Jennifer Walsh interviewing Alan Homyk, Director Environment Health and Safety, Con Edison.

Jennifer: Tell me a little bit about Con Edison.

Alan: Con Edison began as a gas manufacturing company in the mid-1800s. Now it has matured into a transmission and distribution company delivering gas, electricity, and steam. There are about 13,000 employees in the metropolitan New York area. The company is comprised of union and management employees.

Jennifer: How did you meet Tony Dottino?

Alan: Tony Dottino was doing Mind Map workshops at Con Edison. We started talking about Con Edison's Process Center Change, which is an initiative I was part of. He encouraged me to sit in on one of his PITT™ (Process Innovation Through Teams) Workshops.

Jennifer: What was it about the workshop that appealed to you?

Alan: Participants are equipped with thinking skills as they related to creativity, teamwork and communication. These elements are integrated and related to process innovation. The workshop stressed an approach whereby the people closest to the problems, the workers, would be able to solve the problems with support from their managers. DCG emphasizes starting off small and working up to bigger things. It's like eating an elephant--you start out with small bites. You can't possibly devour the animal in one gulp. I remember a quote I heard in one of their seminars: "Don't look for boulders. Look for pebbles, and they'll lead you to the boulders." PITT™ Workshops gave participants the tools they needed to make their jobs easier.

Jennifer: What were the key learnings?

Alan: First, training the bosses, I came to realize, was a very important element. When employees return to work, ready to apply their new training, managers can understand and support their efforts. Then, there's an equal commitment by managers and employees to change. Though DCG's approach is self-motivating, it needs top-down support. Tony taught the managers how to listen, encourage and support workers. He showed how the stereotypical controlling manager is more effective as a leader that coaches and supports.

    We also learned that the best teams were those that were comprised of widely diverse people. And when you're looking for innovation and thinking, people with variety of cortical strengths are going to be able to contribute the widest range of ideas.

Jennifer: What were the challenges of integrating a new approach in your work environment?

Alan: The biggest challenge was overcoming employee skepticism that this new program was not just another “flavor of the month”. Over the years, Con Edison has tried several different teamwork programs with mixed levels of success.

Jennifer: How have things changed? What sort of results have you seen?

Alan: After about twenty PITT™ workshops, 350 people have been trained, and close to 70 teams have been constructed, the company has projected savings of $5 million.

    More specifically, over one and a half years, one team has completed twelve projects. Normally in that timeframe, only 2 to 3 projects would have been completed. They are able to utilize the skills in their jobs every day.

    These skills can be applied not just the office but to life. It helps organize thoughts. And it promotes clear and objective thinking. Many of our employees have shared these skills with their families, with excellent results. This is a great a win/win, situation in that PITT™ teaches people simple skills which can improve their business and personal lives at the same time.‡