CQI “The Red Bead Experiment” The opportunity to Think differently.
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CQI “The Red Bead Experiment” The opportunity to Think differently
Transcript of CQI “The Red Bead Experiment” The opportunity to Think differently.
CQI
“The Red Bead Experiment”
The opportunity to Think differently
A Relationship
Theorieslead to
Methodslead to
Results
Management is a Science
Theory - Powered Flight
Reduced Pressure
Thrust
Lift
Days to Process Summary CasesJustice System Project
The above graph represents the Transformation in performance when moving from “Command & Control” theories to Systems and Enabling theories
– see article http://www.dln.org.uk/JusticeSystem.htm
Censored
What are our underpinning theoretical assumptions?
Reductionist thinking - that you manage the whole by breaking it down into parts We manage the parts through procedures and
inspecting compliance against those procedures1. You need to motivate staff
Through rewards and competition Through ranking people
2. You can extract meaning from single figures – data presented in tabulated form If you cannot measure it you cannot control it.
3. The Leaders role is to direct, inspire and judge command and control
Command & Control Thinking
3 pin
Modern theoretical assumptions
1. Systems thinking We live and work in complex interdependent systems The need to manage the whole – the connections
2. Intrinsic motivation – we come to work wanting to do our best Rewards de-motivate We are all different – we bring different strengths
3. To secure meaning from data it has to be in context We can only measure 5% of the whole
4. The Leaders role is to design the system
W Edwards Deming
System of Profound Knowledge
Systems Thinking
The Democratic System
Values
Sales Pressure
First to Press
(Forward reporting)
EntertainmentSensationalism/conflict
Sound bites
Dis-information
Aims
Pressure to be re-elected
Limited communication
Defensive
Short Term
Values
Communication by pictures
Short attention span
Low listening figures for real news
Poor understanding
Decline in democracy
Loss of respect for politicians
PoliticiansElectorate
Media
Education
Analytical education
Blame
Dominance of qualifications
Distorts learning
Resistance to change
Didactic
Lowering status of teachers
No social skills
No society/systems teaching
Psychology – Intrinsic Motivation
Apathy
Non Compliance
Grudging Compliance
Formal Compliance
Genuine Compliance
Enrolment
Commitment
We love being here
We hate being here
Variation – Control Chart
Theory of Knowledge
Theorieslead to
Methodslead to
Results
“Copying without the aid of theory may lead to disaster”
The Red Bead Experiment
Required Foreman 4 Willing Workers 2 Inspectors Chief Inspector 1 Recorder
Quality is your Responsibility
(and so is Safety)
Messages
1. The system dictates performance2. Intrinsic motivation3. We could not measure morale etc4. Cooperation best route to value5. Data has to be in context – control chart6. Judging people is inappropriate7. The leadership opportunity is to redesign
the system
Language of:
Reductionist Thinking Hierarchical organigram Job specifications Targets & Budgets Staff Appraisals Commission systems Accountability Competitive tendering Learning of the
individual
Systems Thinking Flow Interdependence Customer/supplier Internal customer Co-operation Holistic Thinking Dynamics Learning of the
organisation
