Leadership Development Library

Introduction

System of Profound Knowledge – Understanding the fundamental concept of a system of Profound Knowledge (SoPK) is fundamental to the application of the Deming Theory of Management, i.e., 14 points, PDSA, etc. The four critical elements are:

  1. Appreciation for System
  2. Knowledge about Variation
  3. Theory of Knowledge
  4. Psychology

Several sources are recommended below that will provide necessary familiarization of the elements. These sources should be reviewed first before continuing the study of the many Deming-related listings in this guide. Below is the initial recommendation:

  1. Read and study the contents of W. Edwards Deming’s, The New Economic (chapters 4-6) and Out of the Crisis. Both these books will give the learner a solid foundation of the Deming Philosophy and guide efforts to expand one’s knowledge base on the subject.
  2. The Deming Library Collection – This video collection (in the CPT’s Leader Development web site) will reinforce and sharpen the learner’s understanding of the philosophy. To start, it is recommended to begin with The Prophet of Quality, Volumes 1 & 2, then proceed through volumes 14, 15, and 16 to review Deming’s System of Profound Knowledge (SoPK). In addition to viewing the videos, it is necessary to review the associated discussion guide questions to solidify learner involvement. A fundamental premise of learning and applying the Deming philosophy is to first know and understand his SoPK concepts. His theory was that once this was established the further study and practice would take hold and make more sense in real-world situations. The biggest challenge for any serious learner on this topic is to begin to learn how to “unlearn” what was thought to be true and to start learning this new philosophy so the new science of management of people and processes could improve quality of services. He sincerely believed that people who tried to apply the Deming philosophy without knowing SoPK would fail and resort to traditional practices of MBO and other forms of ineffective management practices such as reliance on the “extrinsic reward” to motivate people, thus, going backwards rather than forward in the spirit of continual improvement.

Following the basic materials and viewings identified above, the learner can then progress through volumes 7, 8 and 9 to witness how the famous Red Bead and Funnel Experiments bring to life how the Deming Philosophy is an appropriate and realistic alternative to current management practices. Aside from routine class instruction, individualized self-directed learning forms are required to be completed per instructions outlined in (3) below.

 

  1. Self-improvement and Self-directed Learning – It should be noted that from time-to-time, CPT will offer a four-day in-house Leader Development Course I that is designed to assist the newly appointed supervisor or lead person in their duties and responsibilities. This course presents over a 32-hour period the basic concepts and approaches of the Deming Philosophy that CPT leadership believes are necessary to lead departments in pursuit of CPT’s business objectives. While this course is important, it is only offered when there are enough eligible personnel to fill a class.

 

To fill the vacuum when new supervisors are placed (and it is not possible to run a leadership Development Course I), but to assist the onboarding and ongoing development of inquisitive current and future leaders, a unique self-improvement model is outlined in section 15 of this guide. Recognizing that people learn in different ways, state-of-the-art learning facilitation is utilized to help the leader-learner progress through material in an organized and self-fulfilling manner. A capstone approach to personal development can take many forms: some voluntary, some involuntary, and some somewhere in between. It is our belief at CPT that one of the strongest and more unique approaches to becoming a more effective leader is to promote a technique called Self-directed learning: Carrying out Personal Learning Projects by Dr. Robert Smith from his book entitled Learning How to Learn, 1982. This technique is an opportunity to design and utilize your intrinsic motivation in the pursuit of your personal leader growth and development. Working closely with your managers and others, you can create a tailor-made, highly collaborative “course of education” for your personalized growth and development that “fits” CPT’s needs and can greatly assist new leaders in the “onboarding process”. For more details see sections 15 – 18 on Self-directed Learning at the end of our site map. In addition, a flowchart of this process is available to show the Leader Learner how the Self-directed Learning process functions.  Link

 

We are fortunate at CPT to have a plethora of information which is available to all staff, (supervisors and non-supervisors), in regards to leadership development. We have taken the time to assemble all of this information into one website so you can easily access the information.

The Leadership Development Library consists of 32 separate Deming lectures, in video format, and an associated discussion guide for each.

The videos are each anywhere from approximately 22-30 minutes in length. All 32 have an introductory paragraph which highlights the material presented in the video so you can pick and choose those you are interested in. You need not review them in order. For those of you who have not attended a Deming training seminar, it would be useful if you would begin with videos 14, 15 and 16 to give you a basis for understanding.

These videos were set up in collaboration with Dr. Deming. Some of the programs are a narrative in nature, using case histories from corporate America as their storyline. Others are more demonstrated, showing Dr. Deming giving his famous seminars and presenting his illustrated experiments. Still others add a layer of commentary and discussion by distinguished peers and collaborators of Dr. Deming. Combined with its engaging and informative discussion guides, the complete collection is truly an invaluable learning tool for any organization or individual seeking to better understand and successfully implement Dr. Deming’s remarkable theories and teachings.

Please note, that although the visuals in these videos are dated, the message still remains pertinent today. We ask that you please focus on that rather than dismissing what you might hear because clothing, etc…. is dated. Additionally, we will be adding other resources such as white papers, speeches, articles that have been done by our own personnel and important authors that are also pertinent resources to review. We applaud you for having the desire to further your knowledge and would ask that you address any questions to Dr. Curt Wegner at the CPT office.

The Prophet of Quality          Duration 55:20                                   Link

This introduction to The Deming Library reviews the life of Dr. W. Edwards Deming, his education, professional career, and the origin of his philosophy. Dr. Deming’s theories and teachings provide a foundation for managing for continual improvement, including his Fourteen Points for Management, which are presented and discussed using simplified cartoon-illustration. The program also profiles Dr. Deming’s personal life and work ethic, and summarizes his teachings about competition, building trust, and systems thinking. These issues are discussed in relation to some commonly held attitudes and beliefs that characterize the traditional American approach to management and interfere with improvement.

Discussion Guide              Link

Volume 1 The New Economic Age    Duration 31:52                       Link

Dr. Deming and former labor secretary Robert Reich discuss why the global economy requires managing for continual improvement to attain and sustain long-term competitive success. The discussion helps individuals understand why management practices from the mass production era are ineffective in managing a complex organization undergoing rapid change. And why competitive survival requires innovation and continual improvements in products and services.

Discussion Guide         Link

Volume 2 The Fourteen Points          Duration 39:14           Link

Presented in two parts, this program features Dr. Deming and Robert Reich, a Harvard economics professor at the time, discussing Dr. Deming’s Fourteen Points for Management. Thought provoking and transformational by design, these key principles and practices for management developed by Dr. Deming provides the essential actions managers must take to build a successful organization that will survive and continue to improve in a competitive, fast-changing environment. Part 1 –Points 1-7; Part 2 – Points 7-14

Discussion Guide              Link

Volumes 3-6  The Ford Story

This program provides a real-world illustration of how a large organization can overcome severe financial losses to achieve record success. Former CEO, Donald Petersen, tells the story about Ford Motor Company and their commitment to the principles of quality improvement. Dr. Deming and Mr. Petersen consider how the emphasis on managing for process and product or service improvement increases productivity and profits.

Volume 3 – Corporate Leadership                           Duration 22:46             Link

This program provides a real-world illustration of how a large organization can overcome severe financial losses to achieve record success. Former CEO, Donald Petersen, tells the story about Ford Motor Company and their commitment to the principles of quality improvement. Dr. Deming and Mr. Petersen consider how the emphasis on managing for process and product or service improvement increases productivity and profits.

Discussion Guide              Link

Volume 4 – Adoption of the New Philosophy           Duration 21:40           Link

Ford executives discuss how they came to the realization that fundamental changes were required in the way they did business, as well as the practicality of continual improvement in a profit-driven business. This program also addresses the meaning of quality throughout an entire organization, including the extended system of external customers and suppliers. Through their focus on quality as job one, Ford demonstrates that changing attitudes is ultimately more important and successful than focusing on awards or profits.

Discussion Guide              Link

Volume 5 – Communication of the New Philosophy  Duration 22:19           Link

Senior leaders at Ford discuss the advantages of building a long-term relationship with a single supplier. They also discuss some lessons learned related to the use of specification limits and work standards. Additionally, Ford leaders consider the importance of cooperation between leaders and their people in process improvement efforts, and in changing old adversarial attitudes.

Discussion Guide              Link

Volume 6 – Application of the New Philosophy       Duration 25:07             Link

Leaders at Ford discuss some of the dramatic changes in their outlook and way of thinking after studying and implementing the principles of Dr. Deming’s theories and teachings. They also discuss some of the challenges and rewarding experiences that they faced -agreeing that continuing improvement depends on management’s willingness to value people as the organization’s most important asset. Topics discussed include inspection and fear in the workplace, experienced by employees and leaders alike.

Discussion Guide              Link

Volume 7 – The Red Bead Experiment and Life       Duration 25:01             Link

The Red Bead experiment provides a demonstration of how powerfully the system of management influences individual performance. As the plant manager, Dr. Deming plays the part of a no-nonsense boss determined to get the best out of his equipment and his employees. Using volunteers from his seminar, Dr. Deming dramatizes how rigid work standards, performance goals, and best efforts fail to contribute to system improvements. Employees doing their best are powerless to turn out better work unless they know why they are doing their tasks and how to improve.

Discussion Guide              Link

Volume 8 – Lessons of the Red Bead Experiment   Duration 26:52             Link

Focuses on the nature of variation and how an organizational system operates. The lessons learned by the fictional company used in the experiment include failing because management did not understand or improve the system, and realizing that exhortations will not improve productivity. Also discussed is the need for operational definitions and how the practice of ranking people fails to improve system performance.

Discussion Guide              Link

Volume 9 – The Funnel Experiment                         Duration 23:40             Link

This is an experiment designed to illustrate a stable system and the consequences of various forms of tampering, which not only fail to improve anything, but add instability and degraded performance. The experiment shows how management, depending on intuition and common sense, can make things worse. Dr. Deming discusses the nature of variation and its influence on any system or process. This volume also discusses The Deming System of Profound Knowledge™, which includes understanding of variation.

Discussion Guide              Link

Volumes 10-12 The Story of Vernay Labs

Focuses on Vernay Laboratories in Yellowsprings, Ohio, and provides evidence of the changes experienced by people at all levels of the company after five years of implementing the Dr. Deming’s theories and teachings.

Volume 10 – How Managers and Workers Can                       Duration 24:12        Link

Managers and employees of Vernay Labs tell how they learned about the concept of a system and long-term system improvements. Dr. Deming explains why trying to copy others, good intentions, and technical fixes are insufficient to improve quality. He also discusses the simplicity of statistical theory in fundamental terms, which are necessary for understanding an organizational system and the interactions within it.

Discussion Guide              Link

Volume 11 – Cooperation – The Key to Quality            Duration  22:47             Link

Cooperation enables personnel at Vernay Laboratories to turn their attention to working on process improvements in an atmosphere of shared acceptance of the company’s goals. They speak of overcoming resistance to change as they learned new ways to communicate about processes and working as a team. Also, Dr. Deming talks about leadership qualities, and the relationship between continual improvement, personal development, and increasing profits

Discussion Guide              Link

Volume 12 – The Dangers of Buying on Price Tag Alone           Duration  27:20             Link

Focuses on Dr. Deming and managers of Vernay Laboratory discussing the benefits of building long-term customer-supplier relationships. The Vernay Laboratory’s executives realized they can not improve product quality without changing the way they work with their customers and suppliers. They move toward a new relationship built on communication, trust, and mutual commitment to continual improvement, because it benefits everyone involved.

Discussion Guide              Link

Volume 13 – America in a Global Market           Duration  23:42             Link

This speech given by reporter and writer Lloyd Dobyns in 1989 traces the development of American industry in the 20th century to show the historical roots of current economic problems. It includes an historical perspective on how the U.S. and Japan responded differently to the global marketplace following World War II. Dobyns also offers speculation about the future effect of globalization on the U.S. in the 21st century.

Discussion Guide              Link

Volume 14 – Understanding Profound Knowledge           Duration  26:57             Link

Profound knowledge is Dr. Deming’s name for a system of logic that defines his philosophy of continual improvement. In this program Dr. Deming discusses three of the four components of The Deming System of Profound Knowledge™ – appreciation of a system, knowledge of statistical theory, and theory of knowledge. He explains why leaders need some understanding of these concepts to maximize system performance at minimal economic cost, and to predict performance necessary to entice the customer.

Discussion Guide              Link

Volume 15 – Competition, Cooperation and the Individual           Duration  27:29             Link

Dr. Deming examines the system of rewards and competition that is used to motivate individuals from the time they enter school. He proposes that individuals are born with an innate ability and interest in learning and mastering skills, which declines gradually over time due to institutional systems of reward and management practices that inhibit individual initiative and creativity. Dr. Deming also discusses a strategy of competitive cooperation, demonstrated by companies that cooperate in areas such as research and development to achieve success in the global economy. Includes a discussion of Forces of Destruction.

Discussion Guide              Link

Volume 16 – The Quality Leader                                                          Duration  21:41             Link

Dr. Deming describes the attributes of a successful leader, including why a successful leader becomes a continual learner, understands how the work of his group fits into the aims of the organization, and how to practice continual improvement. He discusses the sources of a leader’s powers and explains why effective leadership requires increased knowledge. He also identifies faulty practices of traditional management methods and offers recommendations for better practices.

Discussion Guide              Link

Volumes 17-20 The GM Powertrain Division Story

These videos introduce the GM Powertrain Division and their decision to improve people systems. They accomplished this by abolishing numerous old personnel systems and practices such performance appraisals, changing compensation systems and instituting Personal Development Planning protocols.

Volume 17 – People Systems – The Toughest Challenge                Duration  26:22             Link

Focuses on the Powertrain Division of General Motors, suppliers of engines and transmissions, decision to stop ranking its employees. They replaced their annual performance appraisal system with a personal development plan. Designed with Dr. Deming’s help, the plan teaches managers how to help personnel improve their skills, education, and understanding of how their work fits into the Division’s aims. Senior managers discuss the difficulties they experienced in changing and how the plan helped create an environment that supports cooperation and pride in work.

Discussion Guide              Link

Volume 18 – Competition Doesn’t Work – Cooperation Does      Duration  27:10             Link

In a conversation with Alfie Kohn, author of No Contest: The Case Against Competition, Dr. Deming considers the experimental and clinical evidence that cooperation produces better results than competition. Kohn found overwhelming evidence that people are more productive and happier in a cooperative environment. Dr. Michael Maccoby, psychologist, anthropologist and management consultant, contributes additional evidence from history and other cultures that question the traditional American notion that competitiveness is human nature and the only sure path to success and happiness.

Discussion Guide              Link

Volume 19 – Profound Knowledge for Leadership                            Duration  26:37             Link

Dr. Deming, Dr. Michael Maccoby, and managers from the Powertrain Division of General Motors discuss the psychological aspects of change, a component of profound knowledge and an important subject for leaders. This discussion considers the psychological theories behind traditional ideas that the manager must command, control, and reward people to get the desired response. Also, Dr. Deming discusses the need for management theory that extends beyond process improvement to include organizational transformation.

Discussion Guide              Link

Volume 20 – Leadership for the Transformation                Duration  25:38             Link

Top managers at the Cadillac Motor Car Division and the Powertrain Division of General Motors discuss the role of a leader as a teacher and coach. They explore the connection between organizational change, personal learning, and leadership. Dr. Deming moves to the front line at the Powertrain Division, talking with managers, supervisors, and employees about the difficulties and benefits of their new roles in an environment of continual learning. Leaders value the importance of continuing education for everyone including themselves, in areas of personal development as well as in job-related skills.

Discussion Guide              Link

Volume 21 – A Theory of a System for Educators and Managers     Duration  29:36         Link

Dr. Deming and Dr. Russell Ackoff, formerly Silberberg Professor of Systems Sciences and Dean of the Wharton School, University of Pennsylvania, discuss the nature of systems and systems thinking. Systems theory is essential knowledge for managing an organization in a world of change and uncertainty. In the DVD, Dr. Ackoff discusses synthesis as a necessary logic for understanding why a system behaves the way it does. He contrasts synthesis with analysis, which is useful for understanding how an organization and its units operate. Analysis is synonymous with thinking in the traditions of Western cultures.

Discussion Guide              Link

Volume 22 – Understanding the Baldridge Award                             Duration  29:23             Link

Features a discussion of Dr. Deming’s teachings and the Malcolm Baldrige National Quality Award. This discussion includes a review of the Baldrige Award’s history, the essential elements of a quality program, and The Deming System of Profound Knowledge ™. Deming and Dr. Curt Reimann, Associate Director for Quality of the National Institute of Standards and Technology, discuss the benefits and shortcomings of the award’s criteria for diagnostic purposes.

Discussion Guide              Link

Volume 23 – Putting Deming and the Baldrige Award Together      Duration  35:10           Link

Covers the interrelationships of Deming’s Fourteen Points For Management and the seven criteria of the Malcolm Baldrige National Quality Award. It points up the value of the Baldrige Award criteria as a diagnostic tool and recommends that organizations adopt a theory of management to guide their improvement efforts.

Discussion Guide              Link

Volume 24 – Cultural Transformation – A New Way of Thinking   Duration  28:37           Link

The Zytec Corporation won the Malcolm Baldrige National Quality Award, on its second try in 1991. This is the story of how a corporate culture was improved by examining old beliefs–or “devils” as they are referred to, and giving them up for new beliefs that make a quality “way of life” possible. In the program, managers and employees explain how they struggled to discard old ideas and learn a new way of thinking. Issues of trust, leadership, eliminating mass inspection, statistical techniques, continual learning, and the satisfactions of the new way of life are among the subjects discussed in this account of personal and organizational transformation.

Discussion Guide              Link

Volume 25 – Cultural Transformation – Continual Improvement  Duration 28:25           Link

Managers and employees at Zytec Corporation describe their seven-year experience of continual improvement practices and the constraints posed by the old system of work. They tell about their efforts to discard performance appraisals, quotas, and incentive awards for the sales force. Company leaders also discuss their perspective on the benefits of the Baldrige competition and the meaning of “continual” improvement in their new culture.

Discussion Guide              Link

Volume 26 – A Study in Continual Improvement, Part I                    Duration 30:25           Link

Illustrates how The Deming System of Profound Knowledge ™ applies to all kinds of organizations, including the healthcare industry. Dr. Paul Batalden, Chairman of the Institute for Healthcare Improvement, along with administrators of Virginia’s Reston Hospital Center discuss the importance of viewing an organization as a system and how this leads to cooperation and new knowledge.

Discussion Guide              Link

 

Volume 27 – A Study in Continual Improvement, Part II                   Duration 29:51           Link

In Part II, Dr. Batalden, Chairman of the Institute for Healthcare Improvement and the administrators of the Reston Hospital Center continue their discussion of The Deming System of Profound Knowledge™, including variation, theory of knowledge, and psychology, and how it applies to process improvement initiatives. They discuss Dr. Deming’s changes that occur within an organization as people gain experience in working with theory and statistical tools. The Fourteen Points For Management is restated to express its application to a hospital organization. Hospital staff members also discuss their approach to implementing Deming’s philosophy and examples of how improvements lead to new knowledge.

Discussion Guide              Link

Volume 28 – The Case Against Performance Appraisal                      Duration 24:56           Link

Features Peter R. Scholtes, a highly regarded management consultant steeped in the theories and teachings of Dr. Deming, examining the reasons why performance appraisals degrade the morale of employees, fail to provide useful feedback, and allow management only the illusion that it can identify and measure individual effort or performance. AKA – Implementing Deming Volume 1.;AKA Deming User’s Manual Volume 1.

Discussion Guide              Link

Volume 29 – What to do Instead of Performance Appraisal          Duration 21:08           Link

Features Peter R. Scholtes, a management consultant, examining appraisal systems, including why they fail to give direction or motivate people to do a better job. He identifies four objectives of a performance appraisal system, explores the difference between appraisal and guidance, and discusses some alternative methods for meeting these objectives as a way of acknowledging superior performance. AKA – Implementing Deming Volume 2. ;AKA Deming User’s Manual Volume 2.

Discussion Guide              Link

Volume 30 – The Case Against Management By Objective            Duration 28:15           Link

Features Dr. Brian L. Joiner, CEO of Joiner Associates. He describes Western management practices as a combination of three generations of management: doing it yourself, directing another person, and managing by results–which he states is a subset of management by objectives. Dr. Joiner recommends the “fourth generation of management,” which he refers to as “management by method.” This management strategy places emphasis on methods as well as results. AKA – Implementing Deming Volume 3;AKA Deming User’s Manual Volume 3.

Discussion Guide              Link

Volume 31 – What to do Instead of Management By Objective  Duration 25:33           Link

Features Dr. Joiner, CEO of Joiner Associates discussing the implementation of continual improvement. He begins with Dr. Deming’s Fourteen Points For Management and discusses in detail how to use the PDSA Cycle (plan, do, study, act) as the logic for on-going improvement. He recommends that leaders initially select a few key processes for improvement, making sure gather and analyze the appropriate data. Dr. Joiner also summarizes the important differences between MBO and management for continual improvement. A – Implementing Deming Volume 4;AKA Deming User’s Manual Volume 4.

Discussion Guide              Link

Volume 32 – ABC Nightly News 10/12/1990 Man of the Year Series       Duration 4:00  Link

Discussion Guide              N/A

 

B. Joiner Fourth Generation Management Series [6 hours of video & 10 hours of exercises] – Modules 1 – 8 with Print-On-Demand associated Participant Workbooks by Joiner Associates Inc. This video series is the mainstay material for CPT’s Leadership Development I Course. The training program is presented by Dr. Brian Joiner, a statistician who was a long-time associate of Dr. Deming and helped with many of Dr. Deming’s live conferences. Unlike the Deming Library Collection, the format of this video-based course is more interactive and gives the viewer an opportunity to follow along in a participant workbook/manual.

Participant Manual/Workbooks: There is a participant manual for each module. Each manual contains:

  • Notes – diagrams and ideas covered in the video portion of the module.
  • Exercises – material needed for the activities interspersed with video segments
  • References – a section that can contain any or all of the following: extra materials that provide more detail on some topics introduced by the video, answers to exercises, a Food-for-Thought segment that has questions intended to stimulate thinking on how these ideas and concepts can be applied to our personal lives, notes on sources, or origins of concepts presented in the course, or suggested further readings.

Modules:

  1. Fourth Generation ManagementVideo Link

This module provides an overview all eight modules of 4th Generation Management. It describes four different management strategies and explains why changing the most current management strategy is not only possible, but necessary, i.e., 3rd generation to 4th generation.

Participant Manual  Link

  1. Voice of the Customer (VOC)Video Link

This module provides an understanding of how customers think about quality. It will also help you understand who your customers are and how you can learn what is most important to them.

Participant Manual  Link

  1. Process and System ThinkingVideo Link

This module will provide an introduction to process and system thinking. A process is a group of tasks that are directed at accomplishing some particular outcome.

Participant Manual  Link

  1. Voice of the Process (VOP)Video Link

This module emphasizes the importance of collecting and plotting data as a way to “hear” what processes are saying. Plotting data also demonstrates the danger of overreacting to variation.

Participant Manual  Link

  1. The Language of VariationVideo Link

This module will provide an understanding of the difference between common causes of variation and special causes and to make appropriate responses.

Participant Manual  Link

  1. Using Data to Learn and ImproveVideo Link

This module introduces tools and strategies necessary to solve process problems. It is not enough to collect data: the data must be used to make improvements.

Participant Manual  Link

  1. All One TeamVideo Link

This module introduces key ideas associated with the third element of the Joiner Triangle – All One Team. The primary goals of this module are to acquaint us with the cultural elements of trust, cooperation, and intrinsic motivation and to help us understand the impact of these elements on an organization’s ability to obtain sustained improvements.

Participant Manual  Link

  1. Leaders Making Progress Video Link

This module provides an opportunity for participants to practice using some of the concepts introduced in the course.

Participant Manual  Link

  1. Joiner Seven Step Method

This book provides guidelines and instructions for completing a more detailed PDSA type improvement project.          Link

  1. Presentations and Speeches Delivered at Deming-Sponsored Conferences and Events by CPT Personnel

Introduction

Below is an accumulation of white papers, presentations and speeches given to premier Deming professional organizations that relate and support continuing research and application of the Deming Philosophy. Among them are The Deming Institute Annual Conferences and the Annual International Deming Research Conferences. Both these groups represent world-class organized seminars to disseminate Deming related white papers and are a valuable opportunity to present and validate important professional theories/subjects and practices on Deming-related topics. To present at these proceedings requires rigorous screening and a personal history of promoting the Deming’s Philosophy either in theoretical or applied testing in education, business or industry.

Conference #1

14th Annual International Deming Research Seminar, Fordham University

New York City February 25 – 26, 2008

Dr. Curt Wegner was selected as a track presenter and delivered a white paper entitled: Deming and McGregor: An Example of Training Methodology for the Development of Leaders (39 pages)

Link

Abstract: Dr. Deming’s Point 7 says adopt and institute new methods of leadership (Out of Crisis, p. 54). The aim of this paper is to provide a rationale and method for improving outcomes in learning by leaders who wish to take an active role in their personal transformation efforts as they face this challenge.

Power Point Presentation:

  • Aim – Provide a rationale and method for improving outcomes for personal transformation.
  • Hunch – Strong relationship between Dr. Deming’s Theory of Management and Douglas McGregor’s Theory X and Theory Y set of assumptions.

Link

Bonus Materials: Also available from this conference is a DVD file of all white papers presented by contributors at this conference. This is an excellent opportunity to read/study other papers on Deming-related issues and applications from experts in their respective fields.

Pamphlet of Abstracts: Contains abstracts of all 29 presentations.  Link

DVD of All Presentations: A total of 29 presentations are given by world-class researchers and applied scientists on important Deming-related topics, research and issues. (310 pages)     Link

Conference #2

The Deming Institute

2009 Fall Conference Purdue University

October 9-11, 2009

Dr. Curt Wegner was selected as a track presenter and delivered a white paper entitled: Deming and McGregor: Bring Back the Individual (36 pages). The presentation centered around one of the elements of Profound Knowledge – Psychology and emphasized how important it is to understand the true nature and power of intrinsic motivation.              Link

Abstract: Dr. Deming theorizes that management is in a stable state. To compensate for declining economic success in outcomes, leaders have taken upon themselves to resort to quick fixes and blaming people. Methods of increased control prevail, i.e., institutionalization of performance appraisal, ranking of people, MBO, MBR, incentive systems, merit increases, pay for performance, piece-work and the like. All these practices only exacerbate the condition because they are based on faulty assumptions about the nature of people and work and a lack of understanding of Deming’s System of Profound Knowledge. Expanded abstract (4 pages): Link

Power Point Presentation: (40) Slides

  • Aim – Provide a rationale and method for improving outcomes for personal transformation.
  • Hunch – Strong relationship between Dr. Deming’s Theory of Management and Douglas McGregor’s Theory X and Theory Y set of assumptions.

Link

Conference #3

16th Annual International Deming Research Seminar, Fordham University

New York City February 22 – 23, 2010

Dr. Curt Wegner was again selected as a track presenter and delivered another white paper on the element of profound knowledge of psychology regarding the value and power of intrinsic motivation, the “Forces of Destruction” and The Pygmalion Effect so endeared by Deming: Deming and McGregor: Restore The Individual (15 pages)  Link

Short Abstract:

Dr. Deming theorized that management is in a stable state. To compensate for declining economic success in outcomes, leaders have taken upon themselves to resort to quick fixes and blaming people. These practices only exacerbate the condition because they are based on faulty assumptions about the nature of people and work. Implicit in Dr. Deming’s Theory of Management is a predisposition for leaders to adopt Douglas McGregor’s Theory Y outlook about the nature of people in everyday work processes. The aim of this paper is to reaffirm Deming’s call to restore the individual and reinstate joy in work.

Expanded Abstract: Link

Power Point Presentation: Deming and McGregor: Restore The Individual (40 slides)  **** Includes Bonus Video: W. Edwards Deming Conference, 1990 Western Connecticut State University (Slide 30). In this video clip inserted in the power Point presentation is Dr. Deming citing the Pygmalion Effect as documented in Rosenthal’s study: Rosenthal, Robert & Jacobson, Lenore (1968). Pygmalion in the Classroom: Teacher Expectation and Pupil’s Intellectual Development. New York: Holt, Rinehart & Winston. This clip is an important documentable connection to McGregor’s Theory X/Y and Hall, Jay (1995). Management Values: Managing as a Self-fulfilling Prophecy Facilitator’s Guide. Models for Management Series Module 1. The Woodlands, TX.: Teleometrics International: A Division of Leadership Management, Inc. (800-527-0406)

Link

Bonus Materials: Also available from this conference is a DVD file of all white papers presented by contributors at this conference. This is an excellent opportunity to read/study other papers on Deming-related issues and applications from experts in their respective fields.

Pamphlet of Abstracts: Contains abstracts of all 23 presentations.  Link

DVD of All Presentations: A total of 23 presentations are given by world-class researchers and applied scientists on important Deming-related topics, research and issues. (186 pages)     Part 1      Part 2      Part 3

Conference #4

19th Annual International Deming Research Seminar, Fordham University

New York City February 25 – 26, 2013

Dr. Robert Tripicchio was selected as plenary speaker for this conference and kicked it off with a presented a white paper presentation entitled: Creating Constancy of Purpose in Healthcare: A New Direction for Healthcare Team-Patient Interaction at the Clinical Level (9 pages)  Link

Abstract: CREATING CONSTANCY OF PURPOSE IN HEALTHCARE: A NEW DIRECTION FOR HEALTHCARE TEAM-PATIENT INTERACTION AT THE CLINICAL LEVEL Bob Tripicchio, D.Sc., M.S., P.T., CEO, Dr. Curt Wegner, Jennifer Wegner, Kristine Bykerk, P.T., MBA Community Physical Therapy & Associates, LTD. bob.tripicchio@cptrehab.com

Link

PowerPoint Presentation:    (20 Slides)

Dr. Tripicchio provides his theory, methodology and potential solutions to enhance patient-centered communications designed to improve patient outcomes in treatment planning and delivery of physical therapy.

Link

  1. Reader-Centered Workbooks – Plain and Simple Series

A series of ten (10) Learning & Application Guides by Joiner and Associates (Dr. Brian Joiner; 2002) that is designed to provide individualized or group training in the use of Quality Tools, proper data analysis and applications. Some Guides require pre-requisite guides.

  1. Introduction to the Tools – This guide provides an overview of eight basic tools that can be used to solve problems. The first part covers each tool in turn, giving a definition, an example, and an explanation of how the tools can be used in the context of a company trying to improve a process. In this example, the company follows the Joiner 7 Step Method for Problem Solving. This guide is intended to build an awareness of the tools and show how they can be used to solve problems. It does not teach the tools or use of the 7 Step Method. However, The Joiner 7 Step Method is outlined and described in the Appendix. It is not necessary to know anything about the tools or about a method for problem solving before you go through this guide. However, it is helpful if you have a basic understanding of processes and process improvement (84 pages).

Link

  1. Data Collection – ???
  2. How to Graph – This guide covers the fundamentals of (Paper) graphing. While today most if not all graphing can be done with computers, it is still sometimes useful to be able to roughly sketch out data or diagrams to understand and interpret visual information in an expedited manner. It is not necessary to know anything about the tools or a method before you go through this guide. (80 pages) Link
  3. Flowcharts – This guide covers the types of flowcharts most often used to look at the flow of work in organizations. The first section provides a brief introduction to the value of flowcharts and overview of different types of flowcharts and their uses. The remaining sections show how to create and interpret three specific types of flowcharts: detailed, opportunity, and deployment flowcharts. Flowcharts are basically pictures of processes. Before you begin you should have a basic understanding of what a process is and how processes relate to your own work. (118 pages) Link
  4. Pareto Charts – Too often we see a problem and try to take it all on at once without learning where our efforts can have the greatest impact. This guide covers Pareto charts, a tool that breaks a big problem into its parts and helps identity which parts are most important. The guide covers what Pareto charts are, how to interpret them, and how to create them. Before you begin you should have a basic understanding of processes and process improvement. It would be helpful to be familiar with operational definitions and stratification techniques. (130 pages) Link

 

  1. Time Plots – Many kinds of data can be gathered regularly over time. This guide covers time plots, one of the tools that can help reveal patterns in time-ordered data. The guide covers what time plots are, how to interpret them, and how to create them. Before you begin you should have a basic understanding of processes and process improvement. It would be helpful to be familiar with operational definitions and stratification techniques. (156 pages) Link

 

  1. Individuals Chart (158 pages) – An individuals chart is a time plot that has an average and statistical control limits added. These limits allow you to quickly detect specific types of changes in the process. Charts with control limits are called (statistical) control charts. An individuals chart is one type of control chart. Other types of charts are described in Appendix B. It should be noted that this guide teaches construction of control charts in long-form, i.e., use of formulas and calculator without the use of computers. This approach is preferred to promote adult learning of how charts are constructed. It is thereafter suggested that SQ Pack be used to construct charts to expedite preparation and interpretation. Pre-requisite: Time Plots Link
  2. Frequency Plots – Frequency plots show patterns in the distribution, or “shape,” of data we collect. This guide covers the wealth of information this distribution can provide about a process. It covers what frequency plots are, how to interpret them, and how to create them. Before you begin you should have a basic understanding of processes and process improvement. It would be helpful to be familiar with operational definitions, stratification techniques, time-ordered data and time plots, and special cause and common cause variation. (141 pages) Link
  3. Cause-and-Effect Diagrams – Many problem-solving efforts have little or no effect because we fail to adequately study the causes of the problem. Cause-and-effect diagrams are tools that help us track down and eliminate the conditions that cause the problem. This guide covers what cause-and –effect diagrams are, when to use them, and how to create them. Before you begin you should have a basic understanding of processes and process improvement. It would be helpful to be familiar with how to narrow the scope of a problem. For more information on narrowing the scope of a problem, see the guide on Pareto Charts outlined above. (126 pages)   Link
  4. Scatter Plots – In problem solving it is often important to learn how different factors are related to one another. This guide covers scatter plots, a tool that shows whether factors are related and, if so, what kind of relationship they have. This guide covers what scatter plots are, how to interpret them, and how to create them. Before you begin you should have a basic understanding of processes and process improvement. It would be helpful to be familiar with operational definitions, how to graph and stratification techniques. (128 pages) Link
  5. Deployment Flowcharting: Improving the Interaction of People and Processes – Dr. Myron Tribus. (1989; 57 pages). This is an excellent two part, self-learning video training program for the novice learner that covers the basics of “deployment flowcharts”. It demonstrates the power, versatility and importance of this type of charting methodology. There is an accompanying workbook for use when viewing and reinforcing the video material. The appendix is full of practical applications and useful discussion of associated quality principles in an assortment of articles. This series is designed to get you up to speed in a short period of time and energy to perform quality thinking and application. Link

Volume 1 (45minutes) and Volume 2 (45 minutes) – Link

  1. Douglas McGregor’s Theory X and Theory Y –
  2. Video – Management Value and the Self-fulfilling Prophecy. Waco, TX: Teleometrics International: A Division of Leadership Management, Inc., 1995. (800-527-0406) www.Teliometrics.com. Describes the theory behind the McGreor’s assertions and provides practical examples of applying Theory X or Y in the workplace. Link
  3. Self-assessment Instrument – Jacoby, J. and J. R. Terborg. Managerial Philosophies Scale. Waco, TX: Teleometrics International: A Division of Leadership Management, Inc., 1995 Self-Assessment Instrument that determines a person’s propensity to apply X or Y assumptions in the workplace.  Link
  • Using McGregor X&Y for Development – a description of how to use Theory X/Y theory for supervisory development Link
  1. X/Y Iteration Analysis – Demonstrates the cyclical implications of using Theory X/Y applications in the work place. (1 page) Link
  2. Other Internet Web Sites that offer appropriate references and citations for Deming-related information, publications and references.

1. The Deming Institute – This institute is the legacy organization that was formed shortly after his death in 1993 per his wishes. It is the go-to, not-for-profit organization that exists solely to preserve and promote the teachings of Dr. Deming. The organization supports and provides seminars, publications, and materials associated with the Deming Philosophy all over the world.

The Deming Philosophy looks at the world through a lens that is different from all others. The Deming Philosophy, known as Dr. Deming’s “theory of management” and later his “System of Profound Knowledge,” represents a holistic approach to leadership and management. The philosophy brings together an understanding of variation, theory of knowledge, psychology and appreciation for a system.

The Deming System of Profound Knowledge® promotes transformation through an essential “lens” which will benefit anyone and any organization. In short, the System of Profound Knowledge is a way for people and organizations to continually improve. As the leading proponent of Dr. Deming’s theories and teachings (including The 14 Points for ManagementSeven Deadly Diseases, and PDSA), The Deming Institute is helping people bring quality, joy and success to their work and their lives through the Deming philosophy.

 

The Deming Philosophy

 

  1. The Deming Cooperative – Dr. W. Edwards Demingwas a world renowned expert and pioneer in quality management. Many misconceptions exist about his teachings. As time passes, Dr. Deming’smessage is misstated, and misinformation spreads quickly. Our aim is to preserve and expand his ideas, while preparing for the rediscovery of Dr. W. Edwards Deming’s teachings. Our aim is to preserve and expand his ideas, while preparing for the rediscovery of Dr. W. Edwards Deming’s teachings. Primarily his idea of quality, productivity and competitive position through humanistic management and dignity of work is well documented and is whole heartedly promoted on this web site. It is highly recommended that this site be reviewed by the interested learner for purposes of ongoing continuing education on important Deming subjects and positions.      demingcooperative.org
  2. Books/Bibliographies
  3. Scherkenbach, William W. The Deming Route To Quality and Productivity Road Maps and Road Blocks. Second Edition, Austin, TX. 2011 by (EBook)      Link
  4. Wegner, Robert C. Leadership Development Series – Book One. Unpublished employee manual for Alden Management Services. Chicago, IL. 2012. Link
  5. Scholtes, Peter R. The Leader’s Handbook. New York: McGraw-Hill. 1998.
  6. Scholtes, Peter R. The Team Handbook. 3rd Edition. Oriel Inc.: Madison, WI, 2003.
  7. Deming, W.E., Out of Crisis. Cambridge, MA: MIT Press, 2018.
  8. Deming, W.E., The New Economics: For Industry, Government, Education. 3rd Edition. Cambridge, MA: MIT Press, 2018.
  9. Neave, Henry R. The Deming Dimension. Knoxville, TN: SPC Press, 1990.
  10. Wheeler, Donald J. Understanding Variation – The key to Managing Chaos. SPC Press: Knoxville, TN. 1993.
  11. Scherkenbach, William W. Deming’s Road to Continual Improvement. SPC Press: Knoxville, TN. 1991.
  • Orsini, Joyce Nilsson. Editor. The Essential Deming. McGraw-Hill: New York, 2013.
  • Coens, Tom and Mary Jenkins. Abolishing Performance Appraisals – Why They Backfire and What To Do Instead. Barrett-Koehler Publishers, Inc. San Francisco, CA. 2000.
  • Joiner, Brian L. Fourth Generation Management: The New Business Consciousness. New York, NY: McGraw-Hill, Inc., 1994.
  • McGregor, Douglas. The Human Side of Enterprise. New York, NY: McGraw-Hill book Company, Inc., 1960.
  • Gitlow, Howard S. and Shelly J. Gitlow. The Deming Gide to Quality and Competitive Position. Prentice-Hall, Inc. Emglewood Cliffs, NJ. 1987.
  • Hall, Jay. Management Values: Managing as a Self-fulfilling Prophecy Facilitator’s Guide. Models for Management Series Module 1. The Woodlands, TX.: Teleometrics International: A Division of Leadership Management, Inc., 1995. (800-527-0406) Teliometrics.com
  • Jacoby, J. and J. R. Terborg. Managerial Philosophies Scale. Waco, TX: Teleometrics International: A Division of Leadership Management, Inc., 1995. (800-527-0406) Teliometrics.com
  • Pygmalion Effect: Managing the Power of Expectations, 3rd Edition (DVD). CRM Learning. 2007. (800-421-0833)
  • The Joiner 7 Step Method Notebook. Brian Joiner. Oriel Incorporated. 2003.
  1. Cutcher-Gershenfeld, Joel (2006). The Human Side of Enterprise Annotated Edition. New York, NY:The McGraw-Hill Book Companies, Inc.
  2. Heil, Gary, Bennis, Warren & Stephens, Deborah C. (2000). Douglas McGregor, Revisited: Managing the Human Side of the Enterprise. New York, NY: John Wiley & Sons, Inc.
  3. Rosenthal, Robert & Jacobson, Lenore (1968). Pygmalion in the Classroom: Teacher Expectation and Pupil’s Intellectual Development. New York: Holt, Rinehart & Winston.
  4. Eden, Dov (1990). Pygmalion in Management: Productivity as a self-fulfilling prophecy. Lexington, MA:D.C. Heath and Company.
  5. Mager, Robert F. and Peter Pipe. 1997. Analyzing Performance Problems or You Really Oughta Wanna. Third Edition. Atlanta, GA: CEP Press.
  6. Kepner, Charles H. and Benjamin B. Tregoe. 2006. The New Rational Manager: An Updated Edition for a New World. Princeton, NJ: Princeton Research Press.
  7. Smith, Robert M. 1982. Learning How to Learn. Chicago, IL: Follett Publishing Company.
  8. Related Topics/Videos

Situational Leadership

  1. Situational Leadership (SL) I – Introductory PowerPoint Presentation “ Prescription Without DX = Malpractice” (with introduction to topic and narration by Dr. Curt Wegner) and associated video – “Leadership and the One Minute Manager” (45 min) by Dr. Ken Blanchard (with addendum overview handouts). In addition, a Simulation Assessment Instrument Process is also available for personal review and reinforcement with regionals.
  2. Introductory PowerPoint Presentation “ Prescription Without DX = Malpractice” Link
  3. Videos – The following video DVD’s are the core platform of the Situational Leadership program.
  4. “The One Minute Manager” (45 min) by Dr. Ken Blanchard. This DVD is a review of the basic concepts of the SL. Using movie clips, key concepts and application are presented that reinforce important elements of the entire SL process in an entertaining manner.  Link
  5. Addendum follow-up DVD “Matching Leadership Style to the Situation” (40 minutes).  Prerequisite for viewing this DVD is “The One Minute Manager” video. This “Matching” DVD shows short entertaining video sections that reinforce how the SL process is applied in a cross-section of situations in the work place.    Link
  6. Addendum Handouts
  7. Graph of Quadrants – Short (2) page summary of the SL process with quadrants displayed for quick references. Link
  8. Blanchard PowerPoint presentation describing the SL process. Link

iii. Flowchart of the Partnering for Performance Process. Link

  1. Situational Leadership Effects of Over-supervision/Under-supervision on People. This is a short description of how over/under (i.e., misapplication of the SL process) supervision negatively affects people and productivity. Link
  2. Situational Leadership II Working with Teams PowerPoint presentation by Dr. Curt Wegner (and two associated Print-on-Demand articles: “Team Development and Situational Leadership” and “Game Plan for High Performing Teams”) [No videos are available for this version of SL and Teams.] This material covers the three step SL process of Diagnosis, Flexibility and Matching. Also presented are descriptions of the four leadership styles available: Structuring, Resolving, Collaborating and Validating. In addition, team developmental stages are presented: Orientation, Dissatisfaction, Integration, Production and Termination.

 

  1. Summary of Team-based SL process. (3) Slides Link
  2. PowerPoint presentation by Dr. Curt Wegner that summarizes the entire SL II Team-based process. This summary addresses many critical issues surrounding the use, application and limitations of this type of SL. (20) Slides Link
  3. Dr. Blanchard’s summary of the rationale and application of the principles of SLII Team-based leadership. (20 pages) Link
  4. Dr. Blanchard’s short summary of the SLII process entitled “Game Plan for High Performing Teams”. This document presents another short summary of the SL Process: Diagnosing, Flexibility, and Matching. (4 pages). Link
  5. William Scherkenbach Files – This material is a collection of Dr. Deming’s number one protégé from a course he delivered in 2012 in Austin, TX and 2015 at CPT. The material covers a wide range of topic and issues. Below is a list of the material for reference.

 

  1. The Deming Route To Quality And Productivity Road Maps and Roadblocks . Second Edition. Copyright 1986, 2011 (213 pages) This Ebook is Mr. Scherkenbach’s tour de force interpretation and expansion of Dr. Deming’s ideas including the 14 points. Other critical issues in the implementation of Dr. Deming’s philosophy are discussed and analyzed.         Link
  2. Theory of Knowledge PowerPoint Presentation (1999; 82 slides) – This presentation is Mr. Scherkenbach’s all-inclusive interpretation of the importance and essence of one of the pillars of Deming’s SoPK. Included are numerous references to key concepts and definitions that exist throughout history that are relative to today’s working environment. Also included is an extensive bibliography at the end to assist further research and learning by the reader into this important topic. Link

 

  1. Theory of Change PowerPoint Presentation (2012; 20 slides) – This presentation is Mr. Scherkenbach’s personalized framework of the nature of change and how it affects people in the major domains of the physical, logical and emotional states of the triune brain. Link

 

  1. Some Quotes Concerning Operational Definitions (12 pages) – This document includes useful definitions of the concept of operational definitions and their importance in pursuit of quality and stable processes.      Link
  2. My Approach To Your Improvement (1page) – Mr. Scherkenbach describes his (and Dr. Deming’s) approach to consulting and working with clients. He emphasizes the importance and necessity for learning as a pillar for continuous improvement.  Link

 

  1. Continuous Improvement Process: A Workbook for Your Improvement (1994; 20 pages) – Mr. Scherkenbach presents his PDSA process for continuous improvement projects workbook that helps organizations organize and work through projects in a step-by-step format. Link

 

  1. Strategic Planning That Works! (1999; 8 pages) – Mr. Scherkenbach presents his approach to the strategic process using two pillars of Deming philosophical model: Constancy of Purpose and Continual Improvement. Two workbooks are utilized: Continuous Improvement Process: A Workbook for Your Improvement and this Strategic Planning Workbook. Each of the Workbooks carefully helps you to communicate on each of the primary frequencies: Physical, Logical, and Emotional. The essence of Constancy of Purpose is “Quality is made at the Top”. Link

 

  1. Introduction to Project Selection and Financial Analysis (2001; 7 pages) Scherkenbach describes his process to identify the aim of the organization and link other financial concerns to a Constancy of Purpose statement. Link

 

  1. PERSONAL BREAKTHROUGH PERFORMANCE! (2002; 74 pages) Mr. Scherkenbach presents his methodology to assist people to achieve breakthrough performance in their personal or professional careers. Link

 

  1. Special Cause Performance Management Analysis Process (SCPMAP)A Method to Better Manage Special Cause-Related Performance Issues. Leader Development Course III. Dr. Curt Wegner (2020; 142 slides) [Pre-requisites: Successful Completion of LD1 Leadership Course] Link

Introductory PowerPoint presentation to SCPMAP – Dr. Curt Wegner (2020; 8 slides). This summary is a concise overview of the SCPMAP methodology and purpose. The slides cover the basic premise, pre-requisites, and foundation of this process. The material emphasizes Joiner’s notion: “Blame the process, not the people”. Link

The purpose of this course is to provide the reader with a logical method to better manage special cause-related performance issues with employees. Numerous useable-as-is (print on demand) forms are available.

Goals of Course: To increase the skill, confidence and motivation of first and second level supervisors and managers to effectively deal with employee performance discrepancies; hence, to assist these supervisors and managers in increasing their accountability achievement.

Course Objectives:

  1. …how to optimize our efforts to lead and manage true improvement.
  2. …how to define a performance discrepancy in terms of a Deming-based frame to guide our actions.
  • …how to utilize a step-wise process to analyze, document and resolve special cause type performance issues.
  1. …how to plan and implement customized developmental plans for employees.

Topics Covered:

Contents

This manual is separated into 13 sections. Below is an annotated table of contents.

 

  1. Introduction

This section presents the aim of the Special Cause Performance Management Analysis Process (PMAP) and operational definitions used in the process. The section outlines the rationale concerning proper application of the techniques presented in detail. It cautions the user to avoid treating every nonperformance issue as a special cause when beginning the SCPMAP cycle with an individual. It adequately describes several key assumptions and limitations behind proper usage and application of SCPMAP.

  1. Special Cause Performance Management Analysis Process (SCPMAP) Flowchart

The flowchart describes the overview view of SCPMAP. This section describes the sequence of steps that a user needs to follow as they progress through the total process. The ultimate outcome of using the SCPMAP is to produce a plan and means to document progress-made.

  1. SCPMAP Overview (Primer)

This section provides a narrative-like overview of the PMAP method. It walks the user through all the steps in sequential fashion with brief examples. The reader can fill in a blank flowchart (supplied) as a way to assess how the model works. The content provides rationale behind each step and reinforces the step-wise nature of the core process.

  1. Foundation Principles

This section is a review of Deming’s concept of a “System of Profound Knowledge”.  His contention was that to be an effective leader, one must use these principles as a system when leading change. These principles should be the basis for using SCPMAP at all times by users. It presents an example of how to approach and organize the user’s thinking to properly apply SCPMAP. An example by Bill Scherkenbach presents a logical and workable approach to help the user identify how to define a performance discrepancy and initiate the SCPMAP cycle.

  1. Knowing Employees

This section magnifies the notion that knowing your employees well is an important aspect of leading others. Not knowing personal items such as aspirations can lead to false assumptions and can cloud some of the analysis in some sections of the model. It is an attempt to “unsterilize” many difficult situations.

  1. SCPMAP Flowchart (Decision Tree)

This section outlines the entire model on a single page and gives the user a “helicopter view” of the process. Included are several worksheets for use to either explain a particular or section, or to record responses (data collection) to specific questions that are to be asked along the way in a real case. A “blank” data collection form is provided for the user to use while progressing through a real case.

  1. Job Instruction

This section deals with the principles of effective job instruction and how it can help the user to augment skill training.

  1. Practice and Feedback

This section outlines the basic principles for providing practice in the development of skills in others. The other part of this section is devoted to effective principles of giving and seeking feedback with others to reinforce change. Worksheets are included for documentation purposes. The areas discussed include:

  1. Effective questioning techniques
  2. Total listening
  3. Overcoming listening difficulties
  4. Giving and receiving feedback – including how to it and pointers to embellish or avoid
  5. Performance Aids

This section addresses the basic principles of providing performance aids and training. It provides a rationale for their use and a worksheet for documenting your decisions and developing plans in their use.

  1. Consequence Analysis

This section is devoted to the basic principles of human behavioral psychology that tend to influence actions that a person takes. What a person does in the future is strongly influenced by consequences of his or her doing today. If performance is to be changed, consequences must be changed. Worksheet forms are included to assist in documenting your analysis.

  1. Performance Management Planning

This section provides a worksheet for documenting an overall plan. It covers the essential areas that should be included in the plan and provides a record that can be reviewed in the future for evaluation and revision.

  1. SCPMAP Progress Made Report Form

This section is designed to give the user the opportunity to evaluate results achieved and associated learnings using the process. In essence, it is the “Study” part of the Deming’s P-D-S-A Cycle. A worksheet is provided to document progress made.

  1. References, Appendix and Special Readings
  2. Kepner/Tregoe: Problem Solving and Decision Making Processes – Notes and Reference Guide (185 pages; hardcopy only available in the CPT office library along with “The New Rational Manager” (2006, 242 pages). This book presents the four critical steps behind the total rational process:
  3. Problem Analysis – A rational process for finding the cause of a positive or negative deviation (so as to avoid jumping to cause). Key steps include:
  4. Describe Problem
  5. Identify Possible Causes
  6. Evaluate Possible Causes
  7. Confirm True Cause
  8. Decision Analysis – A rational process for making a choice or recommendation (so as to comfortably balance benefits and risks). Key steps include:
  9. Clarify Purpose
  10. Evaluate Alternatives
  11. Assess Risks
  12. Make Decision
  13. Potential Problem (Opportunity) Analysis – A rational process designed to protect (enhance) the success of actions or plans (so as to avoid reactive action). Key steps include:
  14. Identify Potential Problems (Opportunities)
  15. Identify Likely Causes
  16. Take Preventive (Promoting) Action
  17. Plan Contingent (Capitalizing) Action and Set Triggers
  18. Situation Appraisal – A rational process for systematically planning the resolution of concerns (so as to identify, sort, and prioritize concerns). Key steps include:
  19. Identify Concerns
  20. Set Priority
  21. Plan Next Steps
  22. Plan Involvement

Also included is: Questioning Is a Key Skill Module – Success in process depends on using a systematic approach and asking questions effectively. Effective questioners understand:

  1. The intent behind their questions.
  2. The assumptions they have made.
  3. The importance of choosing words carefully.
  4. Where they are likely to get the answers.
  5. Dealing with Conflict (Healthcare Version, CRM Films, Inc.) – Kenneth W. Thomas, Ph.D., takes a contemporary and indebt look at five key strategies for dealing with conflict in the workplace. In his video, he points out: (Video – 20 minutes) Link
  6. Defines Conflict – It is based on two critical dimensions – Assertiveness and cooperativeness in situations.
  7. The skill to develop is to know how to diagnose a situation in order to use the correct conflict mode and know how to facilitate conversation so as to effectively address unwanted conflict.
  8. Like most leadership components, over-use and under-use of modes can have serious unwanted Dr. Thomas discusses when and how to utilize proper strategies so as maximize positive results out of the situation.
  9. The key is to expand your skill set and diagnosing capabilities.
  10. What are the benefits of knowing conflict-handling options?
  • Strengthens relationships
  • Increases your effectiveness
  • Develops others competencies and commitment
  • Reduces stress and improves morale
  • Saves time and energy
  1. Your responsibility as a leader:
  • Become more aware of your own conflict style and analyze your effectiveness in different situations
  • Recognize and understand the conflict styles of others so that you can respond in a more productive manner
  • Assess conflict situations and apply the most appropriate modes
  • Practice using different conflict-handling modes to expand your skill and effectiveness in dealing with conflict
  1. Thomas-Kilmann Conflict Mode Instrument, by Kenneth Thomas and

Ralph Kilmann (2007, 16 pp.) [This self-learning instrument is available from the CPT library only]. Used as a stand-alone product or as an adjunct to the video, this instrument is sure to add a powerful component to any of your conflict management skill improvements. It’s the most widely used self-test available on the subject. Scores give a snap-shot evaluation of your current skills in dealing with conflict in addition to providing percentile comparisons to thousands of other leaders. It helps users develop skills in:

  • How to understand the components of conflict and effective conflict resolution strategies in everyday situations.
  • How to approach conflict from a self-assessment point-of-view and more.
  1. Welcome to the Conflict Mode Workshop – PowerPoint presentation (27 slides) that describes the five conflict-handling modes and basic skills to utilize each mode. In addition, the slides review over/under use consequences as well and how to interpret scores on the TKI self-assessment instrument. Link
  2. When & How to Use Each Mode (5 Slides) – A quick-reference memory jogger of when and how to apply each of the five conflict modes in various situations. Link
  3. Understanding the Five Conflict Modes (18 pages) – Another quick reference guide to help the learner understand and apply the five major modes of dealing with conflict. Each mode is fully defined gives objectives that can be accomplished when using the various modes. Link
  4. Quick Reference of Benefits and Costs of the Five Conflict Modes (2 pages) – This is a useful memory jogger document that can help predict outcomes in the use and application of each of the five modes. Link

Articles and Specialized

  1. Thomas W. Nolan & Lloyd P. Provost. “Understanding Variation”. May 1990. Pp. 70-78 Quality Progress. (10 pages). This is an excellent article that explains in practical examples the nature of common and special causes. Also covered is an excellent flowchart that describes responsibilities for using statistical methods, identification of problems and improvement. Link
  2. Ronal Moen. Foundation and History of the PDSA Cycle (2010: 8 pages) – Originally presented at the 16th Annual International Deming Research Seminar, NY City. This excellent presentation describes the origin and development of Deming’s PDSA Cycle. It covers the logic and application of the cycle and his additional three precepts for its use: 1. What are we trying to accomplish? 2. How will we know that a change is an improvement? 3. What change can we make that will result in improvement? Link
  3. The PDSA Cycle: Testing and Implementing Changes (2000; 21 slides) – This presentation by Fran Griffin, Director of The Institute for Healthcare Improvement and the New Jersey Hospital Association (Quality Institute), provides a summary of the rational and application of Plan-Do-Study-Act Cycle (a.k.a. – Shewart Cycle, Deming Cycle, Learning and Improvement Cycle). An important aspect of this material is successive use of the cycle in ongoing iterations of the cycle that may be necessary to complete the cycle. Link
  4. Using Process Knowledge to Analyze Results (Outcomes) (2 pages, 2010) – This document describes CPT’s basic approach and directions for reviewing Statistical Control Charts. It presents the steps involved to understand types of variation and minimize the effects of potential “tampering”. Also, there is a description of strategies to direct true improvement and learning. It covers rules for determining common or special cause variation and tests for identifying the presence of special cause variation. Link
  5. Using McGregor’s Theory Y for Development (of People). 2010 (5 pages) – This document connects typical supervisory competencies (13) and how McGregor’s Theory Y can be used to successfully develop personnel in a Deming-lead working environment. Link
  6. Theory of Knowledge – LD1 Handout. (2 pages) This document succinctly demonstrates the relationship of “Theory” and successive applications of the PDSA Cycle to enhance “Learning”. This excellent handout brings home the utility and elegance of the PDSA cycle in promoting effective “learning” and corner stone for continuous improvement. Link
  7. Red Bead Experiment (RBE) – Scherkenbach’s rendition of this famous Deming experiment from his 2010 ebook The Deming Route To Quality and Productivity Road Maps and Road Blocks 2nd edition, pp. 186-192 [Appendix B]. The RBE is a lesson on numerical quotas, the difference between common and special causes of variation, and the necessity to move “upstream” to eliminate red beads in the first place. [An ancillary concept is “First Time Yield”, i.e., make it right the first time]. This experiment demonstrates that no matter what people did changed the results of the process. The learning lesson is that leadership must go upstream, not to inspect and eliminate red beads, but in order to adjust the process so that red beads are not produced in the first place. He includes a deployment flowchart of the process and several key summary learning lessons of the experiment. This link refers to Scherkenbach’s ebook section on this RBE so reader can go to indicated pages above for review. Also, Volumes 7 and 8 of the Deming Library Collection previously listed can be viewed to observe the actual experiment in action. Link
  8. (Nelson) Funnel Experiment – Scherkenbach’s rendition of this famous Deming experiment from his 2010 ebook The Deming Route To Quality and Productivity Road Maps and Road Blocks 2nd edition, pp. 193-199 [Appendix C]. The Funnel Experiment can be looked upon as a process whose aim is make white beads. This experiment provides a contrast to the Red Bead Experiment where nothing that people did changed the results of the process. In the Nelson Funnel Experiment everything that people do changes the results of the process. He includes diagrams of each of the rules of the funnel and the effects they have on results. In addition, he provides examples of how these rules affect real life applications. They are a sobering reminder of how “tampering” can make things worse in real life, i.e., create chaos. This link refers the reader to Scherkenbach’s ebook so reader can go to indicated pages.   Link    Also, Volume 9 of the Deming Library Collection previously listed can be viewed to observe the actual experiment in action.  Link
  9. 112 Famous Deming Quotes (112 slides) – This PowerPoint presentation lists famous quotes that Deming used during his 4-day seminars. These quotes are part of his desire to communicate important concepts of his philosophy in as brief a manner as possible [When speaking, he did not waste words]. The reader will enjoy the short, concise and to-the –point sentences or phrases that describe his message to leaders. Link
  10. 112 Famous Deming Quotes (3 pages) – This Word document lists the same famous quotes that Deming used during his 4-day seminars listed above but is in a simple list of quotes. These quotes are part of his desire to communicate important concepts of his philosophy in as brief a manner as possible [When speaking, he did not waste words]. The reader will enjoy the short, concise and to-the –point sentences or phrases that describe his message to leaders. Link
  11. Effectiveness/Efficiency Matrix (4 pages) – This document is Dr. Russell Ackoff’s concept that “wisdom” is necessary in determining the right things to do. Dr. Deming might ask “By what method” can we determine the “right” things to do? Wisdom, from this perspective, may be in discerning the need for a process, without which we may be forced to rely entirely on one’s intuition. It describes a “matrix” of Effectiveness (Doing the right things) and Efficiency (Doing things right) by which the observer can determine appropriate actions one should take in various situations to achieve the best results. Also mentioned is relationship between Deming’s Theory of Management and McGregor’s famous Theory X and Theory Y styles of management and implications for effective leadership qualities. Link
  12. 47 Habits of Pretty Good Leaders (1998, 4 pages) – This is a list of leadership traits gathered from Peter Scholtes’ book The Leader’s Handbook; A Guide to Inspiring your People and Managing the Daily Workflow previously listed in the Books section. The list covers a multitude of “best Practice” behaviors that will contribute to continuous improvement and high morale. The reader will appreciate their conciseness and pragmatic approach to promulgating the Deming philosophy throughout the organization. Also, the new “Competencies of Leadership” are identified:
    1. Systems thinking
    2. Understanding the variability of work
    3. Understanding how we learn, develop, and improve
    4. Understanding people
    5. Understanding the interactions between systems, variability, learning, and human behavior
    6. Giving vision, meaning, direction, and focus to the organization

Link

  1. The Nature and Use of Theory (1page) – Douglas McGregor on the nature and utility of “Theory” usefulness in learning. He points out that we must continuously put our old ideas to the test, to question the efficacy of yesterday’s truths and to do so before they fail (us). Douglas McGregor, Revisited: Managing the Human Side of the Enterprise, p. 48. Link
  2. Systems Thinking (1 page) – Peter Scholtes’ rendition of the system as an interacting whole. He points out that a system is not the sum of its parts, rather it is the sum of its parts plus (+) the interaction of all of its parts. Peter R. Scholtes, The Leaders’ Handbook. 1998, p. 23. Link
  3. Self-directed Learning: Carrying out Personal Learning Projects (6 pages) – This material provides the basis and evaluative benefits of self-directed learning. This concept is the core pillar for self-improvement and development utilizing modern adult learning practice (and for business organizational development associated with the Deming Philosophy at CPT as well). The material is based upon Dr. Robert Smith’s book Learning how To Learn. 1982. Dr. Smith was a famous innovator in the field of adult education like Malcolm Knowles. In Smith’s book, he outlines the rationale and proper application of a model for effective, long-term method of learning useful for development of leaders. Link
  4. Deming Philosophy Learning Contract (1page) – Based on the methodology proposed above by Smith, a process for producing a personalized “learning contract “is provided with examples and forms. This form should be reviewed with and monitored with managers so that proper feedback and encouragement can be provided. Multiple Learning Project Forms can be used in sequence (iterations) as new learning goals are identified.

It is most important that contracts be based on the materials outlined in this web site. While other sources and references of the Deming Philosophy are certainly available to the learning leader, it is strongly suggested that the CPT learning leader constrain him/herself to the materials outline in this leader development web site. Utilizing material and sources outside bounds of this web site recommended material will require special consideration and scrutiny. A sample self-directed leader-learning planning form follows. It can be used to organize learning activities and presented to managers and executives for approval. Link

  1. P-D-S-A Action Plan for Personal Improvement (1page) – This form accentuates the use of the Deming PDSA Cycle for personal improvement. It can be used as a follow up activity to the Deming Philosophy Learning Contract to solidify Deming-related learning. It could be used as a stand-alone document if so desired. Link
  2. Flowchart of Learning Process (1 page) – This flowchart visualizes a process that can be followed to enhance learning opportunities available on the Leader Development Deming Web Site. It describes the best in practice steps to follow and how maximize personal learning. Link
  3. Put Your Learning on Steroids: Mixing Adult Learning Principles with Continual Improvement Theory (29 slides). This a PowerPoint presentation given by Dr. Curt Wegner 6/12/16 at the InThinking Network 2016 Forum hosted at Woodbury University, Burbank, CA. This presentation is a review of contemporary thinking on the theory, utility and practice of adult education in the context of Deming’s PDSA theory. The basics of Andragogy and the characteristics of the adult learner are explored. Implications for self-directed learning as a basis for an effective adult learning experience and organizational development are presented. Also touched upon is the essence of the OPN Patient-Centered Communication Process (OPN method) and the Andragogical process. Link

 

Bibliographies

Leader Development Program (Suggested Progression of Material to Develop Leaders)

Related Topics

  1. Situational Leadership I – Introductory PowerPoint Presentation (with introduction to topic by C. Wegner) and associated video – “The One Minute Manager” by Dr. Ken Blanchard (with 2-page overview handout). In addition, a Simulation Assessment Instrument is also available for personal review and reinforcement.
  2. Situational Leadership II Working with Teams PowerPoint presentation by C. Wegner (and two associated Print-on-Demand articles: Team Development and Situational Leadership and Game Plan for High Performing Teams) Also, various Team Development Member Profile, Action Plan Instruments, Team Member Questionnaire, etc.

Analyzing Performance Problems –

 

 

 

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