Finally nudged into saying something (hopefully useful)

["Emma Langman" <Emma@lydbury.co.uk>]

Hullo Denziens,
 
All has been quiet from me for a while.  Apologies.
 
Let's sort a couple of things out:
 
1)       It is not necessary to change - survival is not optional:
OK - the one thing you can be sure about in life is change (Brian &
Sangeeta Mayne, 2002).  Absolutely no two ways about it - change is
going to happen.  Since we live in an interrelated boundless system it
follows that sooner or later a ripple will reach our (individual,
corporate, national etc) shores. If we don't adapt - we won't make it.
This is true of organisations and also of individuals.  I know from my
own personal experience, right now (will discuss off list if you really
want to go into the change discussion) that if I personally do not
evolve to meet the changing situation in which I find myself then at the
very least I will suffer symptoms of stress.
 
To put it another way - and for those interesting in the Psychology
element of the SoPK (System of Profound Knowledge) then get on the
'cause' side of the 'cause and effect equation' (check out the NLP
literature for details).
 
2)       Lots of lists around the world have gone very quiet:
Do not panic - there are some active communities left.  My guess is that
people are tied up in their day jobs (trying to keep them and progress
them) and the buzz of initial excitement associated with a number of
things that were perceived as 'miracle pudding' (ISO9000, EFQM
Excellence Model, Modernising Government and its bits etc) haven't
worked quite how management expected.  Because the stock market works in
shortwave rather than longwave (e.g. perceives everything as signal -
see Clive Holthman's work for more on this) shareholders, and thus
Boards, jump to the staccato beat.  This ripples down and some
enthusiasm and future-proofing (innovation etc) gets beaten out of the
rest.
 
There is still excitement and I can point you to a few areas of great
activity and action if you are interested.  The DEN is not dead either.
There are plenty of us silently observing and only reacting when we
really have something to say (like how excellent the UK Deming Forum was
and how you should have been there - which I've been meaning to tell you
for weeks).  The DEN lives - long live the DEN (thank you Jim!!!!)
 
3)       The suggestion that Deming was 'arrogant, cruel' and other
misapprehensions:
Our moderator is being falsely modest and is much more learned than I.
Nevertheless, here goes...  Deming was not, nor did he profess to be,
nor did he WANT to be a 'guru' in the way that he has been created (by
some).  He was the greatest (oops - that's a guruism - but bear with me)
DEBUNKER I have ever had the pleasure of 'meeting' (through his books,
not in person I am sad to say).  Look at him on video - he is SO
understated that it is incredible.  He was reacting to and working to
prevent the cruel situation of people losing their jobs for NO GOOD
REASON (except the behaviour of the Management Factory, which reacts too
late to signals and too soon to random variation, while removing control
from those who can).  He talks and lived the story of JOY in the work
place - of JOBS and MORE JOBS.  Every time I read his books (which is
not often enough by any stretch) I see more and more what an
understated, gentle person he was.
 
The saying "change is not compulsory - neither is survival" and the
various variations reported on that theme is one of empowerment.  It is
not 'follow my doctrine' (there is no instant pudding - so it follows
that the SoPK is not instant pudding either - it can't be applied
rigidly and copied from one system to another and expected to work - it
involves understanding and working with the real system - not fantasy) -
it is really - to my mind - a very sensible suggestion that if you want
to stay in business (creating joyful jobs and more joyful jobs) then..
 
..you'd better stick yourself on the 'cause' side of the equation.
 
 
I like the Maynes' quote (Brian was at the Deming Forum and his workshop
has lead to a recent dramatic personal change - which I will share if
you would like to hear about it).  It goes like this:
 
"Just as nature is in an ever-continuing cycle of change, so too are
human beings.  At the very heart of nature there exists a fundamental
drive to move onwards and upwards, and this same natural drive is in
each one of us.  Continuing change is not only a certainty of life but
also a necessity for our growth, evolution and general wellbeing.  Too
much sameness results in stagnation.  When the winds of change blow,
some people build walls, others build windmills".
 
"The number-one skill in the twenty-first century is learning how to
steer the natural changes in life towards the things that we
desire..learning how to steer your self in the direction of your choices
brings victory and self-mastery."
 
Keep on keeping on Denziens - it's great to be part of a true learning
organisation.  If the Management Factories (who are doing the best they
can with what they have - part of their own imperfect system) could
bottle what we achieve together here then the we really would be "making
a better world".  That was Deming's visionary gift - and that is what I
believe - "We are here to make a better world".
 
Regards to all,
 
Em.