Outstanding Organization by Karen Martin

Get Started. It's Free
or sign up with your email address
Outstanding Organization by Karen Martin by Mind Map: Outstanding Organization by Karen Martin

1. Chapter 2: Clarity

1.1. Words Matter

1.1.1. Truth Telling & Truth Seeking

1.1.2. Being Nice Is Not Always Honest, Nor is Honesty Always Mean

1.1.3. Fuzzy Words

1.1.4. Yes, No, I Don't Know

1.2. Culture Indicators and Key Words

1.2.1. Problems Are Not "Opportunities"

1.2.2. "Solutions" Only Exist in Mathematics

1.2.3. Terms & Acronyms

1.3. Know Thyself

1.3.1. Who is the Customers?

1.3.2. What Value Do You Deliver?

1.3.3. Who Delivers & Supports the Delivery of Customer Value?

1.3.4. How Do You Deliver & Support the Delivery of Value?

1.4. Know Your Performance

1.4.1. Key Performance Metrics

1.4.1.1. Measuring Quality

1.4.1.2. Measuring Work Effort

1.4.1.3. Measuring Speed

1.5. Visual Management

1.6. Go & See

1.7. Where are You Heading?

1.7.1. How Are You Improving?

1.7.2. Clarity of Vision

1.8. Closing the Clarity Gap

2. Chapter 3: Focus

2.1. The Beauty of "Not Doing"

2.2. Hidden Costs of Being Unfocused

2.3. Achieving Focus: Setting Priorities

2.3.1. Reflecting on Your Organization's Current Performance & Position

2.3.2. Identify What You Could Do

2.3.3. Select What You Will Do

2.4. Building Consensus with Cathball

2.5. Maintaining Focus Over Time

2.5.1. Reviewing Priorities & Plans

2.5.2. When to Fold. When to Hold. When to Adjust

2.5.3. Focused Project Management

2.5.4. Focused Meetings

2.6. Creating Unwavering Focus

3. Chapter 4: Discipline

3.1. The Benefits of Discipline

3.1.1. Discipline: What's in a Word?

3.2. The role of practice

3.2.1. The Importance of Coaching

3.3. Consistent problem solving

3.3.1. The PDSA Method for Problem Solving

3.3.2. PDSA Everywhere

3.3.3. History of PDSA

3.3.4. Developing PDSA Capabilities

3.3.4.1. The Improvement Kata

3.3.4.2. A3 Management

3.3.4.3. A3 and the Improvement Kata: Bringing it Together

3.4. Standardization & Process Management

3.4.1. Standardization

3.4.2. Process Management

3.4.2.1. Step 1: Document How the Work is Currently Done

3.4.2.2. Step 2: Eliminate Unnecessary Complication, Waste, and Redundancy

3.5. Building Discipline from the Ground Up

4. Chapter 5: Engagement

4.1. What It is & Why It Matters

4.2. Engagement Drivers: The Three Cs

4.2.1. The Role of Connection

4.2.2. The Role of Control

4.2.3. The Role of Creativity

4.3. You Had Them at "You're Hired"

4.4. Current Staff

4.4.1. Kaizen Events

4.4.2. Process Pairing

4.5. Measuring Your Progress

4.5.1. Retention and turnover

4.5.2. Joyfullness

4.5.3. Hours worked

4.5.4. Relationship with supervisor

4.6. Creating Total Workforce Engagement

5. Chapter 1: Cracks in the Foundation

5.1. Three Capabilities of Outstanding Organizations

5.1.1. Problem Solving

5.2. Continuous Improvement

5.2.1. Resilience

5.3. The Traditional Path to Becoming an Outstanding Organization

5.4. Organizational Chaos

5.4.1. How Chaos Undermines Organizations

5.4.2. Missing the Trees for the Forest

5.5. Four Causes of Chaos - and the Four Conditions that Create Outstanding Organizations

5.5.1. Lack of Clarity

5.5.2. Lack of Focus

5.5.3. Lack of Discipline

5.5.4. Lack of Engagement

5.6. Building the Foundation for an Outstanding Organization

5.7. Respect for People

6. Introduction

6.1. I've Seen This Before - And Keep Seeing It

6.2. My Diagnosis in Brief

6.3. What's Coming