Quick one about questioning ouserlves!
Just a quick one (actually I`d have many entries I`d like to put in here, but pretty tired today)
I`ve also worked during my whole academic life, and coming here for that degree have a lot to do with that. And you work you usually kind of build some "certainties"some stuff that you are pretty sure that you know. Of course you try fighting this kind of behaviour, but is very hard to avoid it always.
So I`m really enjoying questioning some of my beliefs. Lot`s of examples but the thing that I am really not accepting easily is Deming saying we should not have targets, numerical targets. I`m not crazy about targets and I do think that you have got to be very careful when setting one. The wrongly set target can surely work against what you really wanted any "target using defender" would agree with that. But no target at all is something I still have to read more, understand better. I`ve already understood the logic, the philosophy behind it, but I`m still not fully convinced one should not use numerical targets when they are goodly designed (for instance instead of having month targets having longer terms ones so that some of the problems of having them are avoided...)
Gotta think more about that
2 comments by 2 or more people
Hi Francisco !
Deming’s idea of removing target come from the mis-use of target in the American companies at the time. Management would set an arbitrary target for their workers without understanding the variance in performance, which led to costly decisions. I don’t think he would be “Anti-target” provided it is used responsibly. One thing he is very “anti” about is competition… =)
11 Oct 2008, 13:21
A good reflection Francisco and a spot on comment Louis. What Deming was against was the use of arbitrary targets that were so often applied without any thought given to how they may be achieved. Simply everyone working hard in an organization is not good enough. How does everyone know that they are working in the right direction in the right way? That requires both leadership and knowledge, two of the cornerstones of your Management for Business Excellence masters.
16 Oct 2008, 11:43
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