3Ms: Make It Easier
Performance Improvement in Making It Easier to Change
If change was easy, you wouldn’t be reading this book. The “laws” of pro-
cess improvement follow other laws as we have witnessed with electricity
and now from Sir Isaac Newton, who is considered one of the most impor-
tant scientists of all time. He studied motion and developed three laws.
Newton’s First Law of Motion
is often paraphrased in Change Leadership to
explain resistance. We think it has a dual value. Besides referring to a body
at rest, we think his law supports the beneﬁts of a culture of continuous
Newton’s Law I: Every body persists in its state of being at rest or of
moving uniformly straight forward, except insofar as it is compelled to
change its state by force impressed.
The process improvement leader simply presents the force to help people
change, whether the change is to start moving or to change direction.
Newton’s second law is easier to understand if we understand his third
Newton’s third law: To every action there is always an equal and oppo-
220 ◾ Utilizing the 3Ms of Process Improvement
Let’s say that you want your son and daughter to become more active.
You ﬁnd them too often sitting in their rooms watching TV and you are con-
cerned about the lack of exercise. You decide that you want to be a Change
Leader and lead them to engage in a sport or play a musical instrument. You
literally have bodies at rest, in your view. You try to pull them off the ﬂoor
to go outside with you. You pull, and they pull back. Resistance. If they
are the same size as you, the resistance is considerable. Now, let’s add the
second law and relate it to how a Change Leader can use these three laws of
motion to lead change easier.
Newton’s second law is that the acceleration of motion is ever proportional
to the motive force impressed, and is made in the direction of the right
line in which that force is impressed.
Newton explains that the forces may be:
However, the acceleration of change on the two bodies is dependent on
the mass of the bodies. In other words, when the kids are young and small,
mom or dad can change these bodies at rest into bodies in motion much
easier than when they outgrow the poor parents.
Store Staff Spending Time with Customers
Relating this to change in the workplace, we want to change a worker’s
behavior with customers. Managers want to increase the face-to-face time
retail workers spend with shoppers. They believe this change will result in
more satisﬁed shoppers because customers may feel their store cares more
than the store’s competitors. You, the manager, ﬁnd the clerks everywhere
except with the customers as they browse and often struggle to get assis-
tance. You ﬁnd your staff running to the back getting supplies, chatting at
the desk, and in meetings that you set up. To make the change easier, we
suggest applying process improvement to the ﬁrst and third issue. Process
improvement could include eliminating the reasons that the supplies aren’t