Re: departing 'customers' and the list

[DANSWART@aol.com]

In a message dated 8/5/99 10:30:03 PM Pacific Daylight Time, 
john@vanguardconsult.co.uk [John Seddon] writes:

<< I'm with the Argentinean.  If this stuff is so deep that it takes a 
lifetime to master, it will never take off. I don't believe it is 'deep' or 
that it 'takes time'  >>


I agree that it is a continuum.  I don't think it 'takes time' to BEGIN 
applying and learning the SoPK.  Dr. Deming advised us to begin IMMEDIATELY, 
and reassured us that mastery of all four parts of the SoPK is NOT required.  
The benefits to the company and to the individual will accrue immediately, 
but will probably taper to nothing without further study and learning.  It 
doesn't take a lifetime of learning to use it.  But, if our minds are not 
flexible enough to let go of our old notions there is so much "unlearning" to 
do it might take that long to master it.  I do believe that mastery of 
anything takes considerable time (if anything involving human beings and 
systems can be said to be mastered).  Mr. Kerridge has written recently about 
how the length of time needed to learn to use the SoPK TO ITS FULL POTENTIAL 
is long because of how counterintuitive these concepts are to all human 
beings. It's not that the SoPK is so 'deep,' its that we human beings are so 
unprepared.  Ideas and concepts that are counterintuitive, and demand shifts 
in the current power structure, will never "take off" and, accordingly, the 
SoPK will not "sweep" the world in the near future.

Participation in the DEN is neither necessary nor sufficient to create or 
manage a successful company or department.  Ricardo Semler in his book 
"Maverick" (ISBN 0-446-67055-3) never mentions Deming and to my knowledge has 
never been on the DEN, but he created a very successful, Deming-like company 
based upon the principles of democracy and faith in the judgment and 
creativity of the common worker.  Tomas Bata did the same with his company, 
and he was guided by his principles of management accountability to the 
workers and to society.  His story is told in his book "Knowledge in Action" 
(ISBN 90-5199-0596).  There are many other examples.  Participation in the 
DEN is for those who wish to increase their understanding by exposure to 
others with similar interests.  There are certainly other ways to progress.

The SoPK is a management philosophy with specific, humanitarian principles 
wedded to scientific methods.  It also includes specific obligations between 
companies, workers and society.  One may disagree either with the 
humanitarian principles in the workplace, the scientific method in the 
workplace, or the obligations, or all three.  If one accepts the principles 
and the obligations, the scientific methods provide the means to achieve such 
a workplace.  If you reject the principles or obligations, the methods will 
soon reach their maximum benefits in your workplace.  On the other hand, the 
principles and obligations can guide one a long way in times of uncertainty 
and at times when your personal knowledge is insufficient for the immediate 
problem.  Be honest with yourself as to which parts you agree with and 
disagree with and what that means for your ability to integrate and practice 
the SoPK to its full potential.

To me, the SoPK is like a martial art or the study of music.  You don't need 
to study a martial art or music to survive in this world.  However, like many 
other pursuits, they can lead you to the same place:  a level of 
understanding of yourself and your world far beyond what you imagined when 
you first began the journey.  However, very, very few start as a master.  You 
begin with what you learn first, apply it in a controlled environment, learn 
from experience, learn some more.  As you progress you will gain insights 
from things you have heard over and over from the first day of your training, 
but were not ready to integrate until later.  The SoPK is a journey, not a 
destination, and as such is unsettling for some.  Each of the DENizens is 
trying to find their way, as best they can, along their own personal paths.  
To those without ready access to a local master the DEN is the next best 
thing.

Ultimately, you are going to have to DO something.  Prepare yourself as best 
you can in the time available by reading, discussing, watching videos, 
discussing, listening to tapes, discussing and test what you think you know 
in small doses if possible.  If you are a novice and you need to use what you 
have learned in situations where others are affected, you and they might take 
some lumps.  Accept the responsibility that goes with that leadership.  As 
long as you don't blame the SoPK for the results, and you don't abandon your 
co-workers or your principles, you will progress.  That is how the rest of 
the world learns.  And that is how the rest of the world will learn of the 
SoPK.

Trying to learn,

Dan
danswart@aol.com
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