Renée Gendron
June 23, 2015

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Renée Gendron




Articles by: Renée Gendron

Conflict Resolution in Process Management

Conflict Resolution in Process Management

Author(s):

Owner, Vitae Dynamics Inc.

Jocelyne received angry stares from both Keith and Arneil. Jocelyne had wanted to improve their production process to be more nimble and responsive to changing product needs. Both Keith and Arneil were convinced that their operations were fine the way they were. Sales were steady and in a weak economic environment that was an accomplishment. For her part Jocelyne was concerned that they wouldn’t be able to pivot quickly enough to capitalise on changing markets. The discussion went round and round until tempers flared and the business unit’s ability to function as a team crumbled. They were stuck at the analysis phase as some members of the team didn’t recognise that there was a need to improve the process. 

Factors Affecting the Leadership of Process Improvement Teams

Factors Affecting the Leadership of Process Improvement Teams

Author(s):

Owner, Vitae Dynamics Inc.

Adèle selected her process improvement team very carefully. She needed to ensure that different types of expertise and knowledge were represented. Each of her team mates had specialised knowledge of a particular division of the company. Every single one also came to the table with a unique career path and background. She got to know her colleagues quite well during the interview process and was very pleased with the team she had assembled. They were extremely competent and motivated to improve the company’s operations.

The Role of Conflict Resolution in Implementing Process Change

The Role of Conflict Resolution in Implementing Process Change

Author(s):

Owner, Vitae Dynamics Inc.

Corinne was at first very pleased to have been asked to implement a process change. She was the one who first identified a problem in operations and who suggested a few modifications to the procedure. After raising the matter several times over many months with senior executives, she finally received the go-ahead to make the necessary changes.

As Corrinne approached her colleagues with the idea of changing the process, she was at first greeted with support. Her work environment was generally professional and courteous. But the more Corrinne engaged her coworkers about the idea of changing a process, the more subtle the pushback she received. Confused, Corrinne pressed on with figuring out a way to bring the different departments together to have a conversation about changing the process.

Why is it Process Improvement Initiatives Never Quite Pan Out as Advertised?

Why is it Process Improvement Initiatives Never Quite Pan Out as Advertised?

Author(s):

Owner, Vitae Dynamics Inc.

Farah looked over a new operations process. At first glance it seemed to address some long-standing concerns she and other colleagues had. Farah ensured that she had entered into a meaningful dialogue with all of the departments to ensure that everyone had their say and agreed with the changes. Perhaps more importantly, Farah made sure that the changes in the process respected product requirements, safety regulations and her company’s quality standards.

For the first week the process seemed to work very well. Farah was very pleased to see quality improvements. Then after about three weeks of implementing the new process, Farah started noticing some hitches and hiccups. Every now and then she gently prodded an employee to more closely adhere to the new process and for a short time the employee would do so. But it seemed to Farah that within a day or so many of the employees would mix the new and old processes and the results of this were less than ideal.

Leadership as a Process

Leadership as a Process

Author(s):

Owner, Vitae Dynamics Inc.

Cora was new at her position and her company. She had been brought in to manage a project that was not performing well. The project was well behind its deadlines and so over budget it amazed Cora that the company still wanted to go ahead with it. Knowing that there would be a lot of pressure on Cora and her team to salvage the project, Cora set her mind to getting to know as much as possible about the project from day one.

It was obvious to Cora that the team had tried many solutions and strategies and all of them failed. The team knew the goal but not the way to achieve it. So for the first days she listened. She went to see each and every one of her team members to introduce herself, get to know them a little bit, and get their take on what was happening with the project.

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