Once there is agreement that there’s a problem, that it’s a solvable problem, and that we can likely solve it, then it’s time to talk about possible solutions – or “countermeasures,” as we tend to say in the Lean approach. Getting input and discussing different possible approaches takes time, but it builds the necessary buy-in that makes change more likely to succeed and to be sustained.
Lean thinking encourages hypotheses, experimentation, and learning by doing, instead of "knowing the right answer" or solution. Organizations need to be flexible and adjust as they pilot and implement a change instead of just marching forward with a pre-determined solution, even if that solution is a best practice.
Following the "Plan Do Study Adjust" (PDSA) model, and engaging staff and managers in all phases of this process, is a more effective change strategy than what organizations often do out of habit: "Plan Do" or just "Do Do Do." Each proposed change should be a hypothesis that predicts, "If we do this, then we will get that result."
Once we form a hypothesis that a new solution or technology will be helpful, such as a KanBan system or radio frequency identification (RFID) tracking for key supplies, start small and enact the change in one department or area. Too many organizations struggle with change because they attempt to roll out a new process or technology everywhere, all at once. When we do this, any hiccups are magnified, which can lead to another form of resistance: "See, we tried that, and it didn't work."