Socio-Technical change is vital to active, balanced, and robust problem solving.
Originally developed at the Tavistock Institute of Human Relations in London Socio-Technical Change has become the foundation of both Quality of Work Life efforts as well as organization design and restructure. Every Process Improvement effort results in redesign and structural change. Addressing Socio-Technical Spectrum enables success.
are important to employee well-being and satisfaction. If employees are highly valued, people are attracted to the workplace, and retention is high. Socio norms become shared standards of behavior which in turn entails certain expectations of behavior in a given situation. Methods of addressing healthy change are defined in the theories of “Change Management” and “Influencer”.
focus on goods and services. They are defined by the scope, goal, and objectives of the improvement. Technical norms become the operating procedures for the business. Methods to address products are found in the roadmaps defined for process improvement.
A healthy sociotechnical system results in a high quality of work life. Developing positive change from both the business and people perspective derives value to customers, stakeholders, and those people delivering the products and services.
The Lean2 approach embraces this change dynamic. Ample time is spent in the formation of the problem statement to address the norms, fears, and enablers for change. Deliverables are developed that address not only goods and services but the human energy that makes businesses successful. Coaching is the enabling factor.