Lean Failure Explained: When Command-and-Control Leadership Sabotages Success
from Lean Blog Audio: Practical Lean Thinking, Psychological Safety, and Continuous Improvement Hosted by Mark Graban
How Often Does This Happen? Read the blog post It's a story I've heard too many times. An organization spends years, even decades, entrenched in a top-down, command-and-control culture. In this environment, employees are micromanaged, decision-making is reserved for those at the top, and when things go wrong, the finger-pointing begins. “Blame and shame” becomes the norm. Then, someone decides, “We're going to get Lean.” On the surface, this should be great news. Lean offers proven strategies to improve safety, quality, and employee engagement. But here's the catch: the organization doesn't change how it leads. It still clings to the same top-down mentality that has suffocated the workforce for years. What follows might be described as a superficial Lean transformation. It's probably more of a “Lean effort” (or “Lean hope”) than any sort of transformation.
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