About Politics

Peter Peterka asked:


No grouping of human beings is without some amount of politics. Managing deployment of Six Sigma in your organization will unavoidably run into some personal issues and conflict. However, with deft handling of the personal and political issues that come up, along with patience and perseverance, your Six Sigma deployment will not get derailed.

Political factors that can affect a Six Sigma project include personal resistance to change, inflexible company policies, and incompatibility with existing organizational methods and goals. Not surprisingly, all of these factors also affect business processes of any kind. They are not unique to Six Sigma. This is one of Six Sigma’s strengths: realistically acknowledging the way politics work in an organization. Six Sigma is not just number crunching. It understands the importance of and encourages the involvement of people throughout and at all levels of the organization working together toward a common goal. Six Sigma encourages planning, communication, and openness about processes, procedures, and information.

Many people see change, any change, as loss—a loss of their power or a loss of the security of the old way of doing things. Thus, people are prone to defend the old way, out of habit and out of unease. They wonder how change will affect them and what exactly happens behind the scenes and if they don’t know, become apprehensive. This is a problem that can be overcome through communication. Six Sigma successes require clear and open communication at all levels. Any change in an organization will meet some resistance, either intentional or just from inertia. When management can effectively communicate that it is behind that change and can communicate the positive aspects of the change, resistance and “turf” politics can be countered and overcome.

Another problem is people who disregard the value and power of Six Sigma and consequently, they are reluctant to support Six Sigma projects. To the uninitiated, Six Sigma may appear similar to or simply an evolution of other quality programs. There have been so many quality improvement fads over the years. It is not surprising that people are now a little jaded. Others may see Six Sigma as solely another cost-cutting or productivity enhancement fad. This is a short-sighted view. Six Sigma is neither a fad nor just another quality initiative. It is a “way of life.” It is a multi-level, cyclical movement toward continual process improvement. The quality improvement fads sell themselves as cheap and easy quick fixes. The reality is that there are no quick fixes to significant process improvement. Six Sigma understands that; it is not a simple quick process. However, the right Six Sigma training and information will help people to understand that Six Sigma is significantly different; it is a robust continuous improvement strategy and process.

Once projects are begun, Six Sigma projects can become a battle of wills for control over which strategy, approach, or tool is used. Team meetings can devolve into arguments over which measurement to use, how it will be calculated, which charts will be generated, whether to use DMAIC or DMADV, etc. Six Sigma is not about making things more difficult. It is about using common sense to make things easier. It is certainly about recognizing that there is more than one road to improvement and more than one right answer to a problem.

In overcoming political problems, the leadership of senior management is critical. Successful Six Sigma programs are built on a solid organizational foundation. The organizational structure and system needs to be clearly identified and communicated to the entire organization to successfully implement Six Sigma Quality. Becoming a Six Sigma organization doesn’t just happen. Planning and training goes into setting up a successful Six Sigma organization. Employee roles and responsibilities must be established and clearly communicated to all. For many companies successful in Six Sigma, the key factor has been the direct involvement of their top leaders.

Six Sigma is about getting everyone involved. A Six Sigma project forms a team of people who work together to identify problems and develop solutions. Such teams are not isolated teams rearranging the world for everyone else to live in. These teams are serving the organization by employing the skills and tools they have learned to increase quality and reduce defects. Instilling the team concept along with expert training will go a long way toward solving potential political troubles in your organization.

Julie

John Reiling asked:


Is a Political Campaign a Project?

I say, a resounding “YES” to the question “Is a political campaign a project?”. Why? Well, a political campaign has a distinctive beginning and end, and in between there is a lot of planning, a great deal of execution, and a great deal of monitoring and controlling. And of course there is a closing – usually with lots of lessons learned. Let us look a bit at these elements and explore if a political campaign is a project.

Project Management Processes in Political Campaigns

We live in an increasingly projectized world, and projects abound all around us. Let’s take a look at how the Project Management Process Groups as per the PMBOK map to a political campaign.

1.Initiating - How many times have you heard candidates say that they are considering running for a particular position? This is part of the initiating process. This involves assessing chances of success, introspection regarding desire to do the campaign and to occupy the office, as well as, effects on personal life and career. Financial and organizational assets are also a major factor in the initiation process for a political campaign.

2.Planning – Once it has been decided to undertake a political campaign, there is a great deal of true project planning. If you use professional project management terminology, a work breakdown schedule is clearly plays a part in managing a political campaign, as there are many tasks to be coordinated. There is a great deal of planning related to where to spend money, where to travel, what to say, and a myriad of other things, to achieve the goal of winning the campaign.

3.Execution – Putting the plan into action is a key to a political campaign. Having the feet on the ground (volunteers and paid), in action, handing out leaflets, putting out posters, organizing others, making phone calls, setting up ads, setting up engagements – all of these are part of the project execution process for a political campaign.

4.Monitoring and Controlling – Just a cursory look at what happens in national campaigns in the United States reveals that the process of monitoring and controlling is not only of critical importance, but has gotten much more sophisticated. One example is the visual graphing of audience reaction - on a word-by-word basis - to what candidates say. Here the candidates get favorable, unfavorable, or in between ratings from listeners on virtually every word or phrase they utter! Campaign rhetoric strategy and approaches is changing constantly to try to adapt to political opinion and developments on the campaign trail.

5.Closing - The ultimate objective of the campaign is to win the election. Win or loose, the campaign will actually end at the conclusion of the election. Eventually, the campaign organization will need to be dissolved and the project will be “in the books”.

Absolutely, Political Campaigns are Projects!

Yes, simply thinking about a political campaign in terms of the PMBOK Project Management Processes makes it clearer than I ever thought before that a political campaign indeed is a project. In fact, I think it is a quintessential project and one that most of us experience simply by living on a day-to-day basis. Indeed, it is plausible to consider that a political campaign is even a series of projects, but that can be a subject for exploration at another time.

Sarah