The Power of Positive

by Frank C. Johnston and Duane P. Beck

lean six sigma

In his 2006 book, The World is Flat,

Thomas Freidman cites the many

challenges globalization puts on corporate life: changing political realities, social entrepreneurship and the effects of the internet. Because workers no longer need to be connected in the same physical office, competitive pressures on employees have dramatically increased. To keep their jobs, workers from the industrialized world must demonstrate their ability to be as productive as those from developing nations. Given the emphasis on lower cost structures in the developing world, employee productivity must continually improve for workers to retain employment. Lean Six Sigma is a rigorous, statistically driven, results and outcome-oriented method geared to improving productivity. The goal is faster learning cycles with fewer errors. An analysis of business processes through the lens of lean Six Sigma and the define, measure, analyze, improve and control (DMAIC) approach offers the opportunity to create a different and more productive business environment. Although lean Six Sigma has arguably transformed todays business environment, introducing previously unheard of levels of productivity, the worker in a culturally diverse environment still needs relief. The human dimension is one area that remains to be addressed and is in need of major progress.

In 50 Words Or Less

Positive psychology suggests a qualitative human dimension within lean Six Sigma. A cornerstone of positive psychology is the fostering of excellence in work through creativity and optimal productivity. This psychology model provides the framework leaders can use to optimize the productivity of a culturally diverse workforce.

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In Advanced Safety Management,2 Fred A. Manuele contends the American approach to management is to blame or punish, rather than to look for improvements. He argues that 85% of inefficiency is in the manufacturing process, and the other 15% is caused by workers. Similarly, the four authors of a book about Six Sigma state that current lean Six Sigma practices often address practical problem-solving attempts instead of contributing to new technologies, cultural trends or the need for customization.
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perception of the Army as supportive of ones family.11 To address the human element in lean Six Sigma, we have incorporated the model and techniques of positive psychology within the workplace environment. This new model of positive psychology is in the spirit of W. Edwards Deming and the similar breakthrough in management philosophy that formed the underpinning for modern approaches such as lean Six Sigma. Demings points of management and positive psychology share a focus on optimizing inherent talents and strengths. To obtain the maximum benefit of lean Six Sigma, it is imperative to address the productivity lost in the human element. Well never experience breakthroughs in productivity with a confident and empowered workforce unless the human side of the equation is dealt with. Techniques from positive psychology also lend themselves to promoting productivity in a culturally diverse workforce. Given its reliance on nonverbal imagery and its limited use of language, positive psychology seems particularly well-suited to these situations.

These authors argue that improvements in the areas of technical delivery, error avoidance, teamwork and customer satisfaction are doomed because of the organizations larger perspective. These authors also write that lean Six Sigma must embrace a commitment to self-learning, qualitative aspects, creative work and self-renewal to fulfill its promise. Positive psychology can help add a human element to lean Six Sigma and can make the business processes more successful by addressing individual worker anxiety and stress.

The human element Looking at the positives

Positive psychology is a psychological theory that looks at the positive side of human behavior. Viewed as an alternative to psychopathology, this categorization of behavior and personality is aimed at highlighting what is best and most desirable in behaviors. In a 2000 article in American Psychologist,4 Mihaly Czikszentmihalyi and Martin E.P. Seligman propose a view of positive psychology that embraces the best of human potential. Instead of the traditional model of psychology that focuses on diagnosis, pathology and deficits, Czikszentmihalyi and Seligman argue for a new empirically based discipline to build on inherent strengths, assets and positive experiences. Positive psychology has been extensively researched in educational programs, such as the Penn Resiliency program; in healthcare initiatives, such as those in cardiology and obesity prevention; psychotherapy; neuroscience topics from altruism to social intelligence; sports performance; and the militarys Comprehensive Soldier Fitness training program.5-10 Preliminary research findings from the Comprehensive Soldier Fitness program show that positive psychology results in greater adaptability, lessened catastrophic thinking, increased character strength development, better coping skills, enhanced optimism and the positive Lean Six Sigma and positive psychology are problem-solving methods with a solution focus. Most importantly, each stated tenet of positive psychology addresses the human element of each corresponding phase of DMAIC. Table 1 shows the relationship of the DMAIC phases and their associated positive psychology tenets. Positive psychologys wealth of concepts, tools and techniques include: Flourish psychology, which refers to research on optimism, resilience, character strengths and happiness.12 Flow psychology, which uses research on the subjective experiences of optimal performance.13 Performance psychology, which explores high-risk occupations and what facilitates peak functioning.14 The following examples of the application of positive psychology with the DMAIC method are meant to illustrate, not to imply a comprehensive view.

Define
Within the DMAIC problem-solving method, the define phase focuses on problem identification. The corresponding positive psychology tenet for this DMAIC phase is clear and observable goals. If the problem is defined as improving the flow of work within a series of stations, then positive psychologys contribution is to help leaders outline a desired outcome.

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To enhance implementation, positive psychology prescribes a leader to change the negativity of problems into the positive approach of embracing opportunity. Specifically, the leader discusses the difficulty created by inefficient work processes with a team or individual, using this discussion as an opportunity for improvement and challenge. These workers are invited to accept the opportunities created by new strategies, methods and techniques. By using nonjudgmental and noncritical language, leaders invite workers to participate in creating a new set of objectives and goals. In positive psychology, this technique of putting goals and objectives into a positive and neutral language is called cognitive reframe.15 Rather than blaming the employees, these workers are encouraged and supported in turning new and observable goals into opportunities to grow and improve skills. A cognitive reframe transforms your inefficiencies and lack of productivity in work station management into lets make workstation efficiency a priority and skill for improvement. While this change might seem small and insignificant, research consistently shows that positive and enthused interpersonal responses elicit the highest levels of collaboration, acceptance and satisfaction.16

Applying positive psychology to lean Six Sigma / Table 1

Methods Define Measure Analyze Improve Control DMAIC (problem solving) Problem identification Data collection Root cause analysis Brainstorming and piloted solution Reproducibility and ability to replicate Positive psychology (building on character strengths) Clear and observable goals Specific and immediate feedback Challenge-skills balance Coaching and mentoring Performance rituals and rewards

DMAIC = define, measure, analyze, improve and control

als possess their own individual zone of optimal functioning across time, events, circumstances and development. The timeliness of feedback and its relevance to the task at hand are necessary ingredients for individuals to reach their optimal zone of functioning.19

Analyze
Within the DMAIC model, the analyze phase is focused on root cause analysis. Continuing the workstation inefficiency example, a leader determinesbased on problem identification and data collectionto look at the logic of how work moves from one station to another. If work is held up in two particular stations, then further discussion with the relevant workers might reveal that they lack appropriate technical skills. Therefore, work slows down in these steps as employees struggle to complete the relevant tasks. As a cornerstone of positive psychology, flow psychology proposes a complementary process to the analyze phase called the challenge-skills balance. This concept is based on research with high-functioning individuals in performance-based occupations. Flow occurs when the strengths and talents of an individual match the level of challenge. Flow can be described as a state of consciousness where motivation, skills, challenges and attention meet, contributing to productive harmony and feedback. In other words, the challenge-skills balance claims flow is optimized when ones skills are synchronized with a correspondingly appropriate level of task challenge. The four dimensions of the challenge-skills balance are apathy (low challenge-low skills), anxiety (high challenge-low skills), boredom (low challenge-high skills) and flow (high skills-high challenge). The concomitant increase of challenge to advancing skill is necessary for

Measure
The measure phase is data collection. Relevant process and outcome data are gathered and analyzed using an appropriate t-test, analysis of variance or multivariate statistical method. The complementary positive psychology concept for this phase is called specific and immediate feedback. Following the previous example, a leader provides feedback about workstation performance as quickly as possible with easily understood relevant data. Specifically, the leaders statement that the inefficiencies in workstation movement are costing $X offers a baseline that provides a measurable and definable goal for employees without undue castigation or criticism. Positive psychology advocates this tenet as being necessary for optimal functioning to occur. We know the lack of specific and immediate feedback ensures subpar performance results.
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The leaders use of neutral and

objective language for specific and immediate feedback increases the chances an employee will hear and constructively implement suggested changes. Task complexity, different performance activities and individual psychological differences moderate this relationship of feedback and job performance. Individu-

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flow to continue. Seligman says you need to deploy your highest strengths and talents to meet the world in flow.
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strengths, talents and virtues, the Value in Action Inventory of Strengths (VIA-IS) is an open-source psychological test. This inventory assesses a persons top three strengths.28 Categorization of behavior and personality is aimed at highlighting what is best and desirable in human behaviors. Initial consensus among experts in the various traits proposed 24 strengths in six major classifications. The six major classifications were: wisdom, courage, humanity, temperance, justice and transcendence. The worker and his or her manager then engage in a constructive dialogue about how to construct work tasks and assignments around the workers character strengths. In the workstation example, the worker first takes the VIA-IS. The manager suggests a workshop to facilitate the workers learning about workstation efficiency. Then the manager and worker brainstorm how to address this efficiency problem, engaging the worker around his or her top traits. Finally, positive feedback from the manager and financial rewards are linked to the workers developing career skills. In another application, a manager uses a spaghetti diagram constructed in an earlier phase of lean Six Sigma.29 Having already constructed the diagram of the actual physical movement and distances involved in a manufacturing layout, workers brainstorm solutions. The manager then focuses on an employees foremost character strength to increase the workers self-esteem and invite participation.

In the workstation model, these workers are in the state of anxiety because challenge outmatched skill. The solution-based focus of positive psychology helps with understanding the workers perspectives and needs.

Improve
The improve phase of the DMAIC model involves brainstorming and a piloted solution. In the work station efficiency model, a leader solicits any and all suggestions, proposes a solution to the defined problem and implements a trial project. Data are, again, collected to ensure the desired outcome is achieved. A poka-yoke system implemented in DMAICs improve phase is one option for optimizing the chances of attaining flow.21 Reducing worker errors and subsequent defects when completing a manufacturing task enables a worker to be optimally productive and allows increased concentration, thus helping the employee match his or her skills to the challenge inherent in the manufacturing process. Within positive psychology, flourish and performance psychology propose coaching and mentoring as corresponding tenets to this DMAIC phase.22-23 With an approach of listening, clarifying and encouraging, a leader takes on a supportive role. This support enables an individual to move beyond a current level of skill and embrace new levels of challengesnot as hardships or torments, but as opportunities for career and personal growth. Coaching is goal-oriented and collaborative,24 using skills such as reframing, active listening, empathy and solution-focused outcomes.25 The primary focus of coaching and mentoring is a reliance on strengths and solutions. Building on strengths and virtues, rather than focusing on remediating or improving weaknesses, can enhance performance.26 This involves a system of looking at the positive side of human behavior.27 Further developing this positive model of character

Control
The goals of the DMAIC control phase are reproducibility and the ability to be replicated. The corresponding positive psychology tenets are performance rituals and rewards. These focus on reducing distractions, maintaining concentration and reinforcing positive change. In the workstation example, a manager facilitates an employees ability to reproduce and replicate his assessed improvements in work station efficiency. Performance rituals borrow heavily from performance psychology.30 Cognitive strategies for dealing with performance anxiety include imagery, verbal cues

Attention focus
Broad External Internal Broad-internal Analyze the inner big picture. Broad-external Assess total environment.

/ Table 2
Narrow Narrow-internal Focused-inner thought. Cue Narrow-external Single-object focus.

and attentional focus. As an example of attentional focus, consider Table 2. Attentional focus31 can be conceptualized along the two dimensions of narrow versus broad (x-axis) and internal versus external (y-axis). Four quadrants are created: 1. Narrow-internal: focused inner thought. 2. Narrow-external: single-object focus.

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lean six sigma

3. Broad-internal: analyze the big picture. 4. Broad-external: assess the total environment. Synchronizing attention focus, verbal cues and imagery enhances worker focus, and increases reproducibility and the ability to be replicated. Implementing this technique, a manager teaches a worker to imagine a stoplight while also focusing on the narrow-internal dimension of distracting or negative thoughts. First, the red light is associated with the negative thoughts. Second, the yellow light is paired with a blank mind with no thoughts. Third, the green light is contiguous with positive cognitions. As supported by research, enthused and compelling self-statements are most effective.32 In this model, the worker goes from the red light and negative thinking (I cannot do this) to a yellow light with a blank mind to a green light with an active, constructive response (Wow! What an opportunity for me! Im giving this my best.).

Confident workforce
Lean Six Sigma is essentially a problem-solving method. While it offers superior results for process improvements, it has even more potential to address the real problem solving and productivity benefits by incorporating positive psychology. Innovations and breakthroughs in productivity wont produce a confident and empowered workforce until positive psychology is applied to the human side of lean Six Sigma. Positive psychology can help leaders solve vital productivity issues in todays increasingly complex, competitive and fast-paced global environment. The art of leadership challenges leaders to skillfully select and integrate these psychological methods within a lean Six Sigma organizational climate to promote the career growth of workers from culturally diverse backgrounds. QP
REFERENCES AND NOTES
1. Thomas L. Freidmann, The World is Flat, Farrar, Strauss & Giroux, 2006. 2. Fred A. Manuele, Advanced Safety Management: Focusing on Z10 and Serious Injury Prevention, Wiley, 2008. 3. Loon Ching Tang, Thong Ngee Goh, Hong See Yam and Timothy Yoap, Six Sigma: Advanced Tools for Black Belts and Master Black Belts, John Wiley, 2006. 4. Mihaly Csikszentmihalyi and Martin E.P. Seligman, Positive Psychology: An Introduction, American Psychologist, 2000, Vol. 55, pp. 1-14. 5. For information on the Penn Resiliency Program, see Martin E.P. Seligman, Randall M. Ernst, Jane Gillham, Karen Relvich and Mark Linkins, Positive Education: Positive Psychology and Classroom Interventions, Oxford Review of Education, 2009, Vol. 35, No. 3, pp. 293-311. 6. For information related to health initiatives, see Martin E.P. Seligman, Positive Health, Applied Psychology: An International Review, 2008, Vol. 57, pp. 3-18. 7. For information related to psychotherapy, see Martin E.P. Seligman, Tayyab Rashid and Acacia C. Parks, Positive Psychotherapy, American Psychologist, 2006, Vol. 61, No. 8, pp. 772-788. 8. For information related to neuroscience, see Rex E. Jung, Judith M. Segall, H.

Jeremy Bockholt, Robert S. Chevez, Ranee Flores and Richard J. Haeir, Neuroanatomy of Creativity, Human Brain Mapping, 2010, Vol. 31, No. 3, pp. 398-409. 9. For information on sports performance, see Mihaly Csikzsentmihalyi, Sami Abuhamdeh and Jeanne Nakamura, The Relevance of Competence and Achievement Goals, which appeared in Andrew J. Elliotts Handbook of Competence and Motivation, Guilford Press, 2005, pp. 598-698. 10. For information on the Comprehensive Soldier Fitness training program, see Karen J. Relvich, Martin E.P. Seligman and Sharon McBride, Master Resilience Training in the U.S. Army, American Psychologist, 2011, Vol. 66, No. 1, pp. 25-34. 11. Martin E.P. Seligman, Helping American Soldiers in Time of War: Reply to Comments on the Comprehensive Soldier Fitness, special issue, American Psychologist, 2011, Vol. 66, No. 7, pp. 646-647. 12. For more information on flourish psychology, see Martin E.P. Seligman, Flourish: A Visionary New Understanding of Happiness and Well-Being, Free Press, 2011. 13. For more information on flow psychology, see Mihaly Csikszentmihalyi, Flow: The Psychology of Optimal Experience, Harper, 1990. 14. For more information on performance psychology, see Kate F. Hays and Charles H. Brown, Youre On! Consulting for Peak Performance, American Psychological Association Press, 2004. 15. Seligman, Flourish: A Visionary New Understanding of Happiness and WellBeing, see reference 12. 16. Ibid. 17. Damon Burton, Multimodal Stress Management in Sport: Current Status and Future Directions, in J.C. Jones and L. Hardy, eds., Stress and Performance in Sports, Wiley, 1990, pp. 171-201. 18. Susan A. Jackson and Mihaly Csikszentmihalyi, Flow in Sports, Human Kinetics, 1999. 19. Yuri L. Hanin, Individual Zones of Optimal Functioning Model: Emotion-Performance Relationships in Sport, in Yuri Hanin, ed., Emotion in Sport, Human Kinetics, 2000. 20. Seligman, Flourish: A Visionary New Understanding of Happiness and WellBeing, see reference 12, p. 11. 21. Roderick A. Munro, Matthew J. Maio, Mohamed B. Nawaz, Govind Ramu and Daniel J. Zrymiak, The Certified Six Sigma Green Belt Handbook, ASQ Quality Press, 2008. 22. Hays and Brown, Youre On! Consulting for Peak Performance, see reference 14. 23. Seligman, Flourish: A Visionary New Understanding of Happiness and WellBeing, see reference 12. 24. S. Foster, Healing Work-Related Trauma, At Work, 1996, Vol. 5, pp. 7-9. 25. Hays and Brown, Youre On! Consulting for Peak Performance, see reference 14. 26. Seligman, Flourish: A Visionary New Understanding of Happiness and WellBeing, see reference 12. 27. Christopher Peterson and Martin E.P. Seligman, Character Strengths and Virtues, Oxford University Press, 2004. 28. Christopher Peterson, N. Park and Martin E.P. Seligman, Assessment of Character Strengths, in Gerald P. Koocher and John Norcross, eds., Psychologists Desk Reference, second edition, Oxford University Press, 2005, pp. 93-98. 29. Bill Carreira and Bill Trudell, Lean Six Sigma That Works: A Powerful Action Plan for Dramatically Improving Quality, Increasing Speed and Reducing Waste, American Management Association Press, 2006. 30. Burton, Multimodal Stress Management in Sport: Current Status and Future Directions, see reference 18. 31. Robert M. Neideffer, The Inner Athlete: Mind Plus Muscle for Winning, Crowell, 1976. 32. Seligman, Flourish: A Visionary New Understanding of Happiness and WellBeing, see reference 12 FRANK C. JOHNSTON is a consulting psychologist at Optimal Productivity in Rochester, NY, where he works in career development, job functioning and enhanced athletic performance. He holds a doctorate in counseling psychology from the University of Albany in New York.

DUANE P. BECK is an adjunct associate professor in the mechanical and manufacturing engineering technology/ packaging science department at the Rochester Institute of Technology in Rochester, NY. He holds a doctorate in resource management from LaSalle University in Mandeville, LA. Beck wrote Leadership Development Curriculum From the Ground Level and Packaging Sales: An Innovative Problem-Solving Approach.

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