12 Organizational Sociocharacteristics to Consider During Transformations

Industry: All Industries

Keywords: Organizational Design, Leadership, Lean

Level: Advanced

LinkedIn: www.linkedin.com/in/mohamed-saleh-phd

What if someone told you Lean doesn’t work in Healthcare? What if you found they were right! The problem that healthcare organizations have with not recognizing system performance optimizations, cost reductions, and improved quality outcomes are attributed to its characteristics during Lean transformations. This workshop dissects a recent qualitative research study conducted by the presenter that explores, from the perspective of Lean practitioners, the role sociocharacteristics in healthcare organizations had on technical characteristics during Lean implementations and how leaders' mindsets affected achieving the desired results. The four organizational Sociocharacteristic Domains with Corresponding Dimensions are:

• Organizational leadership

⦁ People and Teamwork skills

⦁ Leadership Participation

⦁ Leadership Commitment

• Organizational culture

⦁ Employee Participation

⦁ Two-way Communication

⦁ Open Communication

• Organizational change

⦁ Resistance to Change

⦁ Training Techniques

⦁ Leadership Character

• Intrinsic organizational factors

⦁ Age of Organization

⦁ Size of Organization

⦁ Union or Nonunion

The objective will be taking a deep dive in each of the sociocharacteristics, engaging participants in each dimensions with exercises that will highlight how Systems can be redesigned to inform the Technical systems (Management Systems, Work Systems and Improvement Systems), reinforcing healthcare required set of behaviors that would enable long term sustainable adoption throughout the Lean transformation. This Session will allow leaders and practitioners, whether in the beginning of their journey or advanced, to formulate the opportunity and walkout with key takeaways that can be immediately applied such as:

• A better understanding on system design principles from the dimensional lens of the organizational socio-characteristics verse traditional approaches, creating a personal design fit for each unique setting.
• How to design a sustainable long-term Architecture informed by Mindsets and Beliefs and anchored in organizational values.
• How to identify key leverage points within your structure that can expand beyond the workshop that can help build on organizational heritage.
• How to select and construct unique key behavioral indicators to your personal organizational design and how to measure it.
• Exploratory Lean Principle-Based Road map to take back and continue in your organization to dig deeper and further.

Mohamed Saleh

CEO and Founder, Vizibility llc, Windsor Locks, CT, USA

Dr. Mohamed Saleh is a thought leader in shifting cultural mindsets by redesigning business systems. Dr. Saleh has a successful track record anchored in two decades of hands-on transformations with a strong interest in making a global difference by providing distinctive leading-edge Lean-inspired education and advisory services aimed at helping organizations in an array of industries achieve the highest levels of performance excellence.

Mohamed’s roles in these companies were centred around Lean transformations with much of his career serving in senior level roles. At Franklin Products, a supplier of Boeing, Mohamed was introduced to the Toyota Production System and was mentored by some of the very first Shingijustu disciples in the early 2000’s. Further enhanced by his 12-year tenure as Senior Sensei and Executive of the Lean Office of Hartford HealthCare and 18 years consulting experience coaching executives, clinicians, teams, and organizations,

Dr. Saleh’s distinguishing factors include people skills, setting Lean visions, advising on system designs, and leading full enterprise-wide organizational change. Mohamed, originally from Egypt, resides in Connecticut. He has a Ph.D. doctorate in Business Administration from Northcentral University, with a specific interest in organizational sociocharacteristics, technical characteristics of Lean Implementations, and leadership mindsets in healthcare organizations. Executive Program for Mastering Negotiation & Influence from Massachusetts Institute of Technology, a Master’s in Engineering and Technology Management, Bachelor’s in Mechanical Engineering from Central Connecticut State University and is a certified Six Sigma Black Belt from Kaplan University. He has over a decade teaching as a part-time Professor at the Graduate School of Engineering & Technology Management at Central Connecticut State University and the MBA School at Elms College.

He is an international keynote speaker, writer, mentor, executive coach, and experienced trainer with the ability to relate to all levels within an organization, unleashing their full human potential as leaders while successfully aligning their objectives.