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Leadership Paradigm & Framework

  … one off the 20 best calls in business history – Fortune

W. Edwards Deming’s work with the Japanese in implementing a system of continuous process improvement was identified by the editors of Fortune magazine as one of the 20 best calls in business history. Deming remarked that if he had to reduce his message to management to just a few words, it all had to do with reducing variation. Understanding and managing variation has always been one of the the most important of leadership competencies.

Deming’s system for managing change consists of interdependencies among four parts: Systems, Psychology (human behavior), Variation (common, special causes) and Knowledge. 

Paradigm

The most effective leaders have always pursued excellence and quality by applying their intuitive or unconscious knowledge of variation and its interrelationships with psychology (human behavior of individuals and groups) and systems to influence and direct change.

The shift from an intuitive or unconscious level to a more conscious awareness and understanding will improve upon the leadership capabilities needed in the pursuit of excellence.  An opportunity to assess you knowledge of the paradigm is available at SuccessThroughQuality.com .

Framework

These principles (knowledge, variation, psychology, systems) that Deming incorporated into a system of continual improvement, represents a paradigm and provides a framework for leaders that include: Stakeholders, Systems and Processes, Variation, Knowledge, Planned Change and People. These principles in effect represent a system of leadership that can be “consciously” applied by leaders at any level.

A brief description and associated requirements for application of the leadership framework are identifed in the following seven (7) steps:

1.0 Operational Environment. The first step is identifying the operational environment–strategic, operational/organizational, tactical.

2.0 Stakeholders. Stakeholders include everyone that is impacted by the respective system/process in the short and long-term. Stakeholders include direct customers, internal customers and suppliers. Stakeholders can also include competitors, adversaries, society, families and shareholders.

Identify the respective stakeholder groups, their needs, expectations (outcomes) and products/services (outputs) that are being used to meet these needs and expectations. Also, identify what the organization may need and want from the respective stakeholders.

3.0 System & Processes. A system is a collection of processes with a common aim that is developed to provide products/services to meet stakeholder requirements. Develop system and process maps that visually illustrate the interrelationships between inputs, processes, outputs, and outcomes among the stakeholders.

4.0 Variation (Plot Points). An assessment of variation in perceived, actual and expected quality is how the stakeholders keep score in determining if things are getting better or worse.

Develop and/or identify related performance (qualitative and quantitative) indicators relative to stakeholder expectations identified in Step 2.0.

Given the performance (feedback) indicators identified by the stakeholders, conduct an assessment of variation: Are the performance indicators currently being tracked? Are charts available? Do the charts indicate a predictable system/process-are they capable? What is the priority for improvement?

5.0 Knowledge. Deming remarked that there is no substitute for knowledge and there is no knowledge without prediction and theory. Knowledge of variation helps to determine when to act, the type of action needed, and when to leave things alone. Data can lead to information, information to knowledge, knowledge to wisdom and ultimately to more effective action.

Knowledge is gained through problem solving and decision making processes that result in lessons learned or not, that support continual improvement and learning. A common improvement cycle that can be used in support of continuous improvement is referred to as the Plan, Do, Check/Study and Act (PDSA) cycle. Apply the PDSA or similar cycle to manage any change related initiative to help determine if change is resulting in improvement.

Consolidate, communicate, and track trends of critical indicators to include identifying the trend interpretation standard that will be applied to help assess the significance of the change. One of the more common standards is seven (7) consecutive points in a row trending up, down, above the average, below the average.

6.0 Planned Change. Planned Change includes a combination of three courses of action that can be taken to reduce variation: (1) maintain/sustain the existing system/process (also known as the status quo), (2) incremental or evolutionary improvement and (3) radical, revolutionary, or transformational improvement.  Strategic plans developed at the strategic, operational and tactical levels provide the context needed for assessing the impacts of change.  

Based on the knowledge derived from an assessment of variation, establish priorities, select a course (s) of action and take action to improve the systems/processes following a strategy that is managed via a PDSA or similar template.

The scope of change can be categorized into four areas: Improve the existing system/process; (2) Improve the existing products/services; (3) develop new systems/processes; (4) develop new products/services.

7.0 People – that be you and me … will bring about change if we are supported, led and motivated to do so.

Reference: PQ Systems, Foundation for Leaders. 

 

 

 

 

  

 

 

 

 

 

 

 

 

 

 

  

 

 

 

  
 
 

 

  
 
 

 

  

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

  

 

 

 

 

 

 

 

 

 

 

  

 

 

 

  
 
 

 

  
 
 

 

  

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

  

 

 

 

  
 
 

 

  
 
 

 

  

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

  
 
 

 

  

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

  

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

  

 

 

 

 

 

 

 

  

 

 

 

 

 

 

 

 

 

 

  

 

 

 

  
 
 

 

  
 
 

 

  

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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