Sustaining lean transformation through growth and positive organizational change

Abstract

When faced with problems and the need for change, most organizations require external efforts to develop solutions, inspire improvements, and initiate and sustain change. The continuous improvement that managers desire, however, is based on the people in their organizations sustaining changes. Positive organizational change provides an alternative to traditional deficit-based change approaches, emphasizing positive affect, individual virtues, and social bonding as a basis for changes. Positive organizational change is, however, considered as distinct and in conflict with traditional change approaches. This article uses findings from case studies of successful lean changes and the literature on positive organizational change, as illustrated by appreciative inquiry method, to develop a new combined, change model. This new positive lean change model emphasizes 2 elements—attending to positive personal and interpersonal outcomes and balancing productivity gains with business growth—to improve performance and sustain change.