October 31, 2008

Saving my face…

Hi all!

This entry is about the notorious "imperial" word I used last week in the presentation about the comparison of the excellence models....I have to admit I am pleased to see it generated such deep discussions-I have read all the relevant blogs and comments- although it was not my intention... But i like the fact we are a very vivid team passionate about what we are doing at MBE.

Anyway here goes...

First of all I based that comment on this journal: http://www.emeraldinsight.com/Insight/ViewContentServlet?Filename=Published/EmeraldFullTextArticle/Articles/1060190305.html

Of course I looked at other journals and websites, but I was particularly impressed by this one because in implies an unusual meaning of leadership for the Deming Prize...or at least that's what I got out of it..

So to begin with, at one point in the journal it is mentioned that the Deming Prize included at some stage aditional perspectives exclusively for executive senior managers. These  perspectives concentrate  on various areas such as HR and CSR, but what stood out for me was that it talks about vision and strategy... Are these two subjects only a CEO's responsibility?    

Then moving further down, you will find that the journal suggests that according to the Deming Prize "guidlines" top management -leadership- should demonstrate enthusiasm about TQM whilst everyone else will be dealing with the basic categories...

Now about the word imperial.... I used it to describe someone who has supreme authority... I know that sounds a bit absolute....But I think that Deming suggests that the journey towards continuous improvement starts from the top of the pyramid-as Aykut mentions in a comment-  and is forwarded towards the other parts...

Everything must begin from the top management... (?)

I think that Paul told us that when Deming went to Japan he gathered all the top managers and taught them how to think...! Is't this an indication?

I am not trying to jump to conclusions, I just felt that this introduces kind of leadership which is quite different to what we have been discussing all this time...

Finally, I would like to stress out that this information is based on the Deming Prize and might be different to the philosofy of Deming...

- 4 comments by 2 or more people Not publicly viewable

  1. Well…while I was reading your post I was thinking that we might be talking about different things (Deming`s philosophy, and Deming prize) that was exactly what you said. That would imply that somehow the prize did not manage to capture the essence of D teachings. The more I think about it the more I believe that the discussion is pretty much about what we understand about the word “imperial”. I think we all have pretty much the same vision about Deming, but some of us might associate that vision with the word because they have a different approach to it. That`s why in my post I took the time to discuss the word, and since there is a huge amount of historical/cultural background behind that specific word i decided to find a “neutral” definition to it. And based on that neutral, British-English definition I still think Deming`s teachings were not imperial…

    But that is just my point of view….


    31 Oct 2008, 12:10

  2. Thank you for providing us the original document Lila; even though ,apparentlly, it didn’t help : P

    PS. I have to say I found it funny how Deming Prize commitee uses word TQM even though Deming himself didn’t like the word at all : )

    31 Oct 2008, 14:13

  3. Hi guys!

    I am disappointed to hear the journal did help Aykut…Maybe this just how I interpreted the meaning. The truth is that the word imperial was entirely my idea, maybe that was too bold on my behalf
    Fransico, I agree with you about what you mention about Deming’s teaching, and that is why I think we need to understand that there might be differences between the actual mentality and the Deming Prize, one of it is what you say about TQM….

    01 Nov 2008, 00:27

  4. Paul Roberts

    Well done Lila for stimulating so much discussion. One point that I think is worth mentioning with respect to continuous improvement and the culture associated with that starting from the top is that we should not take this to mean that only the CEO can start this process. As a manager at any level in an organization, you will be the ‘ceo’ of the bit for which you are responsible.

    Thus, do not wait until lead from the top of the organization. Understand the principles that underpin the behaviours that should lead to the performance that you are seeking and apply them to your part of the organization. As others see the impact of your leadership, so your influence will spread….

    26 Nov 2008, 15:44

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