Theory of Knowledge

How to Use Data and Avoid Being Mislead by Data

One of the four areas of Deming’s management system is “understanding variation.” The core principle underlying that concept is using data to improve while understanding what data is and is not telling you. The mistakes in interpreting data are very often related to mistaking natural variation in data as meaningful. Combining this with our brains …

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Cliff Norman and Ron Moen Discuss the History of the PDSA Cycle

Cliff Norman and Ron Moen, of Associates in Process Improvement (API) discuss the history of the Plan Do Study Act (PDSA) Cycle and their research on the subject in the latest Deming Institute podcast (download the podcast). This is the second Deming podcast with Ron Moen and Cliff Norman – listen to their first: Discuss …

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Kevin Cahill’s Welcome Message to the Deming In Education Conference

Kevin Cahill’s welcome message to 2015 Deming In Education Conference. Kevin is the Director the The W. Edwards Deming Institute. Kevin talks about the need to break the bounds of common sense practices. Without change we continue to get the results we have always achieved. To improve we need to try new strategies and to …

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“Our Problems Are Different” – Not Really

It is very common for people to see their situation as special and so different that they can only learn about management from some situation identical to the one they face. But this is a misunderstanding of what learning about better management practices is about. It isn’t an effort to find practices to copy. It …

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Current Neuroscience Understanding Related to Psychology and the Theory of Knowledge

Presentation by Ed Chaplin MD at our 2015 Deming Institute annual conference – It Takes An Enterprise: Current Neuroscience and Knowledge of Psychology This is really a great talk that does a great job of illustrating the importance of understanding how our brains work (psychology) and how we think (and risks in what we think …

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Riding a Bike and the Theory of Knowledge

Theory of knowledge, how we know what we know, is an area that is difficult for most people to understand and see the value of. But it is very powerful and impacts and interacts with all the other aspects of the Deming management system (psychology, understanding variation and the appreciation of systems thinking). Once we …

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Discovering Deming: Cultural Evolution at Pluralsight

Keith Sparkjoy – Discovering Deming: Cultural Evolution at Pluralsight from The W. Edwards Deming Institute 2014 Annual Conference. Enjoy Keith Sparkjoy’s presentation at the 2014 W. Edwards Deming Institute conference – Discovering Deming: Cultural Evolution at Pluralsight using the webcast above. Once you understand common cause variation versus special cause variation you spend less time …

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Knowledge About Psychology for Managers, from Dan Ariely

One of the four cornerstones of Dr. Deming’s management system is an understanding of psychology. Dr. Deming continued to learn and adapt based on the latest research and what to continually improve his ideas on management. To stay true to his vision, we need to continually improve our understanding based on new knowledge. Dan Ariely, …

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The Red Bead Experiment with Dr. W. Edwards Deming

The Red Bead Experiment is an activity Dr. Deming included in his 4 day seminars. The webcast shows excerpts of Dr. Deming carry out the Red Bead Experiment with participants from the audience. Dr. Deming used the Red Bead Experiment to clearly and dramatically illustrate several points about poor management practices. This includes the fallacy …

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