Stirring things up

["John Constantine" <thesfg1@cox.net>]

Well, I suppose it would depend on just what slogans and what jargon we're
talking about.

Please folks, I'm just kidding. From what I've seen recently far too many
think too much of too little. Jargon is easier, slogans are more dramatic
and they sell better.

An alternative is hard work, longer time frames, a sense of unease in the
organization when they find that their mental models no longer fit the
present reality.

It does take more time and more energy to keep focused on what and why you
are doing what you are doing in the first place. Personally, I like
empirical evidence more than what passes for common sense.

But, it still has to have utility.

>From  Some Theory of Sampling, p. 299, "The administrator only wants to know
what to do." If he keeps getting the "wrong" answer, there is only bad news
for all involved. As Deming points out, he (the administrator) isn't
interested in a "chances are" approach. His job is on the line.

So, how many of today's administrators or CEOs take note of what statistical
predictability entails? Their jobs are on the line... Whose ideas ARE they
following?


________________
John Constantine
Phoenix, Arizona