Edward Deming was instrumental in the Japanese industrial rebirth after WWII. His main directive was: "the first step is transformation of the individual .... they will perceive new meaning in events, numbers, and interactions between people."
Why is this significant? It serves to emphasize how long it has been since Deming lead a revolution in the work place, by understanding the importance of the evolution of the individual. Unfortunately, too many huge companies have not gotten on board.
This fact came flying at me last night from Elley, when son Casey told us about his promotion and raise at work. Aspire created a new position for Casey. In less than a year, his Director has quickly realized Casey's value, skills, perspective and instincts, and how is inter-disciplinary insight will help build and maintain a stronger company core, with a better, healthier work environment.
How does Deming's legacy tie into my world in 2013? During my years in the Bay area and the Seattle suburbs, 1977-2004, my community of friends included many who embraced the transformation of SELF as the key to a more "successful" quality of life. Some of these friends were even hired by Boeing to introduce this philosophy to change their corporate culture.
My peeps understand that personal transformation is the key step to being a better parent, worker, and friend. I was un-initiated about working for a large corporation until 2004, and unaware of Deming's detailed works and success until now.
My experience at work and in community, has vastly changed and expanded in this millenium. This week, I have been reading Deming's instructions to companies about how to avoid the "Seven Deadly Diseases" of business. I am realizing for the first time how critical his work has been in the manifestation of the new, healthy, successful corporate environments at Google, Wegmens, and Edward Jones.
Unfortunately, many companies who employee a significant number of Americans still don't grasp how to build a healthy future for everyone involved with their brand. They are committing many of the "Seven Deadly Sins" because their absolute focus is the almighty dollar. They make daily decisions, and change directions quarterly, in response to the value of their stock price instead of the long term health of their corporate culture.
Here are some of Deming's "Seven Deadly Sins" being made by the greedy upper managers in these companies:
1. Lack of constancy of purpose
2. Emphasis on short-term profit
3. Evaluation by annual review of performance
4. Running a company on visible figures alone
5. Seeking examples to follow rather than developing solutions
6. Excuses, such as "our problems are different"
7. Placing blame on work forces who are only responsible for 15% of mistakes, where the system designed by management is responsible for 85% of the unintended consequences.
So why, you might ask, is this tied to "The Hunger Games." If you saw the movie or read the book, it's obvious. The crazy thing is that this fictional portrayal is playing out in reality as employees in the companies committing these sins are literally going hungry. Sure they can eat cheap fast food at the wages they are earning, and yes they can even shop for almost anything at the dollar store. But the quality of products they are bringing home to their families is the major cause of the physical and psychology dis-ease impacting our society, our economy, and the health of the citizens.
This fact came flying at me last night from Elley, when son Casey told us about his promotion and raise at work. Aspire created a new position for Casey. In less than a year, his Director has quickly realized Casey's value, skills, perspective and instincts, and how is inter-disciplinary insight will help build and maintain a stronger company core, with a better, healthier work environment.
How does Deming's legacy tie into my world in 2013? During my years in the Bay area and the Seattle suburbs, 1977-2004, my community of friends included many who embraced the transformation of SELF as the key to a more "successful" quality of life. Some of these friends were even hired by Boeing to introduce this philosophy to change their corporate culture.
My peeps understand that personal transformation is the key step to being a better parent, worker, and friend. I was un-initiated about working for a large corporation until 2004, and unaware of Deming's detailed works and success until now.
My experience at work and in community, has vastly changed and expanded in this millenium. This week, I have been reading Deming's instructions to companies about how to avoid the "Seven Deadly Diseases" of business. I am realizing for the first time how critical his work has been in the manifestation of the new, healthy, successful corporate environments at Google, Wegmens, and Edward Jones.
Unfortunately, many companies who employee a significant number of Americans still don't grasp how to build a healthy future for everyone involved with their brand. They are committing many of the "Seven Deadly Sins" because their absolute focus is the almighty dollar. They make daily decisions, and change directions quarterly, in response to the value of their stock price instead of the long term health of their corporate culture.
Here are some of Deming's "Seven Deadly Sins" being made by the greedy upper managers in these companies:
1. Lack of constancy of purpose
2. Emphasis on short-term profit
3. Evaluation by annual review of performance
4. Running a company on visible figures alone
5. Seeking examples to follow rather than developing solutions
6. Excuses, such as "our problems are different"
7. Placing blame on work forces who are only responsible for 15% of mistakes, where the system designed by management is responsible for 85% of the unintended consequences.
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