RE: Deming 2005 - Question 2 of 2 (SoPK)

["Alan Clark" <alanclark5@btconnect.com>]

Dave Carr's observation that the possibility of suggesting any change to the
canon of Dr Deming's work might be treated as heresy by some people, is very
perceptive. Indeed I have experienced that reaction myself. It is possible
that type of reaction might be explained using developmental psychology
theory. This has been written up by Bill Torbert of Boston College as the
leadership development framework. Torbert and his associates have carried
out research work in organisations validating the concept, which itself is
empirically based on work going back over 30 years.

This theory suggests that during our lives we all have the possibility to
develop through a number of different frames of reference for how we
interpret the world around us and take action. Each frame of reference is an
equilibrium state which we "experience and learn" our way through. Like a
Russian doll, we retain the ability to interpret and act out of earlier
frames. The most common (45% of managers in sample of 500) frame of
reference has be called "Expert" for which the craft logic is the ruling
frame of reference. One characteristic Torbert attributes to the "Expert"
frame of reference is "accepts feedback from objective acknowledged craft
masters"

It therefore seems to me, based upon this theory, that it is axiomatic that
no changes can be made to System of Profound Knowledge that will be found to
be acceptable to a significant proportion of Deming followers since Dr
Deming will be the only "craft master". Equally this same group of Deming
followers, operating out of this frame, are unlikely to be looking for ways
to extend SoPK.

This theory is also interesting from the perspective of transformation.
Torbert suggests that it is only when people reach the later "Strategist"
(less than 7% of his sample) frame of reference that they will be equipped
to effectively lead transformation. To me, this explains much about the
difficulties experienced in achieving and sustaining transformation.

People might like to read the paper on this topic by Julian Simcox which was
presented at the recent Deming Research Seminar in NY.

Alan C Clark - The Process Coach
Key Business Improvement