Deming
Today, let’s maintain our analytical approach and look at another aspect of Deming’s System of Profound Knowledge (SOPK), theory of knowledge, very apt when considering teaching. Scientific thinking would be another way of considering theory of knowledge. What do we mean by this? When we have an idea
Deming
In Part 1, I introduced Deming's System of Profound Knowledge (SOPK), specifically the aspect of appreciating the system as applied in a teaching context. Today, understanding variation. I am not a teacher, at least in the traditional sense. I do teach as part of my leadership role. I
Deming
Dr. W. Edwards Deming spent many years developing his thinking, ultimately compiling it under the moniker of the System of Profound Knowledge (SOPK). The four elements comprising his SOPK are: * Appreciation for a system * Understanding variation * Theory of Knowledge * Psychology of change Deming’s SOPK can be applied to many
Problem Solving
In healthcare we obsess over what went wrong — and rightly so. Harm matters. Lives matter. But somewhere along the way, we’ve developed a blind spot: we forget how much we learn from the things that go right. We dissect failure under a microscope while success quietly walks past, unnoticed.
Deming
“A manager understands and conveys to his people the meaning of a system. He explains the aims of the system. He teaches his people to understand how the work of the group supports these aims.” W. Edwards Deming, The New Economics for Industry, Government, Education, and Health Care. We’ve
Leadership
OK, so tenuous music link in today’s title. Perhaps there is a link. Zumba, does it involve rhythm? Make Gemba part of a rhythm It is important Gemba is part of a rhythm or cadence of leadership. We often talk about Gemba (Genchi Genbutsu; actual place, actual thing), going
Deming
Exciting news, Metallica are performing in Doha at the end of November, part of the F1. Plus you might have noticed I’m weaving in musical references to my articles, whenever I can. Today’s Readwise highlight is about seeking a target and the destruction that follows! Metaphorically speaking. Targets
Continual Improvement
I wonder how many of us list this amongst our all-time favourite quotes? There are times not apologising is acceptable! Improvement only comes about through the process of learning. Our knowledge evolves over time. What we knew at one point in our lives will have changed. Why apologise for
Ackoff
In general, I’m not a huge fan of Toyota cars. I did once own a silver Toyota MR2 Roadster, which was fun to drive, drop the roof during a British Summer, even in the Winter with the heaters on full blast. I actually wish I could have bought a
Leadership
Today’s Readwise highlight happens to synchronise with a discussion I was having with the team today. Not every area for improvement will have measures, but they will need a way of assessing baseline performance ahead of testing change ideas. Can we measure culture? As we know, organisational culture is
Continual Improvement
Today’s Readwise highlight aligns to an area I believe many organisations struggle with. This is the 'Way' Demonstrating one of the foundational pillars of ‘The Toyota Way’ of respecting individuals, especially by supporting genuine development of employees at every level. It is respecting them to apply their
Continual Improvement
I’ve been an avid user of Readwise to sync ebook highlights, review a selection daily and export to Obsidian. For some time, taking one retrieved highlight every day (wish me luck) and being inspired to write a blog article has been on my to-do list. I encourage you