Bay Area Deming Users Group - November Minutes

[DanRobrtsn@aol.com]

BAY AREA DEMING USERS GROUP NEWSLETTER

Our next meeting is on Monday, 3 December 2001 from 6:00-8:30pm,
at Acuson in Mountain View on the corner of Shorebird Way and 
Shoreline Boulevard.  Detailed directions available below.

PLANNED PROGRAMS: 

Please note that BADUG meetings are always open to all 
interested parties.  Dr. Deming's teaching extended far beyond
the traditional confines of quality.  Consider inviting a 
friend or work associate who might share your interest in 
learning about, and discussing, innovative and effective 
theories on organizations, systems and management.

3 Dec:  "From Reaction to Reflection to Wise Action" -- 
Facilitated by Peter Stonefield, Ph.D. -- As a result of 
the tragic events of 9/11/2001, our government is making 
decisions that will profoundly affect the future of our 
country and the world.  Extraordinary intellectual and 
financial resources are being diverted from education and 
other crucial needs to reactive action that may well lead 
us into never-ending cycles of violence.  One of the 
central tenets of the Deming's profound knowledge is to 
reflect on problems, search for root causes and then treat
the causes.  Now, more than ever, our government and the 
media need an injection of profound knowledge.  Virtually 
98% of the media coverage is devoted to tactical aspects 
of the event and the ensuing reactive responses.  Little 
effort is being put forth to facilitate reflection and 
understanding of the root causes.  As Deming states, 
understanding root causes is the first step to developing 
preventive strategies.  This session is designed to 
facilitate a dialogue and better understanding of the root 
causes on this horrific tragedy.  Join us and help move 
some of the conversation from reaction to wise action.

ANNOUNCEMENTS: 

* The BADUG Systems Thinking Study Group meets monthly, prior
to -- and in the same building as -- the main BADUG session.
Please call Karen Takle Quinn at 650-964-5195 or email 
ktq@svpal.org if you are planning to join the December 
discussion.

* April 5-7, the Capital Quality Initiative of Lansing, MI 
will host a Midwest Deming conference on "Lifelong Learning"
on the campus of Michigan State University.  Plans include 
topics of special appeal to educators at all levels.  Contact
Adrian Bass at abass@lansing.cc.mi.us, 517-483-1362 for 
further information.  

* April 19-21, the West Coast Forum: Creating New ROIs will 
be held in Canoga Park, CA.  With planning coordinated by 
participants from several of the Deming Associations based 
along the US west coast, the conference will take an expansive
look at returns on investment and explore new possibilities 
for ROI -- Revolutionary, Radical Opportunities for Innovation,
Improvement, Interactions, and Inspiration.  For further 
information contact Dan Robertson, Marcia Daszko, or Bill 
Bellows (william.bellows@west.boeing.com).  Preliminary 
details on the conference should be available by mid-December 
at http://in2-inthinking-network.org/conference_main.html

* For Bay Area people considering going to the West Coast Forum
noted above, we have an opportunity to present the pre-
conference "Enterprise Thinking" workshop locally -- That is 
if we can find a location to hold it.  This gives those 
interested a chance to attend this popular workshop without 
tying up additional days out of the area.  Anyone who might 
have a local contact and could provide a room for the workshop
of up to 24 people held over 2 half-days, please contact Dan 
or Marcia.

* The W. Edwards Deming Institute announces a call for papers 
for its first research seminar, February 19-20, 2002, in New 
York City.  Papers that link Dr. Deming's work to academic 
literature, or to other great thinkers are particularly sought.
To be considered, send an abstract of 200 words or less by 
October 1, 2001, to orsini@fordham.edu or mail to The W. 
Edwards Deming Institute, PO Box 59511, Potomac Maryland 20859.

* WE ARE VERY INTERESTED IN GETTING YOUR INPUTS FOR UPCOMING 
TOPICS and SPEAKERS. If you have inputs, please contact Marcia
Daszko.  Also contact Marcia for details about upcoming 
programs.  Her number is 408-247-7757; e-mail address is 
MDaszko@aol.com. 

Surf the Worldwide Web to BADUG.  An overview of the group, 
past meeting minutes, and an index of Deming-associated sites 
can be accessed via your web browser.  Find the site at: 

http://www.cafm-services.com/badug/BADUG-TOC.htm

Other websites to note:

www.deming.org -- The W. E. Deming Institute website is a 
great place to go for information on the Institute and links 
to various Deming resources.  

http://deming.eng.clemson.edu/pub/den/ -- The Deming Electronic
Network -- This site, and its associated moderated internet 
discussion group, is the ultimate gathering place for those 
interested in ongoing dialogue about the implementation and 
analysis of Dr. Deming's teaching.  Go to the site listed for
links to archives and to subscribe to the list.

November's Meeting Notes: 

"Leadership" -- From the Deming video library

This session featured videos from the Deming Library -- Volume 
XVI, "The Quality Leader" and Volume XIX, "Profound Knowledge 
for Leadership".  Building on our viewing and discussion in 
September regarding the elements of Profound Knowledge, this 
session had the aim of highlighting what leaders, whether by 
position or personal initiative, should consider in carrying 
out their mission for improvement.  In the following notes, we 
will try to share some of the main points brought out in the 
videos and describe highlights of the discussion we had.

As a side note: On the suggestion of Myron Tribus, we used a 
technique during this session called "tutored video 
instruction" -- Instead of viewing the video uninterrupted, 
and then having discussion, this time we stopped the tape 
immediately upon anyone indicating they had a comment or 
question.  The theory is that this approach allows more 
opportunity for us to directly think about the topics and 
issues raised, with greater understanding and retention being 
the result.  Feedback from the group indicates that the 
technique was energizing and worked well -- We recommend that 
others using videotape presentations consider the approach.

"The Quality Leader" 

The preamble to this tape has Dr. Deming describing his role 
as a university teacher; that he did not grade his students, 
because he had no way of knowing who would be successful in 
15-20 years.  He did not want to grade them and create barriers
to their success.  

Some of the points made by Dr. Deming about the characteristics
of a leader:

- Understands the meaning of a system and how the work of the 
  group supports the aim of the system
- Optimizes the efforts of all stages in the flow
- Tries to create interest, challenge and joy in work for 
  everyone; optimizing the education, skills and abilities of 
  everyone to improve
- Understands their sources of power - formal, knowledge, and 
  personality - and their appropriate use; uses formal to 
  change the system, grows and develops the other two
- Uses statistical calculation to understand the performance 
  of self and the people in the group
- Is a coach and counsel, not a judge
- Creates trust, freedom and innovation; is aware that to 
  create trust requires taking risks
- Does not expect perfection
- Understands the benefits of cooperation and the losses from 
  competition
- Works on the system to reduce failure at the source

>From our discussion:

The biggest causes of problems are not only unknown, they are 
not even under suspicion!

You can only get what the system/method will deliver.  
Improvement should not be categorized (pigeonholed).  People 
should not be judged at the moment; they change as they go - 
education is important.

Regarding "management by objective": in Japan they use 
standards/number, with employees constantly working to improve
them, but what is important is how the numbers are arrived at;
how they are used by management - this was not seen in the 
videotape.

We realized that in the context of the videos, Dr. Deming is 
looking at the operational system, not looking at the larger, 
visionary system.

Sometimes, one needs to put the facts aside, then work towards
the goal.

Feedback accelerates learning.

In Iran, people may not tell you if something was wrong.  In 
Japan, students may not tell you when you are wrong.  There 
are cultural differences that need to be taken into 
consideration.  On the other hand, do not allow culture to be 
a barrier to the fundamentals of understanding systems, 
variation, learning and human psychology.  

_________________

"Profound Knowledge for Leadership"

Points made in the video:

- Change will require new knowledge, looking at the world in 
  a different way, unlearning what is not true, and questioning 
  your own experience.
- Leaders will work from theory to help lead the transformation;
  without a theory one does not learn
- The leader must be practical in order to put theory into 
  practice, and they must be able to teach others
- A system is composed of people, and the leader values people 
  above all else
- A leader knows how to listen and how to ask appropriate 
  questions
- The heart has its own discipline; work to drive out fear and
  to build relationship
- If people are thought of as commodities/costs, we will never 
  achieve transformation
- The future is not just about improvement, but a totally new 
  state with new systems of reward and new styles of management
- Our beliefs and assumptions impact the systems that we live 
  and work in; we need to identify those that drive the 
  environments we create; the question is whether they can be 
  changed, so that a system can improve

>From the discussion:

We act according to a belief system and tend not to question it.
Safe behavior is sought out until you invite change.  
Transformation involves changing of the system, rather than 
changing of the person.

Two things need to happen: 1) A trusted role model persuades 
one to use a different approach, 2) Discussion follows on what
happened, then the person will consider changing their belief
system.

A set of standard processes can only be changed by a manager, 
then discussion must happen for process to successfully change
(learn by experience, clarify why it happened, study it -- PDSA.)

We do not have intellectual responses before we have emotional
response -- There is a link.  The brain starts out as an 
emotional entity.  (For further discussion, one reference is 
"Decartes' Error" by Antonio R. Damasio; Avon Books paperback,
November 1995; ISBN: 0380726475.)

We need to learn how to listen -- We do not seem to have a need
\to learn how to interrupt.  Invest in listening to how a 
person feels.  Put an effort into listening without defending 
yourself.  Listening can be hard work!  In some meetings, one 
does not have a chance to resolve any issues because everybody
is interrupting (implied threat in this situation).

In Toastmasters - participants are taught to speak slowly, 
with pauses, to provide people opportunity for the message to 
get across.

Want we use for reward is important.  What kind of reward is 
being talked about?  Myron spoke of his time as a business 
executive, wanting to know about people doing good things.  
He would take them to lunch to ask them about it, wanting to 
understand how it can be used elsewhere in the company.  Make
people aware of how what they are doing is appreciated.

People working for you are bringing you "gifts" every day, and
you should make an effort to show your appreciation -- Even 
when it is bad news; the most difficult thing to find is bad 
news.  You also want to know how you can do things better.


/s/ Trish Dowd & Dan Robertson

-------------------------
To receive the Bay Area Deming Users Group's newsletter, contact:

Dan Robertson           -or-      Marcia Daszko
1141 Bruckner Circle              2752 Glorietta Circle
Mountain View, CA 94040           Santa Clara, CA 95051
650-964-9186                      408-247-7757
DanRobrtsn@AOL.com                MDaszko@AOL.com
                                  www.mdaszko.com
                                  www.itslonelyatthetop.com

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** Directions to BADUG meetings **

Venue: The Acuson Corporation Education Center, Building I, 
at 1393 Shorebird Way in Mountain View.  Contact Dan Robertson
if you have questions.

1/ From freeway 101 take Shoreline Boulevard, "Amphitheatre"
   direction (toward the bay).
2/ Turn right, off Shoreline, onto Shorebird Way (Shorebird 
   is the next street after Spacepark).
3/ Building I is the first building on the right. "BADUG" 
   signs will direct you to the meeting room.


The next BADUG meeting is Monday, 3 December 2001.