RE: The DEN -- Heal thyself- a lurkers input

["Longe, Chris" <Chris_Longe@sra.com>]

As one who has earned the label "lurker"  I have been a very minor
contributor to active postings......but here I'll provide some points for
thoughts that may shed some light on why I lurk as this is a new topic.

IRT Myron's initial analysis.  I wonder what a deeper look at the
information would show?  What was the last topic of discussion before the
posts dropped to double digits?  Of the double digit postings....how many
were made by different individuals, (i.e.  Were 40 postings from only 20
people?).  

My experience with the human part of any process is that no matter how good
the "what" may be, once the "what" loses its value to people, they go away.
The old "wifm" principle.  I dislike email for communication when some
things can be easily mis-construed and by wifm in the case of the den I do
not mean den subscribers are self serving.  I believe it falls more into the
preaching to the choir metaphor used by others regarding this topic.
Problems in my profession and in my current organization have not changed in
years.  Typical issues...pushing for certification programs to get in the
game with no underlying philosophy of cultural change to support the
momentum or ensure lasting change.....people who think a procedure and a
process are synonymous and then become frustrated when they can't figure out
how to measure their process(procedure). Senior management speaking support
but showing by their actions a lack of commitment to their words.   
I work for an incredible company....and we still have all of the issues
which come up again and again on the den and through-out trade publications.
I teach team building, communications and time and life management skills.
The bottom line is the bottom line. That is what we are all up against.  I
do not want to start the discussions on the cost of quality vs. the cost of
no quality....I can teach it!  I have scenario after scenario to prove the
value.  I can teach team building only to those who think they have the time
for team building.  
My company sank considerable resources in my certification to teach a
time/life management seminar to help improve productivity.  My last report
to the senior executives is that response to the class has been
overwhelming, but the people who could benefit the most, don't have time for
the course.
Our underlying industrial/social culture has not changed. Instant
gratification is paramount....instant profit preferred.  
Methods to assist people struggling with change management I gladly share
and have via back channels on many occasions.  I believe most of the
subscribers to the den are consultants....either internal or external, like
it or not.  We all have solutions which have worked and failed depending on
the reception. I read with interest calls for help in displaying information
or analysis of problems. 
I know the problems.  In most cases I know effective solutions or where to
go to get them.  I am also acutely aware of those things over which I have
no control and I  have no time to lament those things.  I chose instead to
eat the elephant one bite at a time and make inroads slowly and where I can.
It took two years for me to change the customer survey into a meaningful
instrument and another year to change the process into one the is actually
friendly to customers.  It took 3 years to implement the time/life
management course.  I can now show instant returns on both of those issues
but I don't think anyone would have benefited from my daily frustrations.
You know what they are.

And as for "what did Deming mean?"......Unfortunately only Deming knows for
sure and if his words are not clear then I suggest that you take away what
you can. For me to offer my opinion on what Deming meant....well there is an
old navy adage about opinions and there is also a reason there are over 2000
protestant religions using the same 'book'.
The time I have to lament and commiserate all of the problems I listed above
are limited.

Finally....what makes quiet a bad thing?    

Chris Longe
Director
Health Systems Quality Assurance
SRA International
703-502-7708