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Index
TRANSFORMING CULTURE
CONTENTS
FIGURES
PREFACE
ACKNOWLEDGMENTS
ABOUT THE AUTHORS
CHAPTER 1
INTRODUCTION TO THE AMERICAN MANUFACTURING CULTURE STORY
THE DECLINE OF AN AMERICAN ICON
GENESIS OF THE PROJECT
THE CULTURAL TRANSFORMATION PROCESS
THE IDEAL PLANT CULTURE PROJECT
CHAPTER 2
SIGNIFICANT CULTURAL TRANSFORMATIONS IN THE AUTOMOTIVE INDUSTRY
CULTURAL AND ENVIRONMENTAL CONDITIONS INFLUENCING CULTURAL TRANSFORMATION
TWO INFLUENTIAL PRODUCTION-WORK PARADIGMS IN THE AUTOMOTIVE INDUSTRY
Mass Production
Structure of Work: Compartmentalized, Mechanized, and Centralized
Workplace Dynamics: Directive, Impersonal, and Elitist
Flexible and Lean Production
Structure of Work: Economizing, Standardized, and Selective
Workplace Dynamics: Participative, Group Centered, and Risk Averse
Summary
THE EVOLVING PRODUCTION CULTURE AT GM
Diversified Mass Production under Alfred P. Sloan
Structure of Work: Differentiated and Decentralized
Workplace Dynamics: Meritocratic and Autonomous
Post–World War II Dominance and Rising Parochialism
Cooperative Exploration of Production Options at the Century’s End
New United Motor Manufacturing, Inc.: Little Receptivity Back in Detroit
Spring Hill Saturn: Decision-Making Consensus Gone Awry
Quality Network: Some Level of Rapprochement between GM and the UAW
Opel Eisenach Gmbh: Incubator for Diffusion and Learning
Summary
CHAPTER 3
HELPING ORGANIZATIONS TO SEE “WHAT WAS” AND “WHAT IS”
CULTURAL TENSIONS SURROUNDING INDIVIDUALIZED WORK
Blaming
Blame Avoidance
EVIDENCE OF CHANGE IN MANUFACTURING PERFORMANCE
A SHIFT TOWARD WORK GROUP EMPOWERMENT
The Story of Marking the Team Room
The Observation of a Problem on A Line
Evidence of Cultural Transformation
Summary
CHAPTER 4
GETTING ORGANIZATIONS TO SEE “WHAT IS” AND “WHAT COULD BE”
OUR RESEARCH APPROACH
Field Research Phase
Validation Phase
Data Analysis Phase
Applications Phase
THE CULTURAL TRANSFORMATION FROM THE “OLD WAY”
ELEMENTS OF THE IDEAL CULTURE
THE IDEAL CULTURAL MODEL WITH COLLABORATION AT ITS CORE
Structuring the Plant Environment for Workplace Effectiveness
Engaging a High-Performing Work Force
Accomplishing Plant Goals through Cooperative Work Practices
Cultivating Strong, Healthy Relationships as a Basis for Plant Success
VALIDATING THE IDEAL CULTURAL MODEL
PLACING THE IDEAL CULTURAL MODEL IN COMPARATIVE CONTEXT
Comparing the Ideal Cultural Model with Other GM Models
The Quality Network
GMS
Star Point
What the Combined Precursor Programs Tell Us about the Ideal Cultural Model
Congruency with GMS and the Quality Network
CHAPTER 5
OBSTACLES TO CULTURAL TRANSFORMATION
THE CHALLENGES OF CULTURAL CHANGE IN ORGANIZATIONS
Elaborating on the Cultural Obstacles
Having to Learn a New Culture
Ethnocentrism
Cross-Cultural Conflict
Resistance to Change
Cultural Dilemmas
Cultural Contradictions
Cultural Drift
The Trail They Leave Behind and How to Track That Trail
IDENTIFYING OBSTACLES IN THE CULTURE
Obstacles Related to Managing Performance
Obstacles Embedded in “Walking the Talk”
Obstacles in Making Your Contribution
Obstacles Linked with Demonstrating Team Support
OBSTACLES TIED TO AN OBSERVATION ON THE PLANT FLOOR
Failure and Repair of the Stud Gun
Key Obstacles in the Stud Gun Observation
Ethnocentrism
Cross-Cultural Conflict
Cultural Contradictions
Cultural Drift
Having to Learn a New Culture
Stud Gun Observation Outcomes
Barriers Can Be Overcome: Transformations in Spite of Obstacles
From Obstacles to Enablers
CHAPTER 6
RELIANCE ON CULTURAL PROCESSES DURING CULTURAL TRANSFORMATION
ENABLERS FOR CULTURAL TRANSFORMATION
Plant Environment
Work Force
Work Practices
Relationships
IDENTIFYING ENABLERS IN THE CULTURE
Enablers Linked with Supervisory Success
Enablers Related to Hands-On Work Experience
Problem Solving as an Enabler
Enablers Present in Engineer’s Interactions with Team Members
Enablers Mitigating the Obstacles in Engineer-Team Interactions with the Supplier
Obstacles Dominating the Engineer’s Interactions with the Manager
A Key to Successful Cultural Transformation: Using Enablers from Multiple Quadrants of the Ideal Cultural Model
Conclusions
CHAPTER 7
TOOLS TO AID IN CULTURAL TRANSFORMATION
COLLABORATION TOOL DEVELOPMENT
INTERACTIVE TOOLS
Tools for Understanding Collaboration
Ideal Cultural Model
Cultural Toolkit
Story Packet
Recipes for Cultural Success
Tools for Practicing Collaboration
Collaborative Questions
Cultural “Hot Spots”
Workplace Disagreements
Tools for Measuring Collaboration
Work-Group Relationship Effectiveness Metrics
Individual Relationship Effectiveness Metrics
VALIDATION AND TESTING FOR THE INTERACTIVE TOOLS
Collaboration Tool Assessment
Collaboration Tool Pilot Test
A GAMING TOOL
COLLABORATION TOOL DISSEMINATION AND IMPLEMENTATION
Emerging Patterns of Acceptance and Advocacy
Forms of Resistance
Conclusions
CHAPTER 8
LESSONS LEARNED, FUTURES PLANNED
LEARNING FROM PRODUCTION-WORK PARADIGMS
Mass Production
Flexible and Lean Production
The Hybrid of Mass Production with Flexible and Lean
Learning from Cultural Transformation
Cultural Transformation Model
The Bridge Model of Transformation
LEARNING FROM THE CULTURAL IDEAL
Developing a Common Understanding of the Ideal
Focusing on the Ideal
Operationalizing Collaboration as the Cultural Ideal
Learning from the Ethnographic Process
LEARNING FROM CULTURAL TOOLS
Pragmatic Enablers for Cultural Transformation
Stories as Powerful Motivators for Change
Diversity in Tool Design
REMEMBERING BACK AND LOOKING FORWARD
NOTES
CHAPTER 1
CHAPTER 2
CHAPTER 3
CHAPTER 4
CHAPTER 5
CHAPTER 6
CHAPTER 7
CHAPTER 8
REFERENCES
INDEX
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