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  • Giving and Accepting Advice and Feedback

    If the core issue the person raises with feedback is something you should address, do so. Don't have how your respond determined by how successfully they gave feedback.

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  • A Powerful Tool: The Capacity Matrix

    One of the things that I learned about at that seminar was using a capacity matrix to improve student learning. It is one of those ideas that when you hear about it, immediately you realize this is a vastly superior method to those current used. I am cynical/experienced enough to know that just because much better methods are available, and explained to people, is no guaranty they will be used.

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  • Lessons for Managers from Wisconsin and Duke Basketball

    The lesson many people miss is that college teams are mostly about developing a team that wins. Developing individual players is a part of that, but it is subordinate to developing a team. I think college coaches understand this reality much more than most managers do. But a management system that develops a team that succeeds is also critical to the success of business.

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  • Institute Leadership

     

     

    The aim of leadership should be to improve the performance of man and machine, to improve quality, to increase output, and simultaneously to bring pride of workmanship to people. Put in a negative way, the aim of leadership is not merely to find and record failures of men, but to remove the causes of failure: to help people to do a better job with less effort.

    W. Edwards Deming

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  • Hexawise Buys the Beers

    George Box was an amazing person, scientist and statistician. One of the traditions George started in Madison, Wisconsin was the Monday Night Beer Sessions.

    An excerpt of Mac Berthouex’s introduction to An Accidental Statistician: The Life and Memories of George E. P. Box:

    I met George Box in 1968 at the long-running hit show that he called “The Monday Night Beer Session,” an informal discussion group that met in the basement of his house. I was taking Bill Hunter’s course in nonlinear model building. Bill suggested that I should go and talk about some research we were doing.

    Hexawise has decided to bring this tradition to software testing...

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  • Riding a Bike and the Theory of Knowledge

    This video is a wonderfully visual example of how hard it can be for us to drop our ingrained habits and pick up new ones. When you watch this think about management concepts that are so difficult to drop that managers feel like this person trying to ride a bike.

    The bike looks just like any other bike but reacts in a different way to the bike riders actions. But that small adjustment on how the bike reacts is very challenging to overcome and makes you very uncomfortable while you try to make sense of this odd new system.

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  • How to Lead From Any Level In the Organization

    From an interview with me:

    2. Help people solve their problems.

     Similar to helping other people grow their careers is the idea of helping other people to solve their problems. Again, this starts with a clear understanding of your sphere of influence. “It determines what strategies you can pursue, and building your sphere of influence should be part of your decision making process.”

    What it comes down to is proving yourself in this way—and doing so consistently. “It isn’t some secret sauce. Prove yourself to be valuable and you will gain influence. Help people solve their problems. They will be inclined to listen to your ideas.”

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  • Interview of Bill Hunter: Improving Quality and Productivity in Organizations

    Bill discusses the parallels to how a manager applying management improvement principles is very similar to an educator facilitating adult learning. Rather than an authoritarian approach where the boss tells subordinates what to do a manager helps employees achieve better results by supporting their efforts.

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  • Unpacking the Components of Hard Work to Design Better Work Conditions

    “Hard work” is often code for “work I despise doing.” If you create a system where people take pride and joy in their work the same time spent working is not nearly as “hard.” If they are proud of what they accomplish a difficult task is often rewarding, and not seen as working “harder.” As is so often the case “hard work” is really packing together numerous ideas in one phrase.

    • long hours
    • difficult tasks (physically, emotionally or intellectually)
    • unrewarding work
    • unpleasant tasks
    • inflexible work (It is a “hard job” if it prevents you from for example, seeing your child’s basketball game. If you were able to see the game and finish up 2 hours of work after they went to bed that is less hard.)

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  • Using Deming’s Ideas When Your Organization Doesn’t

    First, you can transform yourself. You can transform your understanding and how you learn (with an appreciation for the theory of knowledge and what conclusions you can and cannot draw from the data you use). You can transform how you act.

    View your organization with an understanding of Deming’s management ideas. Think of the organization as a system. Even if you can’t persuade others to do this, you doing so will help you understand the situation more clearly and allow you to think of solutions that take advantage of this understanding. System thinking will allow you to find leverage points that can be used to multiply the benefits of improvements.

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  • Podcast: Building Organizational Capability

    From a podcast with me:

    Changing how organizations are managed makes a huge difference in people’s lives, not all the time and I understand most of the time it doesn’t. But when this is done well people can go from dreading going to work to enjoying going to work, not every single day – but most days, and it can change our lives so that most of the time we are doing things that we find valuable and we enjoy instead of just going to work to get a paycheck so we can enjoy the hours that we have away from work.

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  • Educate New Managers on Their New Responsibilities

    Far too often companies promote employees into management positions and expect them to fulfill the obligations of their new position without helping prepare them to meet their new responsibilities. People who excelled at doing their non-supervisory job often have little education or experience to succeed with their new responsibilities.

    Managing a software development team is a completely different job from being a great software developer. Most everyone would acknowledge that: but if you look at what actually happens in many organizations the management system is not setup with this fact in mind.

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  • Management Improvement History

    I do believe we need to improve our practice of Quality (and to do that we need to understand what happened in the past and why it was not more successful). The idea that Design of Experiments (DoE) was at the core of some Quality Movement to me is not at all accurate.


    In my experience only a few Quality professionals today understand what it means and how it should be applied. The idea that it was common place in the 40’s I seriously doubt (though I don’t have first hand knowledge of this). I find it difficult to believe we would have decided to stop using DoE if it was commonly done previously. The understanding I have from those that should know (like George Box and previously my father – Bill Hunter) is that it was not at all common practice and still is not outside of a few industries and even there it is isolated in the domain of a few experts.I do have first hand knowledge of the 80’s and the idea that we did “employee training in problem solving, team activities and just-in-time inventory” well is not even close to accurate. We sent people to training on these things but other than JIT inventory the effectiveness of these efforts were poor (with a few exceptions that really did well).

    “Quality” is not being practiced anywhere close to the level with which I am satisfied with in more than a few organizations. We have huge improvements to make in the practice of DoE, SPC, process improvement, having decisions made by the appropriate level (as close to the issue as possible), leadership, teamwork, data based decision making, the use of basically all the Quality tools, systems thinking, transformation…

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  • Respect for People

    “Ohno was absolutely ruthless, employees and suppliers lived in fear of him.” I would say that while Taiichi Ohno was truly remarkable that doesn’t mean he did everything right.

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    The difference between respect and disrespect is not avoiding avoiding criticism. In fact often if you respect someone you can be much more direct and critical than you can with someone you treat as though they don’t have the ability to listen to hard truths and improve. I think we often have so little respect for people we just avoid dealing with anything touchy because we don’t want to risk they won’t be able to react to the issues raised and will instead just react as if they have been personally attacked.

    It may also be that it is easier to train managers to behave in this way than to effectively deal with though issues. But that is not training them to respect people, it is your organization accepting you don’t respect your people (managers and others) so just train people how to behave in a way that avoids difficult areas.

     

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  • Ex-Toyota Manager Consulting with Porsche in 1994

    While respect for people is an important part of the Toyota Production System, the practice of former Toyota managers were often the "tough love" variety. Today, many people are often too timid, in my opinion, to call out things that need to be improved for fear of making someone uncomfortable. Where that balance properly lies though is based on the culture of the organization (and what needs to be done - occasionally there is a need to "shake people up" in order to make change take place more effectively).

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