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- Management Improvement System Flavors
There are many useful concepts, tools and practices within what people refer to as agile software development. And the same can be said for lean. But they are distinct approaches (the links in this post flush out this idea more for those interested in learning more on that topic). That isn’t to say an organization cannot design their own solution that adopts ideas found in each approach. In fact doing so for software development makes sense in my opinion.
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- Photos from my trip to New York City
Photos from my trip to New York City include: The Cloisters (part of the Metropolitan Museum of Art – though located far uptown) art and architecture of medieval Europe, the remodeled Museum of Modern Art, Rockefeller Center, Empire State Building and Flatiron Building.
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- The World’s Smallest Mobile Color Printer
Cool gadget: PrinCube is a tiny handheld, portable printer: it fits in the palm of your hand. It works over wifi with your phone to easily upload any text, image, or design and instantly print onto virtually any object or surface at the touch of a button.
It makes precise prints on virtually any materials including paper, metal, textiles, plastics, wood, leather and other building and artistic materials.
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- Bill Hunter and the Quality Movement
In the presentation George Box discusses interesting student design of experiments projects; read more on those efforts in 101 Ways to Design an Experiment, or Some Ideas About Teaching Design of Experiments.
George's closing statement:
We carry in our hearts the inspiring memory of not only a scholar but a man that was resourceful, warm, skillful, courageous, optimistic, helpful, enterprising and generous. His career was whole and balanced in a way that is rare and as we grieve his death we also celebrate the life of a remarkable man.
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- Deming on Management: Psychology
Within Deming’s SoPK the psychology component includes an appreciation of:
- how will people are influenced by management policies (for example, targets or a culture of blaming individuals)
- the innate desire people have to take pride in their work
- how people resist change (and how to reduce that resistance)
- confirmation bias (one way our brains can lead us astray)
- what drives people to behave as they do
- and much more - continue reading the rest of the post to learn more...
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- The Joy of Work
We spend much of our life at work: we deserve to have pride in what we do and even enjoy it (shocking I know). Read the respect for people posts for some ideas on how to make your workplace better.
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- Alley Spring Mill Trail, Missouri
The Alley Spring Mill is in the Ozark National Scenic Riverway (part of the National Park system). The mill itself looks wonderful next to the pond and also has some interesting details inside.
Corn and wheat was loaded at the ground level of the building and moved up to the top via the tiny buckets driven by the water wheel. Then the grain was filtered and ground using the water wheel as the source of power (moving up via the mini bucket elevators and down shoots to the machines on the ground level in sequence)...
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- How to Successfully Lead Change Efforts
In order to lead efforts to improve the management of an organization understanding how people will react to change is critical. For that reason I have written about change management often on this blog since I started publishing it in 2004.
In, Why Do People Fail to Adopt Better Management Methods?, I wrote:
It seems that if there were better ways to manage, people would adopt those methods. But this just isn’t the case; sometimes better methods will be adopted but often they won’t. People can be very attached to the way things have always been done. Or they can just be uncomfortable with the prospect of trying something new.
Leading change efforts requires paying attention to the existing conditions: the culture, the motivation to adopt this change and/or the motivation to resist it, the history of change where the change is being attempted and the reasons the change is desired (by at least you and hopefully others). And then you need to build a case for the change and manage the process.
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- Human Resources in the Post Deming Era
- Deming on Management: PDSA Cycle
- Factfulness – The Importance of Critical Thinking
I have come to see a willingness to value critical thinking, even when it means forcing the organization to address tough issues, as one the differences between organizations that succeed in applying management improvement methods and those that fail. In many organizations that fail, more weight given to making things easy for your bosses versus continual improvement in providing value to customers (which often requires challenging existing processes, beliefs and power structures in the organization).
Challenging the status quo is difficult and most organizations prefer to maintain a culture that takes an easier path. Management improvement often requires a willingness to encourage challenges to the status quo. The importance of challenging the status quo in your organization and in your own thinking is under appreciated.
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- Leading The Transformation Process
Transformation starts with the individual but as they change they can run into organizational barriers and resistance to change. Similarly if the organization institutes changes without helping people change their own understanding and views those people resist the changes in the organization.
Deming’s management system provides a view of the organization as a system, including the people in that organization, and ideas for how to manage the transformation as an integrated system. The interactions between the components of the system and people must be considered and managed to transform. And those interactions continually change as the overall system evolves.
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- Parfrey’s Glen, Wisconsin
Parfrey’s Glen is about an hour outside of Madison next to the Ice Age National Scenic Trail. The trail covers over 1,200 miles throughout Wisconsin.
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- Design the Management System with an Appreciation of Confirmation Bias
To create strong organizations we must create management systems using an appreciation of psychology. We must understand that people have tendencies that must be addressed by designing a management system built to take advantage of the strengths those people bring and mitigate the risks of the weaknesses (such as confirmation bias) that those people also bring.
One way to do this is to seek out voices in your organization that question and challenge accepted positions...
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- Shared Principles for Managing People Engaged in Diverse Tasks
...I do agree that the system within which people are operating determines how they must be managed. There are definitely features of software development that are significantly different than manufacturing scalpels or basketballs or tables. As there is a difference between a surgical team in an operating room, road construction, mining, editing books, investment banking, manufacturing industrial robots, researching new drugs, manufacturing drugs, teaching in a university, maintaining plane engines, coaching an athletic team...
I see universal principles of management (respect for people, customer focus, continual improvement...) that cross all different human enterprises. How those principles should be manifest in a particular situations depend on the work being done, the management system that is in place, the individual people involved, the specific focus of the effort right now... The way those principles are manifest will look very different in all the varied types of organizations we create and the different work and processes used within those organizations.
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