{"id":1122,"date":"2018-03-23T16:59:09","date_gmt":"2018-03-23T16:59:09","guid":{"rendered":"http:\/\/mitmgmtfaculty.mit.edu\/jsterman\/?page_id=1122"},"modified":"2018-04-05T15:19:40","modified_gmt":"2018-04-05T15:19:40","slug":"nobodyevergetscredit","status":"publish","type":"page","link":"https:\/\/mitmgmtfaculty.mit.edu\/jsterman\/nobodyevergetscredit\/","title":{"rendered":""},"content":{"rendered":"

Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement<\/h2>
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N. P. Repenning and J. D. Sterman (2001) Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement.\u00a0California Management Review<\/em>\u00a043, 64-88.<\/p>\n

DOI:\u00a0http:\/\/doi.org\/10.2307\/41166101<\/p>\n

Abstract<\/strong><\/p>\n<\/div>\n

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Today's managers face a paradox. On the one hand, the number of tools, techniques, and technologies available to improve operational performance is growing rapidly. On the other hand, despite the rapid proliferation of such innovations and the fact that they produce dramatic success in a few companies, most efforts to use them fail to produce significant results. To understand and resolve this paradox, in this paper we study the difficulties organizations face in implementing tools, processes, and techniques like TQM, lean production methods, computer-aided design and development tools, stage-gate product development processes, and improved customer service systems. Our research suggests that the inability of most organizations to reap the full benefit of these innovations has little to do with the specific technique. Instead, the problem has its roots in how the introduction of a new improvement effort interacts with the physical, economic, social and psychological structures in which implementation takes place. We present a simple framework to understand how these failures arise and then offer some strategies for overcoming the pathological behaviors that we identify.<\/p>\n