If you have a need to change resisting fourth level people so that your field may move on, donít be afraid of coercive persuasion. In fact, use it. Otherwise you just will not have any success in changing their way of behaving. Increase the pressure. Place them in a situation where new attitudes and new behaviors are demanding. Donít ask them to change Ė tell them to, but donít expect these methods to work with the fifth level analyst who is resisting change. If you want your fifth level person to change, you must not use force. You must use the so-called Human Relations Participative Management approach to achieve change in fifth level people. They have to be enticed into change and must not be driven into it.

And what of the sixth level man if he is resisting? Leave him alone, once you have discussed the possibility of change with him, and if the suggested change is plausible, he will get there on his own.

Roughly, the same type of answer applies to the second question. How can Value Analysis be implemented into action? How does management take this tool and put it to work? One would diagnose the Level of Operation of the organization, determine there from to what problems Value Analysis concepts would be applied, and use the methods appropriate to the level in order to achieve the implementation. If one finds a third level organization, one implements it into action by continuous and constant supervision of those who are to use it. One, so to speak, stands over people to see that compliance is achieved. If it is fourth level organization, management must demand that Value Analysis be put into action, and utilize appropriate follow-up reward and punishment techniques to see that the demand is fulfilled. If the organization is fifth level, only participative, human relations techniques applied to instituting Value Analysis concepts will be effective. If the organization is sixth level, your ideas will be implemented into action without undue effort on your part beyond that of disseminating your ideas. In fact, the sixth level evidence is before you already, but the question is Ė are you ready for sixth level implementations? Sixth level implementations are what Cone and Strichman were attempting to bring to your attention last year. Remember, they were picking up your knowledge and were asking you, the promoters of Value Analysis, "Why donít you really promote this field Ė why donít you see that there is no reason why Value Analysis and Engineering concepts cannot be applied to everything you do in a business organization?" Sixth level people, such as Strichman and Cone, are providing you with the answers to the third and fourth question, how can the Value Analyst increase his usefulness to industry and in what regions of organizational activity can Value Analysis be applied beyond those regions in which it has been applied to date. And, I have tried to show how a little psychological knowledge can make you much more useful. But in closing, I should like to spend a moment on the fourth question of your fourth generation problems and point you toward the problems of the fifth generation.

Value Analytic concepts have tremendous potential, potential far beyond the engineering use to which they have been put and far beyond the suggestions of Strichman and Cone, but to achieve your potential your philosophy need to be reworked and you need to develop techniques that are applicable to worlds other than the designing, manufacturing, and marketing of goods and materials. Much of our world does not produce a tangible, touchable product, and much of this other world is in need of functional analytic investigation. Let me mention just two of many areas desperately in need of your services. How many of you have given thought to extending Value Analytic concepts to the world of organizational structure? How many of you have now thought of combining Value Analytic concepts with the modern psychological concepts I have mentioned to determine: What functionally is a better kind of organization structure for third level people to work in, for fourth level people to work in, for fifth level people to work in, for sixth level people to work in. etc. Or have you thought of functionally analyzing organizations to ascertain what kind of structure might best provide value to working human being?

Finally, an area just waiting for your skill and competency: How many have thought of reworking your philosophy so that Value Analytic techniques could be applied to the field of education; not from the cost point of view, but from the aim point of view? Functionally, what is a good, a value full engineering education? Did you, if you are an engineer, receive one? If not, I close by asking: How could you rework your philosophy and your techniques so that they might be used to determine what is functionally a good education, be it engineering, or what, and how can you rework your philosophy and techniques so as to extend them into the many worlds open for functional analytic investigation beyond those you have dreamed of to date?

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