up to
him, quality performance issues for both labor and management would be part
of every union contract. He is a true believer.
Good Luck
Larry Frey CQM
larry004@aol.com
Continuous Improvement Strategies
Minnesota

---------------------
Forwarded message:
From:   neil@lblconsulting.com (Neil Love)
To:     quality@pucc.princeton.edu (TQM Listserv), alanc@maui.net
Date: 97-11-23 21:43:58 EST

>I would like to solicit advice from the list on an interesting
>problem we are facing where I work.
>
>At the first meeting the president of union B said
>the TQM program is a union busting program and he is going to
>pull the plug on the whole thing!

>Alan B Crammatte

Alan,

For any future meetings I suggest you meet with key stakeholders one on one
ahead of the meeting to understand their support or resistance to topic to
be discussed.  That way you are not surprised at the meeting and may have
come up with a new way to proceed to deal with the resistance - like go
slower, less formal for a few weeks.


Second, can you have Union A boss take Union B boss to lunch with you to
discuss how TQM worked and why Union A boss sees it as positive.


Third, throughout all this try to find out what is different about the
situation for Union Boss B and that union.  Is he/she up for reelection, or
sees himself/herself as wanting to be highly visible and move up in Union,
a more challenging union group, etc.

Chewy change management problem.

Best of luck.

Neil Love
Certified Management Consultant

LBL Consulting, Inc.
Better Projects, Better Operations
Through Building Synergy in the Workplace
via Assessments, Facilitation, Coaching, Workshops and Follow Up

925 Dorel Drive
San Jose, CA 95132
neil@lblconsulting.com
408-923-9292   408-923-8722 (Fax)
http://www.lblconsulting.com
Complimentary articles and assessments at our web site