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New Definition of Quality And Leadership B Waltuck Rev 12 2007
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New Definition of Quality And Leadership B Waltuck Rev 12 2007

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Re-thinking the definition of "quality" and the new roles of leadership for positive change, through the lens of complexity/complex adaptive systems science. As presented at New Mexico and Delaware ...

Re-thinking the definition of "quality" and the new roles of leadership for positive change, through the lens of complexity/complex adaptive systems science. As presented at New Mexico and Delaware quality improvement conferences.

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New Definition of Quality And Leadership B Waltuck Rev 12 2007 Presentation Transcript

  • 1. The Relationship is Everything: towards a new definition of quality and the emerging roles of leaders Bruce A. Waltuck (609) 577-1584 [email_address]
  • 2. What’s Your Biggest Leadership Challenge?
  • 3.
    • WHAT is Quality?
    • WHO Defines Quality?
    • What do the Masters Say?
    • Towards a New Definition of Quality
    Defining Quality
  • 4.
    • Quality - Good and Bad
    • Some Possible Definitions
    What is Quality?
  • 5. Who Defines Quality?
    • Who COULD Define Quality?
    • Needs
    • Wants
    • Perception vs. Reality
  • 6. The Masters: Crosby
    • We must define quality as “conformance to requirements” if we are to manage it. ( Quality Is Free, 1979 )
    • Is this Sufficient?
  • 7. The Masters: Deming
    • The difficulty in defining quality is to translate future needs of the user into measurable characteristics. . .This is not easy. As soon as one feels fairly successful, he finds that the needs of the consumer have changed. . . Quality can be defined only in terms of the agent. Who is the judge of quality ? ( Out of the Crisis, 1988, emphasis added )
  • 8. The Masters: Feigenbaum
    • Quality is a customer determination. . . based upon. . . actual experience with the product or service, measured against his or her requirements - stated or unstated, conscious or merely sensed -- and always representing a moving target in a competitive market. ( Total Quality Control, 1983)
    • SO- What Do You Do?
  • 9. The Masters: Juran
    • Two [meanings of quality] dominate: 1. ..features which meet the needs of customers and 2. Quality consists of freedom from deficiencies ( Juran’s Quality Control Handbook , 1988)
    • Static vs. Dynamic ?
  • 10. Lessons From the Mysterious Quantum World
    • Particle
    • Wave
    • Either?
    • Both?
    • How Can This Be?
    • Role of the Observer
  • 11. Quantum Quality (tm)
    • Static and dynamic Quality BOTH depend on OBSERVATION (Measures)
    • Objective vs. Subjective
    • Specification vs. Perception
    • Interactive: Quality ONLY Exists in Terms of EXPERIENCE.
  • 12. So, Now What?
    • Shewhart’s Advice:
    • Both Objective and Subjective Measures Matter
    • Try to satisfy human wants- consider the human element
    • (adapted from Economic Control of Quality of Manufactured Products, 1931)
  • 13. What Should We Do?
    • Emphasize BOTH Aspects of Quality
    • Move Away From the “Command and Control” Organizational Model
    • Listen to the Voice of the People
    • Leaders Must Adopt the New Culture of Quality and Spread this Change Throughout the Organization
    • Seek Measures of Progress
    • Don’t Give Up!
  • 14. What Do You Know? Rules of the Road, Parts 1, 2, and 3
  • 15. Where did we get our ideas about leadership?
    • Ancient models
    • Assumptions and implications
    • What is the job of a leader?
    BOSS LEADER BETTER THAN.. ALMOST AS… NOT AS…
  • 16. Nagging Questions
    • Paradigm Shifts
    • “ Power players”
    • Unforeseen Consequences
  • 17. R.O.M.P.
  • 18. Complex Adaptive Systems & Organizational Behavior
    • Self-organizing dynamics
    • Self-Similarity (coastline/fractals)
    • Tendency to greater complexity over time
    • Emergent behaviors – patterns
    • Attractors of Meaning
    • Responsive Processes of Human Relating
    • Sensitivity to Initial Conditions
    • The behavior of the whole can NOT be understood by understanding the behaviors of the parts
    • SEE>> www.plexusinstitute.org
    • SEE> Works of Ralph Stacey, Patricia Shaw, Glenda Eoyang, Meg Wheatley, Irene Sanders, M. Waldrop, M. Lissack, Kevin Dooley, Michael McMaster, Sharon Daloz Parks, Frank Barrett, Laurie Fitzgerald, etc.
  • 19. Illustrations by Bruce Waltuck © 2004 All rights reserved.
  • 20. Quality and Complexity UCL LCL Control Chart For Statistical Process Control Analysis of Social Data – Variation in Perceived meaning and behaviors In quality control, we want stable and predictable results. We want to eliminate non-conforming causes of variation Dogmatic; Cult behavior. Edge of chaos. Greatest opportunities for innovation adaptation and sustained growth. Chaos. Anarchy. Bruce A. Waltuck © Freethinq. 2007
  • 21. Complexity and Quality: “Social Statistical Process Charts” Into the Boiler: Turbulence @ the Edge of Chaos
    • Control Charts: Observations of a process over time; UCL and LCL
    • Visible patterns of variation can reveal “special causes” of variation -bifurcation points
    • In Complex Responsive Processes of Human Relating (Stacey), the patterning of human dynamics generates NORMS, VALUES and IDEOLOGIES
    • The “Social SPC” shows the relationship between the level of human interaction, and the type of organizational or social culture that emerges (dogma/cult; innovative/sustainable; anarchy/chaos)
    • The implication for the emerging role of leaders is clear – influence your organization to the “edge”
  • 22. Helium Stick
  • 23. “ The Relationship Is Everything” Ideas and Books About Leadership, Change, and Working Better Together
  • 24. “ Leading Change” by John Kotter
    • Establish a sense of urgency
    • Create a Guiding Coalition
    • Develop Vision and Strategy
    • Communicate the Change Vision
    • Empower Employees for Broad-based Action
    • Generate Short-Term “Wins”
    • Consolidate Gains and Produce More Change
    • Anchor New Approaches in the Culture
  • 25. “ The Leader’s Edge” by Charles Palus & David Horth
    • Six Key Competencies a Leader Should Have—
    • 1-Pay Attention
    • 2-Personalize
    • 3-Imaging
    • 4-“Serious Play”
    • 5-Collaborative Inquiry
    • 6-Crafting
  • 26. “ The End of Management” by Ken Cloke and Joan Goldsmith
    • Several leadership qualities are needed: Visionary; Principled; Empowering; Facilitative; Collaborative
    • Three “discoveries” waiting for us: 1-we are our environment (work or other); 2-what we perceive, we can alter; 3- when we alter perception, we reinvent ourselves (pg. 31)
    • Quotes Deming: “our prevailing system of management has destroyed our people” (pg. 34 )
    • Management impedes the capacity of the organization to evolve and adapt (pg. 69)
  • 27. “ The End of Management” (continued)
    • Seven Strategies (pgs. 103 ff):
    • 1-Shape a context of values , ethics, and integrity
    • 2-Form living, evolving webs of association
    • 3-Develop ubiquitous, linking leadership
    • 4-Build innovative self-managing teams
    • 5-Implement streamlined, open, collaborative processes
    • 6-Create complex self-correcting systems
    • 7-Integrate strategically and change the way we change
    • Quotes Darwin: “it is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change”
  • 28. “ Built to Last” by Jim Collins and Jerry Porros
    • Keep core values, but CHANGE & ADAPT
    • Try a lot of stuff, and keep what works (pg. 8)
    • Be a “genius of the AND not OR” – Allows successful leaders to pursue BOTH “A” and “B” at the same time
    • Core ideology “gives guidance and inspiration to people inside the company” (pg. 68)
    • Core idea of the book: “preserve the core, and stimulate progress” (pg. 82)
  • 29. “ Terms of Engagement” by Richard Axelrod
    • Foreword by Peter Block – An alternative to “leader-driven change” – the possibility of engagement, relationship, . . . as the methodology (pg. viii)
    • Block notes the false belief that control and predictability are keys to success
    • Two Basic Truths: 1-command & control does not work; 2-the boss alone can not bring about needed change (pg. 2)
  • 30. “ Managing in the Next Society” Peter Drucker
    • Article on Entrepreneurs and Innovation, from Inc. magazine, 1996:
      • Most difficult for existing companies to do: to abandon rather than defend yesterday (pg. 96)
  • 31. “ SHIFT” by Janice Calnan
    • Focus on Qualitative changes
    • Need courage – admit we need help to change
    • Start Fully Where You Are and TELL YOUR TRUTH
    • Acknowledge What IS Working
      • We ALWAYS have CHOICES
    • Ask for What You Want and Need
      • If you want it, create it
      • Partnering
    • Step Aside and Notice What is Changing
      • Let go of your attachment to the OUTCOME
  • 32. “ Turning to One Another” by Margaret Wheatley
    • People are the solutions to the problems that confront us.
    • Relationships are all there is. Everything exists only because it is in relationship to everything else . We have to stop pretending that we can go it alone.
    • We become hopeful when somebody tells the truth.
    • The cure for despair is discovering what we want to do about something we care about.
  • 33. “ Leadership Can Be Taught” by Sharon Daloz Parks
    • True Leadership differs from the kind of authority typically conferred by organizations
    • Leaders have less of a role solving technical problems than in helping teams of individuals deal with adaptive challenges
    • Conventional power – meaning authority over people and budget – is less important than “ presence ” (see Senge, et al. )
    • This mysterious quality of “presence” rests less on innate personality than on a style of interacting with others in an organization
  • 34. All Together Now
  • 35. Time to GET WHACKY! Or- We ALL Have a Part to Play
    • ONE two THREE four
    • One AND A two AND A
    • ONE and TWO THREE FOUR
    • ONE TWO THREE and FOUR and (triplet/quarter)
    • One TWO AND THREE AND four
  • 36. Power does not mean the same thing as control. Many things we want to control, can not BE controlled. This has implications for things like “long-term strategic planning.” Too much is unknown and unknowable (to paraphrase Dr, Deming); The best chances for innovation and growth come from interconnecting more people in the organization. Take actions to eliminate barriers to communication and interaction. Encourage people to try new ideas. Help people let go of old ideas that either didn’t work as planned, or that no longer serve the organization’s needs Encourage people to learn, so they are best able to contribute to the dialogue that becomes the organization’s future. Stop focusing on blame and guilt, for things over which people had no control in the first place. Every encounter with anyone is a chance to have a dialogue, a conversation that can shape the future. There is the constant process of gesture and response, turn-taking, negotiation of agreed-upon meaning, and the decisions and actions that follow. - Bruce A. Waltuck, 2005
  • 37. How far will your leadership take you?