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If you have fewer than 3000 employees, your master black belt might take a few months or even years to become fully expert You might start out with a low-key initiative while everyone gets up to speed You will also discover along the way the sigma that s right for you Six is a very high standard Some products have to go even higher Aircraft engines, for example, need seven sigma, because a single error can be fatal But many companies stop at four or five You might stop at three Once you get started, sigma will take on great meaning for you You will want to move higher, if only by small degrees You will see that every bit counts Even the belt colors have meaning Green is the color of a growing plant That means that you re learning and growing too Black is the color of darkness.

You can perform your craft with your eyes closed or in total darkness, without fear, because you are confident of your skill The fog of war is so thick that you can t see anything, but your coup d oeil still works The opposite of black is white, the novice s color, a blank slate with no knowledge yet of the craft To use Six Sigma in the art of what works: Read as much as you can about it Visit anyone you can who s doing it Get as much training and expert advice as you can afford Make a major initiative if you can Start small and slow if you must..

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In The Fifth Discipline, Peter Senge tells us that the fundamental learning unit in modern organizations is the team, not the individual, so unless teams can learn, the organization cannot learn Team learning starts with dialogue, in which team members suspend assumptions and enter into a genuine thinking together Thus, dialogue stands out as a key tool of the learning organization In The Fifth Discipline Fieldbook, compiled by Senge and several colleagues, William Isaacs and Bryan Smith describe the basic components of a dialogue session24 First comes the invitation, which gives people the choice of participating and lets them know that their resistance and fears are safely answered By generative listening, you slow your mind s hearing to hear beneath the words to their meaning Next, observing the observer means that the environment is quiet enough so people can observe their thoughts, and the team s thoughts.

Manual locking. Built-in night latch button. Hardened steel free-turning bolts. Manually locks. Same Night latch button. Locks automatically. Inswinging doors only. Same, except without night latch button Hardened steel latch bolt. Locks automatically. Night latch button Same, except without night latch button.

You suspend assumptions by bringing them forward, so that the entire team can understand them collectively You need at least 2 hours for every session Agendas and elaborate preparations inhibit the free flow of conversation You should agree to hold three meetings After that, you can decide whether to continue The fieldbook tells us how some teams used dialogue to great advantage For example, management and labor at GS Technologies, a faltering steel company, held two meetings a month of 3 hours each for a year The two sides learned to stop blaming each other and work together Workers compensation costs fell by more than half The grievance backlog fell from 485 to none The company was still struggling, so its parent corporation sold it But thanks to good labor relations, it was able to find a buyer So dialogue helped the company survive.

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As The Fifth Discipline Fieldbook presents it, dialogue seems far removed from the art of what works Success comes from mutual understanding, not from past achievements in new combinations There is nothing in dialogue that lets expert intuition steer the mutual understanding In fact, nothing steers it at all Yet dialogue tries to solve a very real problem In many companies, people who need to work together often don t Many peo-.

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ple lack basic communication skills for working with other people Real conflicts may arise, as when management reduces the budget of one department in favor of another We re only human Hurt and resentment build It takes a thousand words to make a friendship and only one to lose it Over time, everyone you work with will probably say or do something that you find unforgivable at least once When you bring people together, all those past and current conflicts either come out or lurk beneath the surface And when you add the pyramid problem that you can t disagree with a pharaoh above you, it s a wonder that anyone works together at all Dialogue gets beyond all that, and that s good But it just doesn t seem very businesslike Isaacs says explicitly, Dialogue will backfire if channeled to the intent of making a decision.

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