Blog posts on psychology

Posts selected fromManagement Blog - Engineering Blog - Investing Blog and other blogs

• Jobs to be Done

  If you see your job from the customer’s perspective you may change the scope of your offerings. You can add services that help the potential customer chose you. In the book, they explore the example mentioned in the article in more detail. They also discuss how an online university changed their processes to address the issues their potential customers faced in the “hiring” process. They changed, not the “product” (education), but the processes supporting potential students making the decision to hire Southern New Hampshire University.

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• Dilbert and Deming

  Dilbert can show the silliness that is common place in many workplaces, as just that – silly. Point 10 of Deming’s 14 points called on management to eliminate slogans.

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  The text works well for me, but I think Dilbert provides a great service in pointing out the same idea that such slogans are silly and even harmful in a way many others find more accessible.

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• Why Do People Fail to Adopt Better Management Methods?

  It is confusing to know that better methods exist but to see those better methods being ignored.  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.

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• The Quick Fix

  W. Edwards Deming

  One trouble with American industry today is that top management supposes that one lecture or one day will do it. “Come, spend a day with us, and do for us what you did for Japan, that we too may be saved.”

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• The Importance of Critical Thinking and Challenging Assumptions

  Critical thinking is important to applying management improvement methods effectively. It is important to know when decisions are based on evidence and when decisions are not based on evidence. It can be fine to base some decisions on principles that are not subject to rational criticism. But it is important to understand the thought process that is taken to make each decision. If we are not clear on the basis (evidence or opinion regardless of evidence) we cannot be as effective in targeting our efforts to evaluate the results and continually improve the processes in our organizations.

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  Changing the culture to one that values understanding and learning takes time. That process must be done with an understanding of psychology and the challenges of getting people to evaluate decisions. Creating a culture where it is expected that people think about the evidence and are comfortable explaining and defending the reasoning behind decisions is extremely important.

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• Taguchi Loss Function

  In practice, I have seen the concept of the Taguchi Loss Function used quite a bit. I have never actually seen any losses quantified and totaled and shown on a graph. I think focusing specifically on who suffers a loss and what that loss could be, can help. I think actually quantifying the losses to society can be daunting. So, while I see the value in framing the concept that way I think to actually get the losses quantified you are best served by starting with those closest to the process and then adding additional loses to those results.

  Second, if you attempt to use the concept to help you manage (as a guide in decision making) the impacts to society are a factor, but, I think the loss to your company, the customer and perhaps the end user are most important. A negative impact to society at large is not going to have the same impact to a decision maker as the same negative impact to the customer. The decision maker will likely be willing to invest more to reduce the loss to a customer than to society at large (and that seems logical and sensible to me).

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• Theory of Knowledge

  When managing many fail to predict when attempting to test improvement ideas through what should be experiments (often they are just changes without verification the change produced a desired effect, any learning or study of the results of the change). Without prediction learning is much less (if there is any at all) than it would be with such prediction.

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  With, even a fairly simple understanding of the theory of knowledge the effectiveness of management improvement efforts are greatly increased. This topic is difficult for most to understand, I recommend reading chapter four of the New Economics. 

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• Performance without Appraisal

  In the short article Performance Without Appraisal: What to do Instead of Performance Appraisals, Peter wrote:

  Dr. Deming said of Performance Appraisals, “Stop doing them and things will get better.” He was correct. Many organizations, however, wonder what to do instead.

  For those that do require “some alternative” Peter included some good ideas in The Leader’s Handbook(see chapter 9 “Performance without Appraisal pages 293 to 368). This chapter has excellent material for any manager.

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• Targets Distorting the System

  I still remember Dr. Brian Joiner speaking about process improvement and the role of data well over a decade ago. He spoke of 3 ways to improve the figures: distort the data, distort the system and improve the system. Improving the system is the most difficult.

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• Managing Fear

  A good article on this topic is, Managing Fear by Gerald Suarez (who I worked with for several years). There are also 3 videos on this topic by Dr. Suarez, available from Management Wisdom, the producers of the Deming Library videos. I must admit I didn’t really understand the effects of fear and anxiety on performance until hearing Dr. Suarez speak on the topic many years ago.

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• Management is Prediction

  I believe Deming’s thoughts about prediction are most effectively put into action using the PDSA cycle. Specifically, you must predict the results in the planning phase (prior to piloting improvements). I find that this is rarely done. I don’t think the form of that prediction is critical (narrative with loose numerical guesses, precise numerical prediction…). The critical issue is making the prediction, then comparing the results to that prediction and then figuring out how your original understanding can be improved based on the new data.
  
  Learning will not only be about the specific case being examined, but also, over time, learning about your tendencies in prediction. 

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• Deming’s Ideas at Markey’s Audio Visual

  Mark Miller, General Manager, Markey’s Audio Visual spoke on Markey’s experience adopting Deming’s ideas.

  • Markey’s needs to anticipate the changing needs of customers and anticipate those needs
  • Unknown and unknowable – not really unknown just un-measurable (again taught to all employees)
  • Gemba – where the real work gets done (the customer interaction – he stressed time and again that the key to their success was Markey’s employees interaction with customers – Markey’s aims to provide the best customer experience the customer has with any company)
  • Break down barriers between departments – Markeys doesn’t charge internally. Indianapolis looses money – they own the high end equipment used by the other offices.
  • Intrinsic motivation v. Extrinsic motivation – he has the chart from page 122 of New Economics in Deming’s handwriting on his wall.

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• W. Edwards Deming’s Seven Deadly Diseases

  Seven Deadly Diseases

  1. Lack of constancy of purpose
  2. Emphasis on short term profits (Overreaction to short term variation is harmful to long term success. With such focus on relatively unimportant short term results focus on constancy of purpose is next to impossible.)
  3. Evaluation of performance, merit rating or annual review (see: Performance Without Appraisal: What to do Instead of Performance Appraisals by Peter Scholtes).
  4. Mobility of top management (too much turnover causes numerous problems)
  5. Managing by use of visible figures, with little of no consideration of figures that are unknown or unknowable.

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• Performance Without Appraisal

  The comments on the mini-microsoft blog shows performance appraisal continues to be an emotional topic. People on opposite sides of the debate are very passionate.

  I admit it took me longer to accept Dr. Deming’s thoughts on performance appraisal than other ideas (and that is even with Peter Scholtes being a friend which gave me the opportunity to discuss the idea with him). So I understand it is not an easy concept to accept.

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• Malcolm Gladwell and Synchronicity

  Today I had lunch with a friend of mine, Sean Stickle, who continually provides me with interesting ideas to contemplate. One of the things he mentioned during lunch was a story in the New Yorker about the current college admission process.

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  Obviously there are good things to learn from surveying and talking to your customers, but Deming understood that asking customers about what innovations they would like was dangerous.

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