TQM, Total Quality Management, is a philosophy first and process improvement second, however most people equate the ‘Deming Cycle’ of Plan-Do-Check-Act (PDCA) to process improvement initiatives such as SixSigma and LEAN.
Dr. Deming continually emphasized, however, that organizational quality is not always a function of doing things better but doing things differently. To do things differently requires the need to change what we believe, what we think, and how we behave. In calling for a transformation of management operations, Deming was calling for a fundamental change in leader and manager behaviour. The philosophy of total quality is clear: you cannot expect organizations to change unless the people do. Individual breakthrough drives organizational breakthrough.
Such a belief exposes a fundamental misunderstanding of the Deming philosophy in its application and consequently perpetuates thinking and behaviour that leads to one failed improvement initiative after another. Close examination of his now famous 14 points for transforming business effectiveness will reveal this misunderstanding and demonstrate that effective implementation of the 14 Points requires a fundamental change in our beliefs, our thinking, and our behaviour toward creating cultures of organizational excellence.
Create a constancy of purpose – the first point that begins the Deming philosophy is that leadership must
create a compelling vision that clearly defines the meaning, value, and purpose of the organization. Such a leadership function is behaviour driven not process driven.
Adopt a new philosophy – in Deming’s words, Western management must awaken to the challenge, learn their responsibilities and take on leadership for change. As a key principle for transformation of business effectiveness, again we see the driver is behaviour change that precedes the employment of statistical process and systems based solutions.
As a companion to his 14 Points, Dr. Deming created a list of his “Seven Deadly Diseases.” Ironically the first deadly disease, “a lack of constancy of purpose,” is the failure to appropriately implement point one
of the 14 Points. In a lesser category of obstacle he warned against relying on technology to solve problems. Leaders who misinterpret the understanding and the application of this philosophy will
continue to cycle in the frustration of Einstein’s definition of insanity – continuing to do what we have
always done expecting to get a different result.
While it is true that Deming said that 90 percent of the problems of organizations are general problems and 10 percent are specific problems with people, we err in our misinterpretation of process over people and systems over behaviour. By doing so we have violated the fundamental principle of organizational excellence, namely that organizations do not do things, people do.
CORPORATE HARMONY is grateful to Dr. Michael E. Frisina for his contributions to this entry.
Catherine is the President and CEO of CORPORATE HARMONY, providing virtual solutions for leadership development and organizational culture change. Her leadership and coaching experience as a Project Manager in an ever-changing, fast moving technological organization with unrelenting demands drove her to the realization that a positive mindset and strength-building behaviors are essential for today’s complex and chaotic organizational systems. CORPORATE HARMONY’s virtual platform of programs, coaching and performance measurement, is an innovative online technology of tested proprietary content. The world-class content of CORPORATE HARMONY’s Positive Presence Program develops the skill of ‘Positive Presence’ and the necessary ‘Positive Presence Behaviour Competencies’ for maintaining a positive and energized mindset and increased performance in today’s complex work environment, and leading to a culture of collaboration and connection. Catherine’s vision for Corporate Harmony is to bring the skill of “Positive Presence” to the corporate world as it becomes more complex, ambiguous and chaotic. Catherine is uniquely positioned to impact organizations’ productivity and long term success, with her powerful vision of eliminating bad stress from every workplace around the globe, bringing purpose into the people equation to promote healthy, productive and meaningful work cultures and turn the tide on the neglect of mental health on a global scale. Catherine is author of the book: “CORPORATE HARMONY – The Performance Link for Today’s Modern Organization” Catherine can be reached at: Catherine.Osborne@corporateharmony.ca or go to ‘contact us’ on our website www.corporateharmony.ca. Catherine is available for consultation, and can be reached by 519-695-3407.