Okay, so where are we up to in our simple improvement process where we're looking at identifying actions and planning? So this is the point where you have to start thinking, what are we going to do to change it? So you've identified what sort of culture you want, the behaviors, you're looking for the attitude you're trying to create, the values you're trying to align, you've looked to the gap between what you want and what you've got. The next bit is perhaps the most difficult bit because it's identifying what are you going to do to change it? Now, I can't really give you answers to all of that, because that depends, of course, on what comes out of those workshops. But really, what I can say is you need to ask yourself some action questions.

So action questions are questions that then lead to action. So how can we encourage behavior that fits with the shared vision, so whatever that shared vision was, How can we encourage the behavior that fits with that? You might also ask questions around what do We reward? So remember the behaviorist perspective? How do we reward things that will deliver the culture that we're looking for? How do we make sure that managers walk the talk?

So as managers, we might say that we believe in this, but do we actually display that by our behavior by what we do? How do we make sure that we as managers do that? And the managers that reports was team leaders and so on, also follow that. So as some action questions, how can we create the environment for the behavior we want? In other words, how do we make it easy for people to do the right things? How do we create that environment?

How do we get people talking about the thing that we really want them to talk about? So if we want innovation as our culture How do we get them talking about innovation? If we want a culture of care of the product of each other, how do we get them talking in that way? How do we change the narrative? If you want people talking about continuous improvement? How do we get that?

How do we change that narrative? How can we align the needy behavior with people's attitudes, beliefs, and values? So we need to know what those are in the first place. But we should have got some of that information from our current state analysis. How can we align some of that stuff? So things that people have said about what matters to them?

How can we take that and start to identify what people's values are, and align our business values with those and vice versa? more action questions, maybe we need to put some processes and systems in place. Now that's not the be all and end all of this. So putting in some processes where you have regular meetings might be a good idea, but it's not Going to solve things entirely, but there may well be some processes that you need to put in place. What skills do people need? Maybe part of the problem is that if we want a culture of innovation, we need to help people learn how to become more innovative, because they don't know how to do it.

If we want a culture of continuous improvement, maybe people need to understand what that actually means, and how they can identify waste and improve things that way. If we want people to intervene when they see something dangerous, or, or so on, how do they do that? They know how to do that. Do they feel comfortable doing that? What knowledge do they need? So these are all quite difficult questions to answer.

And so in order to help with that, we've produced something called the pro pack microscope, which you can have access to. This particular microscope is geared towards and the events that we talked about earlier in the program, which was where a lot of businesses complain that they Have a culture of firefighting, we're always just solving the latest crisis. What we'd like, is a culture of continuous improvement where people solve issues so that they don't happen again. So we're actually proactive. So let's have a look at the appropriate microscope and how that might help you to ask some of the right questions. So this is the private microscope.

And the idea behind it is you can zoom in and out to see the different levels of what's happening in your organization. Now, this is a model that was used, as I said, in a workshop around creating a culture where you're no longer firefighting, but you are proactive, looking for ways to improve and essentially a culture of continuous improvement. What you're seeing there is the very highest level of actually what manufacturing is all about. It's about selling or getting a buyer to buy your product. It's about mobilizing everything you need. So bringing together the raw materials, the people, equipment and machinery, bringing, bringing it all together in one place.

So that then you can make it which is that third bubble there. Once you've made it, once you've produced it, either then send it to your customer, your your customer then pays you for you get paid for it. So essentially, doing that in the most efficient way, is really what successful manufacturing is about. If you can get paid more than it costs you to do, those are the four bubbles, then you've got a margin, you're profitable. Now this example was obviously as I said, a particular workshop for manufacturing, but actually applies to any type of business or service. So whereas you might not be making something that make it bit might be replaced by deliver it, so provide a service for it.

So actually, the same principle is that what we're going to do now is zoom in to the make it bubble. So we're going to have a look at, make it a bit more detail. So let's zoom in now. So as we've zoomed in now what you can start to see is that there are different departments or functions who are playing apart in order to make it again, this could apply to a service, but we're looking at manufacturing in this particular example. So in manufacturing, you might have a production team in the middle there, just above the make it bubble. You've also got engineering and maintenance, you've got technical and quality planning.

So there might be others. But these are the ones that we've got on our little diagram. What we're going to do now is we're going to zoom in to one of those functions, we're going to zoom in to production. So when you use the version online, it's a lot more dynamic. It's a lot smoother. Actually, what you can do is use your mouse to scroll in and out or zoom in and out of the microscope.

It's even better on an iPad. So if you've got an iPad, it works really well with that, because you can just literally pinch to zoom in, and then obviously, zoom out again, it's really dynamic. So we've zoomed in on the production elements of this. And what you might be able to see there hopefully, is you've got within production, you've got process, setting on the left hand side of that people just above production, and behavior to the right of it. So really, what this represents is the pro pack approach to culture change or improvement. It's about changes in processes.

It's about giving people the skills and knowledge that they need, and creating a culture where doing the right things is encouraged and supported. So you'll notice you've got process, people and behavior Yeah, the reason why the third one is behavior is because as we've said, culture is really a lot of behavior happening together. So the base unit of culture, we could describe this behavior. So let's zoom in first two processes. So this level, you start to see elements that are related to your processes. So you'd ask yourself, right, what is it about our systems?

What is it about our standard operating procedures? And what is it about our informal common practices that maybe not written down, that might be encouraging our current culture, and that we might need to change in order to get the culture we're looking for? So for this particular example, we're saying, what can we change about our systems that would encourage a more proactive way of approaching problems? What is it about our standard operating procedures that could be encoded What we don't want really, which is a reactive process? What could we do to change that? How could we make that into something that encourage people to think about things beforehand?

If you look carefully at your processes and systems, it's very possible that those processes and systems are encouraging people to do exactly what you're saying you don't want them to do. Because they may have been designed at a time when your culture was how it is now, which is not the culture you want. So your processes are designed around that. What you're looking now is to say, How can we change those processes in line with our new vision? So we've just zoomed out again, and we're going to zoom back in now to people. So really, what you're looking at here is the knowledge and skills elements of the people part of the pro pack approach.

The question you're asking here is what skills are knowledge will people need in this new imagine culture? So if you want people to have a culture of innovation, how can you make sure that people have the required knowledge in order to know what that means? and know how to innovate? Do they have the skills to do that, too. So really looking at what are the skills and knowledge requirements in order to deliver that culture without changes in that, you'll probably find that your culture change project won't happen, you won't be able to deliver that, because you simply don't have the people capability in order to deliver it. So just zoomed out, again, back to the production area.

We're going to zoom in one last time, I'm going to look at the behavior aspect of this. So let's zoom in there. Now as you can see, there's another set of questions revolving around behavior, such as, what is it that people enjoy doing and how does that affect where they put their attention, so This example which was about trying to avoid firefighting. Do you know why if people enjoy firefighting, then it could be that that's why you get a lot of firefighting. So how can we change that? How can we make proactive activities more interesting, enjoyable?

Possibly? What? Since we buy identity? How do people see themselves? they see themselves as firefighters. If you want to change a culture in terms of everybody looking out for each other?

How do you create an identity that says, I actually am responsible for my fellow worker? What do I normally do? What does my boss really want me to do? That's a great question. So whilst as a manager, we might say that we really want this or we really want that, when it comes down to it. When the pressures on what do we really ask or what's everybody else doing?

Another great question in terms of culture, and behavior. So really, these are questions that are designed to To get us thinking, and again, there's another level that you can see loads of questions to get you thinking about. What would we need to change in terms of process, people's knowledge and skills and behavior? There's more questions probably than you'll ever be able to answer here. So really, it's just about getting some thought behind it, because we help people with this so we can help facilitate if you're looking to work with something like this, but you can use it on your own