systems thinking
The phenomenon of “quiet quitting” (also called “employee disengagement”) is frustrating leaders and managers across industries. But looking at the problem through the Deming lens means finding workable solutions that can strengthen relationships.
In this guest post Bill Bellows looks at recent layoff announcements from a Deming point of view. Who is responsible for company failures? What is Ford doing differently? What happens when companies target “poor performers” and how easy it is to “do the wrong thing right.”
In this guest post by John Hunter, he explores how using Deming systemic thinking leads to innovation, when the urge to “just do what we’ve always done” is strong.
In this guest post, John Hunter uses his recent frustrating customer service experience to explore why Deming’s approach to customers, continual improvement, and determining your AIM is better for everyone.
In this guest post, John Hunter explores the problem of including – or not including – the impact of climate change in your long-term business plans.
In this guest post, John Hunter focuses on how improving the quality of your products or services cuts costs.
New to The Deming Institute, Christina Dragonetti describes the beginning of her Deming journey, reflects on a previous employer’s disaster when they only went halfway with Deming, and offers examples and tips for others early in their Deming journey.
In this guest post, John Hunter revisits a 2004 video of Russell Ackoff, and the lessons we can still learn from him.
In this guest post, John Hunter reviews the Systems Thinking for Civil Servants resource from the UK Government Office for Science and connects it to the Deming philosophy.
The way to improve morale and engagement is to improve the work. Eliminate things that drive workers crazy by making their work more difficult and by creating work that should never have to be done if the system were designed better. (Guest post by John Hunter.)