Catch Ball

Introduction: Catch Ball in Hoshin Kanri

Catch Ball is a collaborative communication practice used within Hoshin Kanri, the Japanese strategic management methodology. It ensures that strategic goals are refined and aligned across all organisational levels through an iterative process of dialogue, feedback, and consensus-building.

Background

Originating in Japan, Catch Ball was developed as part of Hoshin Kanri to connect long-term vision with daily activities. The term symbolises the back-and-forth of a ball game, where strategic objectives are “thrown” and “caught” between managers and employees until mutual agreement is reached.

Key Elements / Features

• Collaborative: Encourages dialogue between top management, middle managers, and frontline teams.
• Iterative: Goals are adjusted through repeated cycles of feedback.
• Inclusive: Ensures broad participation and ownership of strategic plans.
• Dynamic: Allows strategies to be adapted based on practical input and organisational realities.

Applications / Examples

• Strategic Planning: Top management develops high-level goals, which are refined through input from middle managers and teams.
• Operational Alignment: Ensuring that daily activities and resources are connected to long-term objectives.
• Change Initiatives: Reducing resistance by involving employees in shaping strategies.
• Cross-Functional Projects: Building shared understanding and commitment across departments.

Relevance / Impact

The Catch Ball process helps organisations to:

• Improve execution by aligning goals with operational realities.
• Increase engagement by giving employees a voice in strategic decisions.
• Reduce resistance to change by fostering transparency and trust.
• Strengthen organisational culture through collaboration and accountability.

See also

• Hoshin Kanri
• Lean
• Continuous Improvement
• Leadership Styles