Build consensus in your organization by applying the Nemawashi strategy. Gather and analyze useful data to lay down the foundation for important decisions.
Nemawashi is a Japanese term meaning “laying the groundwork”. It is a consensus-building strategy that involves talking to decision-makers or individuals who can impact decisions in an organization. Nemawashi is a vital means of obtaining the buy-in of everyone involved in a decision-making process before a final decision is reached. This is especially useful for proposals or ideas that require scrutiny to uncover potential problems or blockers.
One of the 13 pillars of Toyota Production System (TPS), Nemawashi is a great strategy to build consensus when there are changes to be made on current processes or when there is something new to be introduced in the organization. Just imagine how a sudden change may shake things up in an already established system and it can catch some people off guard if there were no prior discussions made about the change. Nemawashi can prevent all that and can also aid in the smooth implementation of changes if the people who are going to be impacted, together with the decision-makers, are taken into consideration and included in discussions.
With building consensus as the goal in mind, remember to apply something from the book “7 Habits Highly Effective People”—seek first to understand, then to be understood. Using this in the context of building consensus, try to understand first what the person you are talking to is trying to communicate. Are they receptive to changes or new ideas at the moment? Does their body language show that they are inclined to listen right now? Read the room and understand the current mood or situation, be open to feedback, and know where they are coming from so you can better communicate your proposal or the change you wish to introduce.
Also, try to be familiar with the following (based on the consensus flowchart):
Initiate a discussion (formal or informal) between the one who is proposing the change and the member of the decision making team or persons who can influence the decision or are going to be impacted by the change
A proposal is presented and then you test for consensus
If a consensus is achieved then you proceed with laying down the actions points (this is one of two possible conclusions for the consensus flowchart)
If a consensus is not achieved because of blocks or stand asides, or that there are reservations or concerns raised, review and update the proposal or create a new one that takes the concerns into consideration
Continue with holding discussions until a consensus is achieved or the proposal is scrapped or replaced with a better proposal that have been improved through previous discussions
Whether in a formal or informal setting, the consensus flowchart can provide a framework for how Nemawashi can be done.
Nemawashi is often associated with laying the groundwork for gaining consensus among decision-makers. That said, Nemawashi is a methodology that can also be applied among peers of managers or supervisors, as well as with direct reports. With the consensus flowchart as a guide, someone in a supervisory or managerial position can apply the Nemawashi strategy with other groups in the organization.
Usually the most impacted among employees when changes happen in the organization, direct reports or the employees in production are essential in building a proposal or formulating new ideas for they are a rich source of data on what is actually happening in the production area. They have practical knowledge of how processes are done and are likely to have some suggestions on areas for improvement. In doing Nemawashi among direct reports, you can:
Conduct some Focused Group Discussions to get their input on topics that impact them and the company or gather their feedback on your ideas or proposals.
Do data gathering or employee surveys using technology that can make it easier for employees to submit data that can help strengthen the merit of ideas and proposals.
Gather existing reports and do a deep dive on the data collected, as you can use the information you analyzed to back proposals or ideas.
After you have done your analysis and a proposal is drafted, consider reviewing the proposal among peers and be receptive to receiving feedback and uncovering improvement opportunities.
Fellow supervisors or managers can be helpful in building consensus for a proposal or new idea if they are made aware of how these proposals can be good for them and their direct reports, too. For Nemawashi among peers, you can:
Make use of informal meetings as an opportunity to float new ideas or proposals and help them understand how supporting these ideas or proposals can be in their best interest.
Give an overview of the possible impact of the proposal and be ready to receive feedback.
Consider providing the nitty-gritty of the data you gathered from direct reports and ask for input.
Using the feedback received from colleagues, further improve the proposal before meeting with decision-makers.
At this level, it is ideal to have already analyzed the collected information from direct reports and considered the takeaways from discussions made among peers such as fellow supervisors or managers. Here is where Nemawashi is probably at its most crucial.
Depending on the person who is a member of the decision-making body, set a formal or informal meeting to introduce your proposal or idea.
Be ready to provide data should the need arise but, at this point, present your idea at a high level.
Explain how the proposal, once implemented, will be beneficial to the organization—increase profitability, optimize productivity, improve quality, promote safety, comply with standards or regulations, or elevate employee morale.
Be transparent and share any pros and cons of the proposal.
Be receptive to feedback and seek to further improve the proposal.
Integrating improvement in practice
Discover how organizations like Toyota Material Handling, Mowi, Thermosash and Byblos Constructions are integrating improvement into how work is done to improve efficiency, reduce wastage and surface actionable insights across their operations.
Doing Nemawashi means that one intends to build consensus and be able to improve the idea or proposal before it can be implemented in any business process. Mitti (by SafetyCulture) is a powerful quality management tool that businesses can use for continuous improvement efforts and problem-solving approaches. It can help organizations make sure that pertinent information is gathered and analyzed in order to build support for proposals during Nemawashi.
Ideal for teams and team leaders, you can use the Mitti Platform online or offline on mobile to create and submit reports that help collect data that can be analyzed and used for the proposal. Data collected over time can then be used when discussing the proposal during Nemawashi.
Utilize a powerful tool that is tried and tested by industry leaders for gathering and analyzing data that reflects the current status of operations and business processes. Mitti (by SafetyCulture) can help you in preparing the information you will need to arm yourself before introducing an idea or proposal to decision-making bodies during Nemawashi.
Best for teams and team leaders, Mitti (by SafetyCulture) can help you:
Allow employees to fill out surveys or feedback forms on their mobile and provide feedback via QR codes made available to them.
Analyze data gathered over time shown in Mitti (by SafetyCulture) Analytics.
Review organized reports in PDF and other formats that contain relevant photos and employee notes that provide context.
Reinforce the proper implementation of actions or changes based on decisions reached after Nemawashi.
Utilize collaborative actions to immediately address issues.
Use Mitti (by SafetyCulture) to view and download best-practice templates used by multiple industries in real-world scenarios from our public library.
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