RE: Feeding People

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

  In Out of the Crisis, Page 85, "What Happens?"
  "In my experience, people can face almost any problem except the problems
of people.  They can work long hours, face declining business, face loss of
jobs, but not the problems of people.  Faced with problems of people
(management included), management, in my experience, go into a state of
paralysis, taking refuge in formation of QC-Circles and groups for EI, EP,
and QWL (Employee Involvement, Employee Participation, and Quality of Work
Life).  These groups predictably disintegrate within a few months from
frustration, finding themselves unwilling parties to a cruel hoax, unable to
accomplish anything, for the simple reason that no one in management will
take action on suggestions for improvement.  These are devastating cruel
devices to get rid of the problems of people.  There are of course pleasing
exceptions, where the management participates with advice and action on
suggestions for removal of barriers to pride of workmanship.
  The possibility of pride of workmanship means more to the production
worker than gymnasiums, tennis courts, and recreation areas.  
  Give work force a chance to work with pride, and the 3 percent that
apparently don't care will erode itself by peer pressure.  ---"
  Page 405, "17." (bottom of page)
  "Management too often turn over to a plant manager the problems of
organization for quality.  Your company provides a good example.  This man,
dedicated to the company, wonders day to day what his job is.  Is it
production or quality?  He gets blamed for both.  This is so because he does
not understand what quality is nor how to achieve it.  He is harassed day by
day by problems of sanitation, pollution, health, turnover, grievances.  He
is suspicious of someone from the outside, especially of a statistician,
talking a new language, someone not raised in the manufacturing business.
He has not time for foolishness.  He expects authoritative pronouncements
and quick results.  He finds it difficult to accustom himself to the
unassuming, deliberate scholarly approach of the statistician.  The though
is horrifying to him, that he, the plant manager, is responsible for a
certain amount of the trouble that plagues the plant, and that only he or
someone higher up can make the necessary changes in the environment.  He
should, of course, undergo first of all a course of indoctrination at
headquarters, with a chance to understand what quality control is and what
his part in it will be.  ---"

  These two extractions indicate to me that we constantly encounter systems
violating the needs of another systems.  For this vary reason our Senior
Leaders and Managers are responsible for resource allocation and application
in order to assure the survival of all the human race.

  Our Most Senior Managers and Leaders are the best at playing the shell
game because, "What Happens," and "17." exist in all areas of life.  I know
that these exist because we are not aiming at the survival of all the human
race.  Profit has its place, Profit as it is defined to support the survival
of all the human race is different than our current definition.  This is why
we still pollute.
  Respectfully,
  Charlie
  millercl@supship.navy.mil