Catchball
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Catchball is the back-and-forth dialogue process for aligning goals and plans between organizational levels in hoshin kanri.
Definition
Catchball is the iterative dialogue process used in hoshin kanri (policy deployment) where goals, plans, and concerns are passed back and forth between organizational levels until alignment is achieved. Rather than top-down target assignment, catchball involves genuine negotiation: upper management proposes objectives, lower levels respond with what they believe is achievable and what resources they need, and the conversation continues until both parties commit to realistic, aligned plans. The metaphor of throwing and catching a ball illustrates how ideas move between levels rather than simply cascading downward.
Examples
Corporate set a hoshin goal of 20% lead time reduction. Through catchball, plant managers explained that equipment constraints limited improvement to 15% without capital investment. Corporate asked what investment was needed; plants proposed targeted equipment upgrades. After three rounds of catchball, they agreed on 18% reduction with specified capital approval.
Key Points
- Catchball creates alignment through dialogue, not compliance through mandate
- The process surfaces constraints and resource needs early
- Both parties must be willing to adjust positions during catchball
- Successful catchball results in committed plans, not imposed targets
Common Misconceptions
Catchball means lower levels can reject any target. Catchball is negotiation toward alignment, not veto power. Lower levels must engage constructively, explaining constraints and proposing alternatives rather than simply refusing.
Catchball is slow and inefficient. The time invested in catchball prevents the much larger waste of pursuing unachievable targets, failing to meet commitments, or implementing plans without understanding constraints.