Translate Know-What Into Know-How

Abstract:[ This abstract is based on the author's abstract.]

Organizational change has turned out to be a much more difficult challenge than we've been led to believe. A study of business magazines during the last few years shows that less than one-third of change efforts had any significant impact on improving competitiveness. Factors contributing to this poor track record include human and organizational inertia, human tendencies toward hindsight bias and fundamental attribution errors, and trouble translating targets into action. Voice of the customer methods and the tools of quality function deployment suggest it is possible to capture 90 to 95% of customer's wants and needs by interviewing as few as a dozen customers. Translating know-how or voice of the customer into individual staff action is a five-step process. A hospital case study shows what happens when the process works or when there is a disconnect. Findings include: the technical know-how to deal effectively with the breakdowns …

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