GA 171 | How to Combat Fear with Ron Pereira

In this week’s episode, Ron talks all about fear and why it’s so problematic. He also shares his own three strategies for driving fear out of your organization. An MP3 version of this episode is available for download here.

In this episode you’ll learn:

  • A Gemba Academy update (1:10)
  • The 14 Points (4:08)
  • Ridding your organization of fear (8:42)
  • A real life example (10:18)
  • The takeaway (12:43)
  • The first way to combat fear (13:15)
  • The second way to combat fear (14:30)
  • The third way to combat fear (15:58)
  • Some Gemba Academy anecdotes (16:55)
  • A recap of the three ways (21:14)

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What Do You Think?

How does your organization combat fear?


  1. Greg Hershman

    July 13, 2017 - 10:59 am


    You, as everyone else, talks about the ‘fear of change’. ‘Everyone hates change!’ However, no one fears or hates ‘improvement’. I have had great luck with promoting new ideas or systems as ‘improvement’ rather than change. Talk about how then new system, layout, materials, etc are going to improve things and the changes will be much more effective and well received by the entire organization.

    Promote Improvement!

    Greg Hershman

  2. Tom Gormley

    July 18, 2017 - 8:11 am

    Greg, I agree. But for some reason in many cases, it’s easier said than done. There are people whose skepticism will override the possibility that a change will actually be an improvement (some skepticism is healthy, sometimes it’s well founded on actual experience with poorly designed or executed improvements). And others that simply like doing things the same way they always have. Hence the need often to find early adopters who are motivated by participating in innovation and willing to just try new things, and then build from their enthusiasm to bring in others.

  3. John Hunter

    August 29, 2017 - 8:19 am

    “whose skepticism will override the possibility that a change will actually be an improvement”

    This feeling is often the result of many previous changes promoted as improvements that were not successful. Most people learn to be skeptical of management claims (sure a few people are pre-disposed to thinking this way but for many more it is a learned response).

    I would add to your last sentence that we need to have visible success with those early adopters to gain evidence that this time is different.

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