RE: High Stakes Testing

[Miller Charles L SSSD <MillerCL@SUPSHIP.NAVY.MIL>]

  Management has not been doing the correct things for years.  That is why
they filled the voids with a lot of incorrect things to do.  We have social
barriers that have been built up for generations.
Managers at all levels are encouraged to network.  The aim of that
networking is not constancy of purpose for the organization they manage.
The aim includes a lot of focus on power or money or acceptance by piers.
  A current example for me, where I work is:  
  Many people have worked to develop meaningful communications and
commitment between the government and businesses in our work community.  We
developed a method for handling these dynamics and are moving towards the
training of the critical mass that will help in implementation.  
  As it would happen,  Some other senior managers caught wind of the
potential of this method and have reported to their superiors that this
method is implemented.  They there-by imply their involvement.  Their
involvement has been to fight against and being nay-sayers.  
  The group of government and private business employees who developed
meaningful communications and committed to using this new methodology have
been slighted as a reward for their efforts.  
  The example of actions that I gave has been taught to managers throughout
the years.  Many managers have been very successful using these tactics.  
  Now!  We want them to allow the masses in their employment to have joy and
pride in work.
  How do they do that and still plow their way to the top?  
  What is required of managers is to focus more on managing the business
they are in and focus less on their careers.  To make it worse, we want them
to build a work environment that will provide more jobs.

  Some of the DEN needs to get together and write a book on how management
is wrongly showing waste elimination through the use of mergers and
sell-offs.  We need to give them a method for managing that does not force
mergers and sell-offs.  Mergers and sell-offs must still remain an option.  
  My theory would be that others would want to merge with a company who's
environment includes the application of and commitment to the Deming
philosophy.  
  Maybe we could focus on the tax advantages realized through the
application of the Deming philosophy.  Maybe we could tell managers how they
would advance their careers by not competing with managers within their
company.   Even not competing with managers outside their company.  Just
continually improve.  When managers compete, company resources are used so
one manager will look good and the other(s) will not look good.    
  Something to think about,
  Respectfully,
  Charlie
  miller@supship.navy.mil
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