ABSTRACT
Hoshin Planning invites an organization to commit to a substantial breakthrough in performance, a revolution in thinking and practice. Achieving the breakthrough involves an organization doing things substantially different from how things are currently done. An emotional and vocal representative of a minority view can stop a leader in her or his tracks during the presentation of months of Hoshin-related planning work. Individuals resisting the change presented by the Hoshin can filibuster progress, if they get airtime and are allowed to rewrite the story of the Hoshin through filters of fear, distorted facts, and unproductive biases. Hoshin plans often do not get built on the blank slate of a startup company, but rather in organizations with an existing body of experience and expertise. Hoshin Planning leaders may want to put new or renewed focus on observing and listening to the people in the organization. The Hoshin plan should include a scheduled set of specific communication activities.
