six thinking hats
SIX PERSPECTIVES OF THE MANESAR INCIDENT
SIX THINKING HATS
• White Hat: Looks objectively at data and information. Is neutral and concerned with facts and figures.
• Red Hat: Legitimizes feelings and gives an emotional view, hunches, and intuition. • Yellow Hat: Is positive and constructive. The yellow color symbolizes sunshine, brightness and optimism. • Black Hat: Is logical, negative, judgmental, and cautious. Is gloomy, suggests why it cannot be done. • Green Hat: Is about new ideas and creative thinking. • Blue Hat: Controls the thinking process. The blue hat is concerned with control and the organization of the thinking process.
And draw the conclusions in the end. Guide it and control it.BLUE HAT MANAGING THE THINKING PROCESS
A cool blue sky allowing you the overview over the thinking processes which take place. Here's the manager's blue hat.
. You take a little distance from your thinking and watch the process unfold.
The plant workers wanted to register a new union—the Maruti Suzuki Employees Union (MSEU)—and had already applied for registration. India’s largest automobile manufacturer. giving strong signals of a resurgence of trade union activity in the country. something the management was opposed to.
The 13-day strike at Maruti Suzuki India Ltd. was a wake-up call for the Indian corporate sector. but with workers and unions across states voicing support. it threatened to flare up into a wider industrial dispute. Not only did it illustrate the unity among the company’s workers.
Only objective information is what you
. So when you wear it. stick to the fact and figures. just like most paper. Most of the time paper is white. The white hat.WHITE HAT
Information Available & Needed
Imagine white paper and computer print-outs. refers to information and facts.
valued at about Rs 630 crore. 425 crore. Source: Economic Times
June – 1) 13-days strike demanding the recognition of the MSEU at the Manesar plant 2) Production loss of 12.600 cars. valued at about Rs.442 as compared to the sale of 1. July – 1) Production stopped for a day at the same plant because of strike by some workers.550 units.
1) Reported 12.74 per cent fall in sales for August to 91.04.791 units in the same month last year September 7 1) Loss suffered is estimated at about 8.
The company stopped operations for 10 working days in June The firm lost Rs 400 crore because of the strike.
Production is right now at a stop at Manesar Third production halt in three months at Manesar.
. Yet feelings which are heard stop nagging in the back of your head. Usually they're left out of the discussion since they're neither based on facts nor logic. Those can be based on complex experiences and aren't always easily analyzed. Feel the warmth coming from the flames.RED HAT Intuition and Feelings
Imagine the red glow of a soaring fire. You're sitting close. Thus sharing them helps to clear your thinking. The red hat refers to your feelings and emotions.
PROBLEM FROM WORKERS POINT OF VIEW
“IF THE FLOOR SUPERVISOR IS RUDE AND EVEN SLAPS US. HE IS AWARDED WITH A PROMOTION BUT IN CASE A LABOURER DARES TO REPLY. HE IS ISSUED A NOTICE ON GROUNDS OF DISCIPLINARY ACTION. A TECHNICIAN
." SAID RAJENDER KUMAR.
so they would fail the compulsory vehicle inspection (VI) quality test.PROBLEMS FROM MANAGEMENT POINT OF VIEW
― Unhappy workers have found out a new way to disrupt ongoing work at the plant by creating serious defects in quality of the cars.‖
Very useful at times.. mistakes.
. You were wearing a black hat.. Difficulties. problems and all sorts of dangers awaiting. Now wear this hat to alert you to where you could go wrong.BLACK HAT
Caution. and Problems
Have you ever experienced the feeling your future seemed to look pitch black? Only troubles.
•Workers indulging in deliberate attempts to reduce output and are compromising customer interests
•Revenge for the June strike.
•Refused to sign good conduct form which aims at ensuring the production of good quality products.
. •Employees are being charged with sabotage and causing quality problems in the cars produced.
― Manesar labour problem is essentially a political issue and not a problem which involves any significant demand from the workers‖
.ACCORDING TO CHAIRMAN R. C.
innovative solutions pop up. New ideas arise. Just let your imagination run wild. the first flowers unfold in the young and lush meadows and all is vibrant with the creative energy of life. Your green hat represents your conscious creative efforts.GREEN HAT Alternatives and Creative Ideas
What happens in spring when the winter resides? Leaves grow back on the trees and bushes. No logic required this time.
Identified reasons of the conflict.Falling standards of manufacturing. 3. Establishment of separate union for Manesar Plant 2.
1. Code of Conduct. Basic sanitary enhancements demanded by the workforce.
The leader of this union would be appointed by the management. 2.TRADE UNION ESTABLISHMENT
Trade union would be established with prior conditions: -
. 1. Technology oriented operations reducing demand of man power.
If not agreed then management would move to plan B. Members of the trade union to be nominated with consent of both workers and management.
CODE OF CONDUCT AND SANITARY PROBLEMS
ADOPT CHANGE PROCESS THEORY
Unfreezing Change through cognitive restructuring
Looking for benefits. Walking outside in a gentle breeze. how easy it gets to feel optimistic about life. added value and observing how realistic your expectations will be.YELLOW HAT
Benefits and Feasibility
Remember a bright and sunny day. So it's not about your hopes! Your statements have to be backed up by reason as well.
. Your yellow hat represents the positive and logical aspects of your thinking.
Hopefully the management will take lessons out of the incident Hopefully incidents like this wont occur in the future
MSI has about 2.RAY OF HOPE
With the standoff between the management and labour that started on August 29 continuing.000 are permanent. out of which nearly 1. the company had brought in 50 ITI-trained and experienced workers at the plant taking the total workforce to 1.500 workers the Manesar plant.100 people.
To implement an effective and continuous communication with all Workers. Hike in the wages of the workers. MSI lifted a month-long lockout at the Manesar plant.
New plant in Gujarat.
Fire workers who participated in violence.
Hire new workers.THE CURRENT SCENARIO
On August 21. Regularizing the workforce.
. but only a few hundred workers were allowed to enter.