Act Honestly, the “Is That So” koan is somewhat disturbing. However, it certainly does provoke thought and contemplation. I think the main message is that suffering is sometimes inevitable, and no matter how bad the moment seems, it is only temporary. Some Zen advocates believe that suffering is caused by delusion. Of course, this sounds idealistic, and again you could be wondering how this koan applies to business. The truth about suffering is that no matter how uncomfortable something is, the moment will pass. Accepting deficiencies, allowing for corrections, and enhancements is facing reality. However, when changing patterns, correcting bad habits, or implementing a new objective, it is always uncomfortable until the new routine is …show more content…
If permitted, the ideas conjured up will usually blossom into profound reflection. In the “Is That So” koan Hakuin endures the circumstances because he knows it is only temporary. Undoubtedly, it is difficult for both businesses and individuals to cope with uncertainty. Anticipated suffering is often why change is avoided. Non-resistance is fostered by letting those expectations go. The “act” part of the Plan, Do , Check, Act (PDCA) cycle is about implementing the change. If the results justify adopting the new method, document the standard and fully implement the solution. Then take action to standardize or improve the process. Often the results will justify another PDCA cycle of iteration. Or could even warrant that another strategy is needed. Overall, the “act” phase is the most uncomfortable stage of PDCA. Of course, if a simple bottleneck was identified, or one bad habit needed to be corrected to increase efficiency, there is usually minimal pain in the “act” phase. Sometimes the most effective improvements occur by just having one person/outsider observe another. Yet uncertainty on a larger scale with product iterations or major process changes, the growing pains are significantly …show more content…
However, the PDCA cycle takes effort and commitment. Since the long term PDCA investment is done in short cycles with defined metrics for success or failure, this methodology promotes small failures instead of massive sunk costs and expensive failures. Plus, PDCA failures are not as expensive because smaller endeavors can be controlled much easier. Like interpretive koans, there is not one BA tool or Key Performance Indicator (KPI) that will proclaim success for a business problem. So that is why objectively reviewing and measuring processes, and then empowering groups to control and enforce the change themselves usually enhances the change. The best thing about the Deming cycle is that once it starts, it can easily loop into an ardent continuous improvement initiative. PDCA is a useful problem solving process that can be used to identify new solutions and foster collaboration. PDCA methodology also reduces waste and helps users identify new areas for improvement. Deming's cycle and BA techniques may be slower than just announcing and enforcing the change, but far more productive and one of the best long term investments a firm can make. Here is another inspiring tome about making