DR W EDWARDS DEMING-pioneer in the quality management revolution-great impact on management practices-father of TQM (Total Quality Management) wrote:
Our prevailing system of management has destroyed our people. People are born with intrinsic motivation, self respect, dignity, curiosity to learn, joy in learning.
The forces of destruction begin with toddlers-a prize for the best Halloween costume, grades in school ,gold stars-and on up through university.
On the job people, teams and divisions are ranked, reward for the top , and punishment for the bottom.
Management by objectives, quotas, incentives pay, business plans put together separately, divisions by division, cause further loss, unknown and unknowable.
Transformation of the prevailing system of management.
We will never transform the prevailing system of management without transforming our prevailing system of education.
Let us leave EDWARD DEMING there for just a while.
Let us talk about Corporate Culture.EDGAR SCHEINE in THE CORPORATE CULTURE SURVIVAL GUIDE suggest the following about corporate culture.
What is culture? It is the way we do things around here.
The three definable levels are:
ARTIFACTS
ESPOUSED VALUES
TACIT ASSUMPTIONS
Artifacts.
I walk into Marriott Hotel and in the Foyer there is a picture of the Father Marriott and his son. What does that tell me about their organisation?
When ABB moved into their new premises openness was the the theme. Meeting rooms had glass walls and the few offices that existed the same.
Clear desk was the theme also and pause areas were provide where people could eat chat etc. Desks were to clear at the end of the day to allow cleaning services to operate.
Did it work?
One month after moving into the new building matt finishes were being put on a large portion of the glass walls so you could not see through. Desks were not cleared at the end of the day.
What went wrong?
Espoused Values.
Respect, responsibility and determination.
ABSA new drive 2013 VALUES.
TACIT ASSUMPTIONS.
Paper Mill Example.
Story of Experiment with Monkeys
Some thoughts on Culture:
When the new England coach Stuart Lancaster took over his first stated objective was to change the culture of the team.
Remember Tacit Assumptions are based of the belief that if we behave in a certain manner we will achieve the results required.
Also, culture cannot be measured in a survey Edgar Schein suggests as you would have to ask so many questions to cover every aspect of the culture that it will not be vialble.
- So, if Edward Deming says our prevailing system of management is flawed and
- Edgar Schein says if you want to change culture you need to be aware and change tacit assumptions.
How do we go ahead and implement new strategies
SETTING NEW TARGETS?
Sometimes we explain why they need to be reached.
EXAMPLE: VENTYX Double the business by 2015.HOW?
NEW Strategies:
Autonomous Maintenance.
Corrective
Preventative
Predicitve
Reliability Centered
Enterprise Asset Management
We even install new systems.
EXPERT
COMPUTERISED MAINTENANCE SYSTEMS
So we have all the data, the best strategy and yet 80 percent of change efforts fail.
The Prevailing System of management
- Management by Measurements
- Short term metrics focus
- Compliance based cultures
- Getting ahead by pleasing the boss
- Management by FEAR
- Managing outcomes
- Right answers vs wrong answers
- Uniformity(Pastor and packets of Sugar)
- Predictability and control ability. Holy trinity of management. Planning, organising, controlling.
If all this is wrong then what is right?
THE LEARNING ORGANISATION
The organisations that will truly excel in the future will be organisations that discover how to gain people’s commitment and capacity to learn at all levels in the organisation.
What will fundamentally distinguish learning organisations from the traditional authoritarian controlling organisations will be the mastery of certain basic disciplines.
The Disciplines of the learning organisation.
Tom Peters author of several books on Excellence talks about the organisation diagram and the heads that get smaller as you move deeper or lower on the organogram. On the last levels there are no more heads just hands. Yet these same people leave work at the end of the day and fill positions of Chairman of the Football club or other organisations where you have to lead volunteers!
1. PERSONAL MASTERY
You cannot give something you don’t have. It starts with the individual.
Thank goodness it is Friday
I hate Mondays
VS
Understanding myself, my passions, styles, and strengths .Developing people.
2. MENTAL MODELS
Deeply ingrained assumptions ,generalisations or even pictures , images that influence how we understand and see the world and each other.
TACIT ASSUMPTIONS
JOHARI Window
John Maxwell wrote a book about this Everyone Communicates, few connect.
Using methods to resolve issues such as
THE LADDER OF INFERENCE
LEFT HAND COLUMN
3. SYSTEMS THINKING
Some organisations are very good with this, for a while. Set up task force or group to resolve problem.
EVENTS
PATTERNS
STRUCTURES
MENTAL MODELS
Jake White and structures.
4. SHARED VISION
Shared Vision that starts with OWN Vision that is shared and encouraged.
Creative Tension that stems from the need to be moving the Current reality in the direction of the Shared Vision.
5. LEARNING TEAMS
We mentioned that the organisations that will truly excel in the future will be the organisations that discover how to unlock people’s commitment and capacity to learn at all levels in the organisation.
The mastery of the 5 Disciplines.
- Personal Mastery
- Mental Models
- Systems thinking
- Shared Vision
Magnetised Pin on table
This is what we have to achieve. People working in the areas of strength, passion.
TRANSFORMATIONAL LEADERSHIP
ACKNOWLEDGEMENTS
- THE ART AND PRACTICE OF THE LEARNING ORGANISATION FROM” THE FIFTH DISCIPLINE” AUTHOR PETER M SENGE
- “THE CORPORATE CULTURE SURVIVAL GUIDE” AUTHOR EDGAR H SCHEINE
- “SOCIALE SYSTEME” AUTHOR FRITZ B SIMON
- “THE 21 IRREFUTIBLE LAWS OF LEADERSHIP “AUTHOR DR JOHN C MAXWELL“
- THE 17 INDISPUTIBLE LAWS OF TEAMWORK” AUTHOR DR JOHN C MAXWELL