1. | Jul 1, 2013

I want to start with the statement that I am bsiead based on my current career path, but I am wary of stereotyping consultants. I have seen consultants that were used as a tool of management to tell the company that the boss is right, however, in my current position, I see a big problem coming from the lack of management and staff to support the changes that consultants are trying to lead (lead, not force). It often seems almost like sabotage along the thought lines of if they (consultants) can make the process better in a short time, and I couldn't in 10 years, they're going to make me look bad. Consultants, just like any software package, new machine, or process, should be installed with a specific focus in mind before they are ever used/hired. With that specific focus it will make the results much easier to evaluate, did the new purchase meet the desired result? if not, PDCA again.

2. | Jun 23, 2013

Another situation with qusneiots that also needs to be guarded against is asking qusneiots only until we get the answer we want. This type of manipulation can be done without being overly suggestive in how the question is asked. At the moment, the associates will feel like the idea is theirs, but ownership will be lost in the long run as associates realize they were manipulated through the questioning.Also, it is important to continue asking qusneiots even if the associate's answer is correct. That allows them to think deeper and to understand the Whys behind their answer not just the Whats . However, if a leader is known to be manipulative in their questioning as above, they will become suspicious of the qusneiots and the learning opportunities are lost.