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Deming Conference Overview: Bring Back The Individual and Joy In Learning and Leading

Deming Conference Overview: Bring Back The Individual and Joy In Learning and Leading. Jerry VerDuft, MSQA Education Chair, ASQ Pikes Peak Section. Dr Deming’s Teachings about People. People are self motivated (intrinsic) – pride is their birthright Intrinsic motivation is very powerful

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Deming Conference Overview: Bring Back The Individual and Joy In Learning and Leading

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  1. Deming Conference Overview: Bring Back The Individual and Joy In Learning and Leading Jerry VerDuft, MSQA Education Chair, ASQ Pikes Peak Section

  2. Dr Deming’s Teachings about People • People are self motivated (intrinsic) – pride is their birthright • Intrinsic motivation is very powerful • Selective adaptation of personal goal with organizational goal • Differences in people are part of the system • Fear results in reluctance to do the right thing • Let people develop the system • Ask what is stopping us from doing better? • Listen to people – where is the process bad? • Leadership: Make things better (improve)

  3. The Learning Process David Langford of Langford International • Improvement of learning systems - Information received - Knowledge: We can explain the information we received - Know-how: We can apply the information - Wisdom: We can prove the information is correct – becomes integral part of our lives Quality rigid – time flexible > we can all get it Learning oriented vs task oriented Maximize teacher’s abilities and process adaptability > better methods

  4. Deming and McGregor Dr Curt Wegner • Deming stressed intrinsic motivation not be surpresed • Leader provides inputs, value added decisions, improvements • Understand the psychology of people • McGregor was a Social Scientist with X (extrinsic motivation) and Y (intrinsic motivation) theory predicting human behavior • Deming stated that X does not control behavior, makes it unpredictable • Deming and McGregor came to similar conclusions on moving out of the comfort zone

  5. Abolishing Performance Appraisals Mary Jenkins, Satern Corporation • Root of Problem: Faulty assumptions • Why the backfire? - Multiple competing purposes - Based on set of faulty assumptions - Conflict with stated organizational values - Ruptured relationship

  6. Abolishing Performance Appraisals • What results are we getting? - dread - avoidance - disingenuous - arguing about ratings - superficial goals - different interpretation of standards - diminished trust - damaged credibility

  7. Appraising your Appraisal • People are different – optimize their skills • 90 % of problems are system, not people • Intrinsic motivation • Flexibility • Self assessment to find best organization “fit” • Focus on development and improvement

  8. General Summary • People are intrinsically motivated and want to work and learn • Leadership is to make things better and drive out fear > encourage education and self improvement for everyone • Sustain constancy of purpose • Transformation is not just taking action on data but improving the distribution • People > process > interaction > system • Cooperation vs internal competition • Everybody wins!

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