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Lewis Carroll, in his book, Through the Looking Glass, has Humpty Dumpty smugly intone,.henever I use a word it means just what I choose it to mean, less and nothing more.' This seems to be the case whenever the topics of improvement and innovation have been discussed. Improvement indicates whatever the one who desires it to occur wants it to mean.

It could mean doing what's being done now to a larger degree of detail or speed or efficiency. In other words,.o what you're doing.nly better.' It could also indicate that something else altogether needs to be done instead of or in addition to what's being done now.

Whatever the case, improvement is closely associated with measurable outcomes which may be compared with results that were previous to determine degrees of organizational or personal development or deterioration. The way of accomplishing any outcome is known as process. It's commonly thought that organizational impacts have been inextricably interwoven with the procedures that make them. Poor procedures cause poor effects, procedures cause powerful results, and so on. As the process goes, so goes the results. With this reasoning, each one would have to do to improve the results will be to improve the process in some way. Though this strategy can work, it frequently takes quite a long time and gives up as far as it increases in process efficiencies, workplace morale and worker commitment to fully implementing process changes.

This mechanistic perspective of improvement has been quite a long time in development. Culturally accepted notions about human nature and behavior also have contributed strongly to the notion that improvement in the results of life is causally more particularly, the right process. If an outcome is not what is desired or expected it usually means that the right process has yet to be found. Through persistent and diligent attempt, eventually the correct process is going to be discovered and also the consequent outcomes attained. Many readers will be aware of the.ierarchy of needs' (figure developed by the psychologist, Abraham Maslow.

Inside, Maslow identified what he viewed as the incremental needs-based arrangement of existence and satisfaction. It began at the bottom with primal needs such as water, air and other survival needs and moved on to the top which he called,.ynergy,' and also the need to have things working well in all areas of everyday life. Maslow's model did not allow for skipping a step in the quest for undergoing degrees of humanness. For example, one could not go to the third degree without having the initial two fulfilled and fastened, and so on up the ladder. For Maslow, there was a correct process whereby a person had to move to be able to raise and experience larger dimensions of satisfaction.

Maslow's Hierarchy of Human Needs. The upper demands (Esteem, Self-Actualization and Synergy) are somewhat more complex, less instant and therefore.eaker in their needs on psychic and emotional energy. The lower demands (Belongingness/Love, Safety and Survival) are less complex, more instantaneous and therefore.tronger in their needs on psychic and emotional energy. Synergy: the need to have things working well in all areas of life. Self-Actualization: the need to develop one's special capacities. Esteem: the need to be highly considered by self explanatory and others. Belongingness/Love: the need to be accepted, enjoyed and loved. Safety: the need to be secure and protected. Survival: the need for atmosphere, meals and water. Just as accomplishing desired organizational results will be seen as a matter of going through the correct process accordingly, too, personal satisfaction is seen as a matter of following the right process.

Personal and organizational improvement becomes associated with planning, strategizing and manipulating the process. Coincidentally, a friend of mine also worked as an ironmonger in another huge city. He told me that his buddies and he would.ance on the I-beams while they have been on the ground. Puzzled, I asked why they would do such a thing. He said that when they can parade on the I-beams on the ground without falling away, then they would have confidence that they could easily walk on them without falling off when they had been forty stories in the atmosphere. This is another critical component in fostering an environment of thinking and acting.

It encourages and enables process practice and performance visualization. It empowers people to decide how they are going to act in certain situations before they actually happen. The things you do this you don't have to do is determine who you are and what you'll be able to do when it is too late to do anything about it. My friend and his co-workers didn't have to dance on the I-beams; they didn't have to spend time planning to do their jobs safely.

Nevertheless, they failed and the results that there were no injuries and projects were finished on time and within budget for as long as he worked in that job. Summary. An organization can cultivate an environment of continuous improvement by focusing on results and the process changes which will best reach them. However, this strategy can only go so far in accomplishing improvement at the organization's capacity to respond to the rapid developments in the market and in customer requirements. To cultivate faster and longer lasting improvement through innovation an organization needs to concentrate on constantly producing challenges because of its people and then supplying the tools necessary to meet those challenges.

By doing this, it encourages an environment in which circulation can be more easily seasoned, distractions and diversions decreased and fear of collapse mitigated. These are the ingredients which make it conducive for folks to make landscapes which encircle the boundaries of present procedures thereby enabling them to creatively respond to.he way things are with.he way things may be.' . This situation can happen best after the process content is understood and deployed. Encourage individuals to practice the content of the process: when you know how to do something, your body and mind are freed to devise ways to do it better or otherwise. Encourage individuals to reframe the context of the process: when you that what you know will be applicable to other areas of life, you are able to make connections that others haven't and pursue new methods to work and lifestyle with anticipation of flowing into personal and professional fulfillment.

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