November 6, 2024
MacGyvering” refers to the process of solving a problem or creating something in a resourceful and inventive way, typically by using whatever materials are readily available, often in unconventional or unexpected ways. The term comes from the 1980s television series MacGyver in which the main character, Angus “Mac” MacGyver, was known for his ability to craft solutions to complex problems using everyday items and without the need for advanced technology or tools.
I recently read Unstoppable Brain, in which the author uses MacGyver as a model for failure immunity—not that MacGyvers never fail, just that they don’t let it stop them. Neuroscientist and Unstoppable Brain author Kyra Bobinet is convinced that iteration is the key—we try, we fail, we try something different, we succeed in part, we figure out what is working, we do something better.
Examples of failed change initiatives are easy to find. So many companies have launched initiatives fueled by force of management will, only to return to old habits in a few weeks. Then, the tool or methodology is blamed. In truth, the reason the company did not follow through was due to relying on a tool rather than changing the mindset.
A mindset leads to a way of doing things. The way we do things is our culture. There is no tool, and there isn’t one to be developed that will work for long without a culture of continuous improvement. Such a culture has iteration as its foundation. We don’t usually call it iteration; we call it kaizen or plan-do-check-act. It also has other aliases.
The key to this culture is we never quit because failure just shows us another way that doesn’t work. Iteration brings an attitude that “problems are just opportunities in work clothes.” In this culture, we never settle because when we succeed, we know that we can build on that success.
How to Build a Continuous Improvement Culture
This culture is absorbed by everyday doing. Any classroom time should be invested in those who will facilitate the use of tools and methods to involve the people closest to the process in continuous improvement. If you are interested in the theory behind this hard-won opinion, you can reference the earlier books in my intentional culture series. Here is the short version: “Don’t take me back to school.” Just identify a problem and engage me with a tool that will help me approach it differently. Use a variety of tools situationally, and soon, I will be fluent in problem-solving.
One of the fastest ways to develop the habits of a continuous improvement culture is to have physical reminders of the tools in the workplace, particularly where work group meetings are held. This helps because it reminds the meeting leader and those present of the tools available. Here is my expanded plan-do-check-act cycle with examples of planning and critical thinking tools that are easy to use with work groups.
1. Looking for Trouble
This is the habit of looking for trouble, a proactive approach to improvement. We want to be surprised by as few problems as possible. This is practiced by showing people how to use the “five whys” or searching for waste by using the TIMWOOD tool (an anagram for wastes in transportation, inventory, motion, waiting, overproduction, overprocessing, and defects).
2. Problem Exploration
We explore many possible causes so our solutions will decrease or eliminate the actual root cause. Examples of tools to accomplish this include use of a fishbone diagram or a value stream map.
3. Solution Building
Problem exploration data points you to the priority root cause candidates. Those contenders will be the subject of focused attention by an individual or group.
Tools such as A3 reports and mission-aligned people and processes (MAPPs) are used in this stage. A3 involves a clear definition of a problem, the current conditions, well-defined goals, thorough analysis, proposed solutions, a plan, and follow-up to test the plan’s effectiveness. MAPP is a series of questions to be answered by a group to ensure success by matching the project goal with goals of the company.
4. Implementation of Our Way
The success of the solution you implement requires involvement of the team will for longevity of the improvement. To achieve lasting change, we will need to build in communication and accountability. Tools to help here include action plans and team charters to keep everyone focused and on task.
5. Keeping Score
Performance measures specific to the task expose levels of progress and provide motivation. Posted key performance measures are essential.
6. Adapt
We may fail, make partial gains, or attain stellar success. We must adapt or iterate to keep moving up. Tools that can assist here include the lessons learned review and regular process audits. The key is to never give up or settle for good enough.
Incentive?
Recently, I was asked if line workers should be paid more to problem-solve. In truth, those who use critical thinking are paid more because they advance to levels of higher responsibility.
An important ancillary benefit is that they take those skills home, where they model MacGyvering for their family. Your continuous improvement culture can influence whole communities.
Scott Ellis, Ed.D., is a culture tech working for leadership and process improvement. This article is an excerpt from the book of the same name that will be volume three in the Intentional Culture series, available on Amazon.
