The Paradigm Shifts in FM. Jon E. Martens, CFM, CFMJ, IFMA Fellow President, JEMCOR, LLC, Santa Rosa, CA

Transcription

1 The Paradigm Shifts in FM Jon E. Martens, CFM, CFMJ, IFMA Fellow President, JEMCOR, LLC, Santa Rosa, CA

2 Basic terminology needed going forward Paradigm A typical example of something An example that serves as a pattern or model for something, especially one that forms the basis of a methodology or theory In the philosophy of science, a generally accepted model of how ideas relate to one another, forming a conceptual framework within which scientific research is carried out Change Alteration, variation, or modification, or the result of this A variance from a routine or pattern A shift from one state, stage or phase to another An exchange, substitution, or replacement of something or somebody

3 Terminology (cont.) Theory The body of rules, ideas, principles, and techniques that applies to a particular subject, especially when seen as distinct from actual practice Abstract thought or contemplation An idea of or belief about something arrived at through speculation or conjecture A set of circumstances or principles that is hypothetical A set of facts, propositions, or principles analyzed in their relation to one another and used, especially in science to explain phenomena

4 A further comment on paradigms When a paradigm shift occurs in science, according to Thomas Kuhn, it has the violence of a revolution. The leaders of the dominating paradigm seem to want to kill off those who are proposing the emerging paradigm. And they do kill people, if not physically, then in terms of career, recognition and psychological well-being. Past paradigm shifts in the world have produced actual violence as in the persecution of the Christians by the Romans during the shift from the classical to the medieval mind or in the inquisitions that sometimes involved scientists during the seventeenth century that marked the shift from the medieval to the modern or scientific mind.

5 Think of some of the older or more current paradigm shifts in FM Building controls (zone control - VAV, Interoperability) Outsourcing Off Shoring Global/Local 911 (security/travel/workplace)

6 still more paradigms in FM FM Population (Gen X/retirees/succession-replacements) Innovation (architectural creativity) McDonalds to the Starbucks, a new service based modeling approach

7 Paradigm Shift in FM - background The four P s People, Places, Processes, Principles Time Circumstance Conditions Ethics Technology (method & acceleration), as viewed by Jim Collins in 'Good to Great' EI/SI (Emotional/Social Intelligence books by Goldman)

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9 Paradigms differ as we transition through various phases Denial Commitment Resistance Exploration

10 Examples of the phases Denial - focus on past, productivity, etc Resistance - morale, anxiety, absenteeism, etc Exploration - confusion, creativity, energy, etc. Commitment - teamwork, cooperation, interest, etc

11 They may be different in many ways for the 4 P's

12 It is very possible it could be this

13 It could end up looking like this

14 Some of the Cultural roadblocks to seeing paradigms in motion Habits/procedures organization (risk adverse) Resistance to change (not invented here) Emotion (fear) Environment of control (information, space) Busy busy much, much, too busy

15 ***** **** *** ** * Service Quality Level 5 - Excellent 4 - Good 3 - Fair 2 - Poor 1 - Sub-standard Description Showpiece Facility Comprehensive Stewardship Managed Care Reactive Management Significant Neglect Customer Service & Response Time Response to virtually any type of service within one working day. Response to most service needs including nonmaintenance activities within one work week. Services available only by reducing maintenance, with response times within one month. Services available only by reducing maintenance, with response times within one year. Services not available unless directed from senior management, only emergencies. Client Expectation < 8 hr. to the door. Added to priority work order queue within one week. Added to routine work order queue within one month. Added to deferred maintenance backlog list. No action unless mandated by senior management. Service Provider Response Service staffing & procurement unconstrained. Service staffing slightly constrained, immediate response service blankets in place. Service staffing based on core service functions, procured service adequate. Service staffing limited, no SLO flexibility, sporadic procured service Service staff overloaded, poor procured service process Source: APPA, 2003

16 Potential Future Paradigms in FM FM Population (retirees/replacements) Possible suggestion: Hire interns with no experience in FM and/or retirees to mentor change Innovation (with space/design/energy) FM as a Profit Center Business driven profit motive selling services (competing with outsource/vendors) Customer-managing the FM (space temperature services)

17 What other paradigms do you see in your crystal ball?

18 Thoughts going from here Be a Maverick with implementing innovative ideas into current processes Vary your habits/motions Get a new set of glasses (see things differently)

19 Thank You!!!!! Jon E. Martens, CFM, CFMJ IFMA Fellow JEMCOR, LLC Santa Rosa, CA

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