Instead of relying on other departments for information regarding policies, internal departments should make every effort to open up lines of communication with all users to obtain information firsthand. The appropriate departments can identify specific customer segments for surveys and focus groups that can provide feedback regarding the appropriateness of policies. An example of such an organization is shown in Figure 3. A new employee comes to work enthused, wanting to make a contribution and frequently offering suggestions. Although some ideas may lack practicality, a refusal given with a logical explanation is part of the learning process and is not viewed negatively.
Employees soon recognize that life is easier if they simply keep quiet and just do their jobs.
This presents a hidden problem whenever top management stresses the importance of quality. Many employees feel they have tried to make improvements but the system restricts their efforts. Motivational speeches accomplish little, if anything. What is needed is an ongoing process to focus a firm's quality efforts. A quality council should be established to place worthwhile suggestions on an authoritative agenda, coordinate cross-functional teams, oversee schedules, and provide a continuous mechanism to reinforce the need for high quality.