I’ve finished the 12 Days to Deming course by Henry Neave, and I still do not purport to understand Deming’s System of Profound Knowledge. However, I do believe that I have a better foundation to continue learning. Like many, there are very few things I’ve stuck with over the long haul in life, and I’ve done my fair share of “job hopping” over the years. I think the most daunting aspect of deep study into Deming is the idea of putting in the time and effort to gain a deep understanding, seeing the potential that companies and societies have, and then witnessing it go unfulfilled. I’ve seen lesser disappointments break people in the workplace. Those people who are able to continually do this type of work are remarkable, usually possessing a rare combination of optimism, resilience, and a deep connection to the work that they do.
In our study group, I had the privilege of meeting just such people as I described above – relentless in their optimism and belief in the power of Deming’s work to change organizations and ultimately the world we live in. If you are beginning to study Dr. Deming’s work, I highly suggest finding a group of open-minded individuals to study with, whether it’s a book club or through a course like Dr. Neave’s. If you can find these people, you’ll be much better off. I once asked Dr. Bill Bellows how to avoid being completely overwhelmed and depressed when you begin to see the dysfunctional systems around us, and he replied with something along the lines of “Find a group of people… chances are, when you’re depressed, they won’t be. And vice versa.”
Yet, despite our optimistic group, I still feel one nagging question constantly brewing: is a Deming organization really possible? Aren’t Deming’s principles diametrically opposed to the values of our current society?
Where the world is fast, Deming is slow.
Where the world is superficial, Deming is deeply profound.
Where the world is reactive, Deming is proactive.
Where the world obfuscates, Deming clarifies.
And
Where the world seeks to reinforce beliefs, Deming seeks truth.
How can this possibly change? In The New Economics, Dr. Deming wrote:
The first step is transformation of the individual. This transformation is discontinuous. It comes from understanding of the system of profound knowledge.The individual, transformed, will perceive new meaning to his life, to events, to numbers, to interactions between people. Once the individual understands the system of profound knowledge, he will apply its principles in every kind of relationship with other people. He will have a basis for judgment of his own decisions and for transformation of the organizations that he belongs to.
This is my hope. I hope that individuals all around the world are right now finding the works of Dr. Deming and gradually and discontinuously transforming. We do not need a majority; only a critical mass. If each of us begins to apply the principles of profound knowledge, organizational change will be a natural byproduct. I believe that Deming organizations are not only possible – they are inevitable.
Shifting Lean 