A client has recently started to have a weekly review/plan. In a nutshell there are 10-12 staff, working numerous sites. The review/plan has only happened once so far and I’m (Ben) wondering if it will ‘happen’ again.
My gut feel is the person who is leading the review/plan may feel uncomfortable doing it. I’m sure management could ‘make’ them do it, but would that really achieve the objective?
When the idea was floated the objective was Provide an overview for all staff. This is a high-level plan (all depts) for the week. This will reduce ‘surprises’ and allow planning.
For those of you who have participated in Job Relations (JR) we weigh and decide possible actions against 4 criteria:
As per the JR Card we Consider objective and effect on individual, group and production.
In my opinion the review/plan assists the objective, the group benefits as they each get clarity on what they’re doing this week and it will have a benefit on production (well at least minimise risk) as it means the staff are more likely to be on the one page about this week’s plan. The review/plan is estimated to take 10 minutes. As I have mentioned above, I feel the individual may feel uncomfortable.
As I think about this more I think back to a definition of ‘discipline’ (workplace discipline) and that is ‘doing something you don’t really want to do but you know doing it is for the overall good of the group/team’.
My question for you … Would you do something that makes you feel uncomfortable if it benefits the objective, the group and production? A very interesting thought!