Humble Inquiry

From one of the true giants in organizational development, career development and organizational psychology comes a simple and effective technique for building more positive relationships--particularly between people of different status- ...

Author: Edgar H. Schein

Publisher: Berrett-Koehler Publishers

ISBN: 160994982X

Category: Business & Economics

Page: 144

View: 153

From one of the true giants in organizational development, career development and organizational psychology comes a simple and effective technique for building more positive relationships-particularly between people of different status-that will lead to more honest and open interactions and stronger organizations.

Humble Inquiry Second Edition

"This new edition of the worldwide bestseller (over 200,000 copies sold and translated into seventeen languages) from two of the true giants in organizational culture studies offers 50% new content and a simple and effective technique for ...

Author: Edgar H Schein

Publisher:

ISBN: 9781523092628

Category:

Page: 168

View: 856

Communication is essential in a healthy organization. But all too often when we interact with people--especially those who report to us--we simply tell them what we think they need to know. This shuts them down. To generate bold new ideas, to avoid disastrous mistakes, to develop agility and flexibility, we need to practice Humble Inquiry. Ed Schein defines Humble Inquiry as "the fine art of drawing someone out, of asking questions to which you do not know the answer, of building a relationship based on curiosity and interest in the other person." In this seminal work, Schein contrasts Humble Inquiry with other kinds of inquiry, shows the benefits Humble Inquiry provides in many different settings, and offers advice on overcoming the cultural, organizational, and psychological barriers that keep us from practicing it.

Humble Inquiry Second Edition

We have to develop a commitment to sharing vital facts and identifying faulty assumptions—it can mean the difference between success and failure. This is why we need Humble Inquiry more than ever.

Author: Edgar H. Schein

Publisher: Berrett-Koehler Publishers

ISBN: 1523092645

Category: Business & Economics

Page: 192

View: 992

This worldwide bestseller offers simple guidance for building the kind of open and trusting relatonships vital for tackling global systemic challenges and developing adaptive, innovative organizations—over 200,000 copies sold and translated into seventeen languages! We live, say Edgar and Peter Schein, in a culture of “tell.” All too often we tell others what we think they need to know or should do. But whether we are leading or following, what matters most is we get to the truth. We have to develop a commitment to sharing vital facts and identifying faulty assumptions—it can mean the difference between success and failure. This is why we need Humble Inquiry more than ever. The Scheins define Humble Inquiry as “the gentle art of drawing someone out, of asking questions to which you do not know the answer, of building relationships based on curiosity and interest in the other person.” It was inspired by Edgar's twenty years of work in high-hazard industries and the health-care system, where honest communication can literally mean the difference between life and death. In this new edition the authors look at how Humble Inquiry differs from other kinds of inquiry, offer examples of it in action, and show how to overcome the barriers that keep us telling when we should be asking. This edition offers a deepening and broadening of this concept, seeing it as not just a way of posing questions but an entire attitude that includes better listening, better responding to what others are trying to tell us, and better revealing of ourselves. Packed with case examples and a full chapter of exercises and simulations, this is a major contribution to how we see human conversational dynamics and relationships, presented in a compact, personal, and eminently practical way.



The Fearless Organization

Schein, E.H. Humble Inquiry: the Gentle Art of Asking Instead of Telling. 1st ed. Berrett-Koehler Publishers, Inc., 2013. Print, pp. 11. 19. Owens, B.P., Johnson, M.D., & Mitchell, T.R. “Expressed Humility in Organizations: Implications ...

Author: Amy C. Edmondson

Publisher: Wiley

ISBN: 1119477247

Category: Business & Economics

Page: 256

View: 464

Conquer the most essential adaptation to the knowledge economy Psychological Safety at Work: How to Ensure Learning and Innovation in the Knowledge Economy offers practical guidance for teams and organizations who are serious about success in the modern economy. With so much riding on innovation, creativity, and spark, it is essential to attract and retain quality talent—but what good does this talent do if no one is able to speak their mind? The traditional culture of “fitting in” and “going along” spells doom in the knowledge economy. Success requires a continuous influx of new ideas, new challenges, and critical thought, and the interpersonal climate must not suppress, silence, ridicule or intimidate. Not every idea is good, and yes there are stupid questions, and yes dissent can slow things down, but talking through these things is an essential part of the creative process. People must be allowed to voice half-finished thoughts, ask questions from left field, and brainstorm out loud; it creates a culture in which a minor flub or momentary lapse is no big deal, and where actual mistakes are owned and corrected, and where the next left-field idea could be the next big thing. This book explores this culture of psychological safety, and provides a blueprint for bringing it to life. The road is sometimes bumpy, but succinct and informative scenario-based explanations provide a clear path forward to constant learning and healthy innovation. Explore the link between psychological safety and high performance Create a culture where it’s “safe” to express ideas, ask questions, and admit mistakes Nurture the level of engagement and candor required in today’s knowledge economy Follow a step-by-step framework for establishing psychological safety in your team or organization Shed the “yes-men” approach and step into real performance. Fertilize creativity, clarify goals, achieve accountability, redefine leadership, and much more. Psychological Safety at Work: How to Ensure Learning and Innovation in the Knowledge Economy helps you bring about this most critical transformation.

Transforming Leader Paradigms

His second book “Humble Inquiry: The Gentle Art of Asking Instead of Telling” that came out in 2013, expands on the concepts of Helping and provides great guidance for leaders who want to become a role model for Dialogue.

Author: James E. Luckman

Publisher: CRC Press

ISBN: 0429639481

Category: Business & Economics

Page: 190

View: 265

An easy read with clear examples and engaging stories, this book is a treat for leaders who are interested in totally transforming the way they work. Luckman and Flory help leaders and organizations shift from a solutions mindset to a problem-solving culture that results in flow and growth where everyone in the organization can become a winner. Anand V. Tanikella, Vice President R&D, Abrasives Worldwide, Saint-Gobain Luckman and Flory explain how to create a platform for change and a culture of meaningful continuous improvement through what they call "Problem Solving for Complexity." This approach is about engaging everybody in the organization to improve every aspect of how work gets done. Read this book if you want to be a real change leader, not just the person who goes around talking about the need for change. Robert Kessiakoff, Coach/Consultant, Partner LTGe, Sweden [This book] describes how the leader, through changing his or her own behaviors and practices, can transform an organization that is slow to adapt into one that solves problems organically. The book is an important read for leaders and managers at all levels. Peter Ward, Senior Associate Dean for Academics, Richard M. Ross Chair in Management, Professor of Management Sciences, Director, Center for Operational Excellence, Ohio State University Organizational transformation is difficult, and despite expensive continuous improvement programs, most change efforts fail. This pattern, James E. Luckman and Olga Flory argue, is due to the fact that most change efforts start with senior leaders assigning an external or internal consulting group to attempt to drive change from the top down. Leaders today can no longer roll out solutions in the hopes of seeing better results. What they can do is play an active role in helping to transform their organization from "blanket solutions" thinking to learning how to solve complex business problems in a rapidly changing world. Drawing upon decades of leadership experience and years of research with executives across many different industries, Luckman and Flory make a persuasive case that most companies have not been able to stay ahead in what is an increasingly turbulent business environment because they simply have not made the cultural changes required to do so. In discussing how to facilitate this culture change, the authors share a model for leadership designed to guide an organization to extraordinary new levels of performance by focusing on three key areas: building a framework for problem-solving, encouraging respectful communication, and accelerating the pace at which the organization learns. The result is more energized team members who are dedicated to their daily work in an organization that is better positioned to achieve operational excellence. Readers will also find powerful stories from executives who have effectively changed their approach to leadership, all of which serve to inspire more leaders to take the leap and become "problem-solvers for complexity." Transforming Leader Paradigms is a book about strengthening every organization’s capacity to solve complex business problems. But, more importantly, it’s about what leaders must change in themselves to help their team members solve problems methodically, start to look at the world differently using complexity theory, and understand what it means to create real value for customers. For leaders who are willing to examine their own behaviors, this book is a welcome change from the steady stream of business books on the market that emphasize charismatic and/or heroic leadership as the key to achievement and success.

I m Afraid Debbie From Marketing Has Left for the Day

From Humble Inquiry: The Gentle Art of Asking Instead of Telling Edgar H Schein, Berrett-Koehler Publishers My experiences in this field of work indicate that there is a lot of inquiry going on, but it is not necessarily humble nor ...

Author: Morten Münster

Publisher: Gyldendal Business

ISBN: 8702275848

Category: Business & Economics

Page: 304

View: 610

With more than 50,000 copies sold in Denmark, this book has been on the bestseller list since its publication in 2017. Barack Obama used a secret competitive advantage to win two elections. Companies such as Google, Amazon and Novo Nordisk use the same insight to stir up innovation, increase compliance, improve the work environment and sell more products. And successful management groups in the C20 index have started using it as their preferred strategy. But what kind of insight are we talking about here? The answer is – behavioural design. Because people in the real world don’t actually behave like the people we build all our usual strategies for. We are opposing human biology and psychology when we insist that good arguments, burning platforms, classic change management, pamphlets, campaigns, and joint meetings are the way to go. Obama, Google and all the rest have instead opted to use an evidence-based approach to change behaviour, and when you’ve read I’m Afraid Debbie From Marketing Has Left for the Day, you can adopt this approach as well. In his book, Morten Münster has converted 40 years of research in human behaviour into an easily accessible method composed of four steps – a helping hand to all managers and employees who are thirsting for alternatives to conventional means.

Self as Coach Self as Leader

Asking also creates the grounds for more trust, empathy, connection, and fuller understanding of another person. Edgar Schein's recent works, Humble Inquiry: The Gentle Art of Asking Instead of Telling (2013) and Humble Leadership: The ...

Author: Pamela McLean

Publisher: John Wiley & Sons

ISBN: 1119562554

Category: Business & Economics

Page: 224

View: 597

Become a more effective leader by discovering the resources you already have Pamela McLean, CEO and cofounder of the Hudson Institute for Coaching, has been at the forefront of the field for the past three decades, using clinical and organizational psychology to provide the highest-quality coaching and development training to professionals in organizations and solo practice worldwide. Now, Pamela is teaching readers to cultivate their leadership potential through “use of self as instrument,” a key dimension of developmental coaching that emphasizes the whole person. Her holistic methods give coaches and other leaders a clearer framework for getting to know themselves, exploring their multiple layers, and fostering their latent abilities so that they can foster the abilities of others. Self as Coach guides you along a path that interweaves six broad dimensions of your internal landscape into the fabric of great coaching. This creates lasting improvements, unlike more common remedial, tactical, or performance-based programs, which often only function as short-term solutions. Develop leadership skills using internal resources you already possess Achieve real improvements with long-lasting benefits Based on methodology proven successful in business and personal settings Includes useful practices and exercises for self-reflection and brainstorming Whether you’re an emerging or experienced coach, whether you want to grow your own leadership skills or develop them across an entire organization, Self as Coach can help. With its innovative approach, proven methods, and near-universal applicability, this book will not only provide effective instruction but also help you uncover lasting insights that will benefit you long after you’ve turned the last page.

Hard Conversations Unpacked

Should I have a coaching conversation instead of a hard conversation? Is this conversation one in which to use humble inquiry instead? Edgar Schein, author of Humble Inquiry: The Gentle Art of Asking Instead of Telling (2013) and ...

Author: Jennifer Abrams

Publisher: Corwin Press

ISBN: 1506334822

Category: Education

Page: 112

View: 431

Learn to speak up for what really matters In Having Hard Conversations, Jennifer Abrams showed educators how to confront colleagues about work-related issues through a planned, interactive, and personal approach. In this sequel, readers move deeper into preparing for those conversations while building expectations for meaningful outcomes. Emphasizing what needs to happen before, during, and after hard conversations, this resource explores What humane, growth-producing, and “other-centered” conversations sound like How to recognize and account for culture, gender, and generational filters How to spot and work with organizational dynamics that could influence discussions How to conduct hard conversations with supervisors

Humble Leadership

Other titles by Edgar Schein in the Humble Leadership Series Humble Inquiry The Gentle Art of Asking Instead of Telling To generate bold new ideas, to avoid disastrous mistakes, to develop agility and flexibility, we need to practice ...

Author: Edgar H. Schein

Publisher: Berrett-Koehler Publishers

ISBN: 1523095393

Category: Business & Economics

Page: 192

View: 221

The Future of Leadership Leadership is a relationship—but that relationship must change, say legendary organizational scholar Edgar Schein and former Silicon Valley executive Peter Schein. The vertical hierarchy, with its emphasis on formal, transactional relationships, professional distance, and all guidance coming from the top, is hopelessly inflexible and outdated. In a complex world, leadership must rely on high levels of trust and openness throughout the organization, and that can be achieved only by what they call personization and Level 2 relationships, which build the agility to make course corrections quickly. This book shows how such humble leadership has built effective cultures in a whole range of sectors: health care, government, the military, tech and innovation, and more.

An Intelligent Career

Karl E. Weick and Ted Putnam, “Eastern Wisdom and Western Knowledge,” Journal of Management Inquiry 15, no. ... Edgar H. Schein, Humble Inquiry: The Gentle art of Asking Instead of Telling (San Francisco: Berrett-Koehler, 2013), 1.

Author: Michael B. Arthur

Publisher: Oxford University Press

ISBN: 0190494131

Category: Business & Economics

Page: 264

View: 559

Written by three career experts, An Intelligent Career is a playbook for the modern knowledge worker, providing a complete guide that will allow workers to take a composite, dynamic view of a life's work in the 21st century."Knowledge work" - the kind of work where one thinks for a living - is fundamental in today's economy. It is the basis for long-term success in the global economy and it drives the collective brainpower through which goods and services are delivered. And today, knowledge work requires much more thana college degree: it means understanding the changing nature of work and employment, and the processes through which knowledge is generated, transferred, and applied. It means understanding new career possibilities, more dynamic work arrangements, and the growing demand for knowledge work around theglobe. It means navigating work life with an authenticity that replaces any straightforward loyalty to a single employer, and instead calls for better understanding of the self, collaborators, clients, and customers.An Intelligent Career provides clear guidance on how to take charge of your own destiny, seek continuous learning, collaborate with others, recognize and act on fresh opportunities, determine when it is time to move on, and much more. Ultimately, the goal of this book is to help knowledge workersfrom architects to lawyers learn to work on their own terms and to assume ownership of work and career.

Learn or Die

... and Edgar H. Schein, “Learning to Help through Humble Inquiry and Implications for Management Research, Practice, ... Inquiry 14, 1 (2003): 71–76; Edgar H. Schein, Humble Inquiry: The Gentle Art of Asking Instead of Telling (San ...

Author: Edward D. Hess

Publisher: Columbia University Press

ISBN: 0231538278

Category: Business & Economics

Page: 288

View: 430

To compete with today's increasing globalization and rapidly evolving technologies, individuals and organizations must take their ability to learn—the foundation for continuous improvement, operational excellence, and innovation—to a much higher level. In Learn or Die, Edward D. Hess combines recent advances in neuroscience, psychology, behavioral economics, and education with key research on high-performance businesses to create an actionable blueprint for becoming a leading-edge learning organization. Learn or Die examines the process of learning from an individual and an organizational standpoint. From an individual perspective, the book discusses the cognitive, emotional, motivational, attitudinal, and behavioral factors that promote better learning. Organizationally, Learn or Die focuses on the kinds of structures, culture, leadership, employee learning behaviors, and human resource policies that are necessary to create an environment that enables critical and innovative thinking, learning conversations, and collaboration. The volume also provides strategies to mitigate the reality that humans can be reflexive, lazy thinkers who seek confirmation of what they believe to be true and affirmation of their self-image. Exemplar learning organizations discussed include the secretive Bridgewater Associates, LP; Intuit, Inc.; United Parcel Service (UPS); W. L. Gore & Associates; and IDEO.

Better Conversations

In Humble Inquiry: The Gentle Art of Asking Instead of Telling (2013), Edgar Schein writes that humility, “in the most general sense, refers to granting someone else a higher status than one claims for oneself” (p. 10).

Author: Jim Knight

Publisher: Corwin Press

ISBN: 150633668X

Category: Education

Page: 256

View: 305

Check out The Better Conversations trailer: https://youtu.be/y3FrWTXC8Uw “I thought I knew how to have a conversation; I’ve had millions of them. Some were good, others not so much so. But I want to have GREAT conversations, and Jim Knight has taught me how. The proof is in: better conversations are possible and the results are worth the investment.” --DOUGLAS FISHER Coauthor of Rigorous Reading and Unstoppable Learning Because conversation is the lifeblood of any school You don’t want this book—you need this book. Why this confident claim? Think about how many times you’ve walked away from school conversations, sensing they could be more productive, but at a loss for how to improve them. Enter instructional coaching expert Jim Knight, who in Better Conversations honors our capacity for improving our schools by improving our communication. Asserting that our schools are only as good as the conversations within them, Jim shows us how to adopt the habits essential to transforming the quality of our dialogues. As coaches, as administrators, as teachers, it’s time to thrive. Learn how to: Coach ourselves and each other to become better communicators Listen with empathy Find common ground Build Trust Our students’ academic, social, and emotional growth depends upon our doing this hard work. It’s time to roll up our sleeves, open our minds, and dare to change for the better of the students we serve. You can get started now with Better Conversationsand the accompanying Reflection Guide to Better Conversations.

Collaborative Inquiry for Organization Development and Change

Journal of Management Inquiry, ... Human inquiry in action: Developments in new paradigm research. London: Sage. Revans, R. (1998). ABC of action learning. ... Humble inquiry: The gentle art of asking instead of telling.

Author: Abraham B. Shani

Publisher: Edward Elgar Publishing

ISBN: 1800378254

Category: Business & Economics

Page: 144

View: 626

This practical book explores collaborative inquiry as an approach to research and change in organizations where internal members and external researchers work together as partners to address organizational issues and create knowledge about changing organizations.

Schools That Deliver Australia UK Version

Proclaim it to the land, proclaim it to the sea; Ask me, 'What is the greatest thing in the world? ... in the United States, Edgar Schein (2013) in his book Humble Inquiry: The Gentle Art of Asking Instead of Telling makes the same ...

Author: John Edwards

Publisher: Corwin Press

ISBN: 1506352960

Category:

Page: 272

View: 969

Deliver real change and real results for your school This book focuses directly on what promotes delivery. It provides the practical tools and implementation guide for re-invigorating your school. Set against a solid blend of international research and international best practice, the narrative is carried by voices from schools across six countries that are currently delivering. They tell it how it is, in lived reality. Every process in the book has been tested and refined under the heat of practice, addressing the current realities in education. The book provides a carefully selected repertoire of skills, models, and processes that: Deliver results for children, teachers, school leaders, families, and their communities Build trust through ensuring every voice is heard and respected Develop a strong culture of leadership and alignment, while recognising and embracing the complexities of school change Address the frustrations currently felt by teachers in a positive, productive way Schools That Deliver fills the gap between intention and delivery. The book respects your voice, and your ability to create your own ways of delivering while remaining loyal to the unique personality of your school. When members of a school community deliver together what really matters for their children, they feel the true joy of education, that splendid feeling of professional satisfaction and achievement that we all deserve.

Change Leadership in Higher Education

In Humble Inquiry: The Gentle Art of Asking Instead of Telling (2013), Schein notes that people who try to lead others this way—by imposing their ideas from above and telling them what to do—usually have an effect opposite to what they ...

Author: Jeffrey L. Buller

Publisher: John Wiley & Sons

ISBN: 1118762231

Category: Education

Page: 288

View: 923

Initiate innovation and get things done with a guide to theprocess of academic change Change Leadership in Higher Education is a call toaction, urging administrators in higher education to get proactiveabout change. The author applies positive and creative leadershipprinciples to the issue of leading change in higher education,providing a much-needed blueprint for changing the way changehappens, and how the system reacts. Readers will examine fourdifferent models of change and look at change itself through tendifferent analytical lenses to highlight the areas where thecurrent approach could be beneficially altered. The book accountsfor the nuances in higher education culture and environment, andhelps administrators see that change is natural and valuable, andcan be addressed in creative and innovative ways. The traditional model of education has been disrupted by MOOCs,faculty unions, online instruction, helicopter parents, and muchmore, leaving academic leaders accustomed to managing change.Leading change, however, is unfamiliar territory. This bookis a guide to being proactive about change in a way that ensures ahealthy future for the institution, complete with models and toolsthat help lead the way. Readers will: Learn to lead change instead of simply "managing" it Examine different models of change, and redefine existingapproaches Discover a blueprint for changing the process of change Analyze academic change through different lenses to gain awider perspective Leading change involves some challenges, but this useful guideis a strong conceptual and pragmatic resource for forecasting thosechallenges, and going in prepared. Administrators and faculty nolonger satisfied with the status quo can look to ChangeLeadership in Higher Education for real, actionable guidance ongetting change accomplished.

Humility Is the New Smart

Edgar H. Schein, Humble Consulting: How to Provide Real Help Faster (Oakland, CA: Berrett-Koehler, 2016). ———, Humble Inquiry: The Gentle Art of Asking Instead of Telling ...

Author: Edward D. Hess

Publisher: Berrett-Koehler Publishers

ISBN: 1626568766

Category: Business & Economics

Page: 224

View: 788

Humility Is the New Smart Your job is at risk—if not now, then soon. We are on the leading edge of a Smart Machine Age led by artificial intelligence that will be as transformative for us as the Industrial Revolution was for our ancestors. Smart machines will take over millions of jobs in manufacturing, office work, the service sector, the professions, you name it. Not only can they know more data and analyze it faster than any mere human, say Edward Hess and Katherine Ludwig, but smart machines are free of the emotional, psychological, and cultural baggage that so often mars human thinking. So we can't beat 'em and we can't join 'em. To stay relevant, we have to play a different game. Hess and Ludwig offer us that game plan. We need to excel at critical, creative, and innovative thinking and at genuinely engaging with others—things machines can't do well. The key is to change our definition of what it means to be smart. Hess and Ludwig call it being NewSmart. In this extraordinarily timely book, they offer detailed guidance for developing NewSmart attitudes and four critical behaviors that will help us adapt to the new reality. The crucial mindset underlying NewSmart is humility—not self-effacement but an accurate self-appraisal: acknowledging you can't have all the answers, remaining open to new ideas, and committing yourself to lifelong learning. Drawing on extensive multidisciplinary research, Hess and Ludwig emphasize that the key to success in this new era is not to be more like the machines but to excel at the best of what makes us human.

Engagement

It also helps if feedback is offered to support learning rather than to punish or zap another. ... Edgar Schein, Humble Inquiry: The Gentle Art of Asking Instead of Telling (San Francisco: BerrettKoehler, 2013). 4.

Author: Lee G. Bolman

Publisher: John Wiley & Sons

ISBN: 1119150892

Category: Business & Economics

Page: 208

View: 298

Master the interpersonal side of management to enhance productivity and boost success Engagement is the manager's essential primer for dealing with difficult people and managing your team. Bestselling authors Lee G. Bolman and Joan V. Gallos are back with an engaging business novella that relates real, practical techniques captured in the 4-step SURE model for handling people problems. The story centers around a manager in a new job, and her experiences applying the four steps in leading her new team. Brief interludes punctuate the story throughout to provide room for reflection, and to explain the complex interpersonal dynamics at play in commonly encountered situations. Key lessons are underscored as the foundation for a sound people strategy, and the features and details of each rule are laid out in a clear, concise manner. You'll learn alongside the story's manager as she uses the model to find artful solutions to problems that could have easily derailed her chances of success. People are the hardest part of a manger's job. No matter how well-matched their skill sets, there is always the potential for interpersonal conflicts and strains to throw the team off-course. This book shows you deft strategies for addressing those challenges with a well thought-out framework for getting your team fully invested in the group's success. Find creative solutions to persistent issues Dig into the interpersonal dynamics at work Learn how to handle—and manage—difficult people Apply key strategies for engaging the team This compact, easy-to-apply set of guidelines draws on your leadership skills while providing a strong foundation for a new managerial approach. Effective management is frequently a tightrope between results and morale, and Engagement shows you how to find your balance and steady your team.

Lean Six Sigma For Leaders

... or in “Humble Enquiry' (see, for instance, Edgar Schein: Humble Inquiry: The Gentle Art of Asking Instead of Telling), but the principle of respect for every individual, in combination with leadership with humility, is at the core.

Author: Martin Brenig-Jones

Publisher: John Wiley & Sons

ISBN: 1119463378

Category: Business & Economics

Page: 320

View: 769

A refreshingly practical guide to real-world continuous improvement Lean Six Sigma for Leaders presents a no-frills approach to adopting a continuous improvement framework. Practical, down-to-earth and jargon-free, this book outlines the basic principles and key points of the Lean Six Sigma approach to help you quickly determine the best course for your company. Real-world case studies illustrate implementation at various organisations to show you what went right, what went wrong, what they learned and what they would have done differently, giving you the distilled wisdom of hundreds of implementations with which to steer your own organisation. Written from a leader's perspective, this quick and easy read presents the real information you need to make informed strategic decisions. While many organisations have implemented either Lean or Six Sigma, there is a growing interest in a combined approach; by implementing the most effective aspects of each, you end up with a more potent, adaptable system that benefits a wider range of organisations. This book shows you how it works, and how to tailor it to your organisation's needs. Understand the basic principles and key aspects of Lean Six Sigma Examine case studies of organisations that have implemented the framework Build on the lessons learned by other leaders to shape your own path Achieve continuous improvement by creating the right environment for success In theory, every organisation would like to attain continuous improvement — but what does that look like in day-to-day practice? How is it structured? What practices are in place? How can you implement this new approach with minimal disruption to daily operations? Lean Six Sigma for Leaders answers these questions and more, for a clear, actionable guide to real-world implementation.