Topics in this episode include:

• Incentives
• Inspiration from Jim "Mattress Mack" McIngvale
• The Law of Amplification
• Me vs We Organizations
• United We Stand, Divided We Fall
• The Last Lecture, with Randy Pausch
• Ethics
• The Myth of Sales Commissions
• Getting started with the Deming philosophy
• Mentors

This podcast features the first 90-minute session with Tim Higgins.

Follow this link to find our overview podcast for this series.

Follow this link to register for the next sessions, beginning on Monday, March 12th.

1. Goals and the Voice of the Customer
2. Arbitrary numerical goals
3. Applying the Deming philosophy
4. Development of the 14 Points for Management
5. Monopolies
6. (Japanese) Competition
7. Socialism

In our November 2017 podcast, his 3rd session with Tripp, Kevin Cahill, Executive Director, reflects on the first 24 years of operation of The Deming Institute, founded by Dr. Deming before his passing in 1993.

Highlights include:

• A brief history of The Deming Institute
• The restated aim, "Enriching society through the Deming philosophy"
• 46 interview podcasts and an ever-growing reach
• Plans ahead for The Deming Institute
• Resource development
• Moving from an internal focus to better serving constituents
• Partnerships and engagements
• Presentation at TEDxSUN
• New workshop - Shifting from "Me" to "We" Thinking and Action
• Jim "Mattress Mack" McIngvale and Hurricane Harvey
• Moving from crisis to cooperation
• Future of The Deming Institute
• Biggest challenges
• Expanding reach
• 25th Anniversary - 2018
• Operating as a 501(c)(3) non-profit, not a foundation
• Amazon Smiles
• New website - expanded capability
• How to donate
• Legacy

In our November 2017 podcast, his 3rd session with Tripp, Kevin Cahill, Executive Director, reflects on the first 24 years of operation of The Deming Institute, founded by Dr. Deming before his passing in 1993.

Highlights include:

• A brief history of The Deming Institute
• The restated aim, "Enriching society through the Deming philosophy"
• 46 interview podcasts and an ever-growing reach
• Plans ahead for The Deming Institute
• Resource development
• Moving from an internal focus to better serving constituents
• Partnerships and engagements
• Presentation at TEDxSUN
• New workshop - Shifting from "Me" to "We" Thinking and Action
• Jim "Mattress Mack" McIngvale and Hurricane Harvey
• Moving from crisis to cooperation
• Future of The Deming Institute
• Biggest challenges
• Expanding reach
• 25th Anniversary - 2018
• Operating as a 501(c)(3) non-profit, not a foundation
• Amazon Smiles
• New website - expanded capability
• How to donate
• Legacy

This week's podcast features a conversation with Tripp Babbitt and Bill Bellows, with an explanation of several new elements of the Deming Podcast.

Beginning in May 2014, our podcasts have featured interviews with members of The Deming Institute community, including industry leaders, practitioners, educators, Deming family members, and others who share their stories of transformation and success through the innovative management and quality theories of Dr. W. Edwards Deming. Our most recent edition was an interview with Joshua Macht, Executive Vice President, Product Innovation, and Group Publisher of the Harvard Business Review Group. 

Beginning in December 2015, we have featured a variety of special topics in episodes known as “10 Minutes with Dr. Deming.”

Over the past few months, we have added three new podcast segments:

• Deming Lens - an opportunity for Tripp and Bill to engage the Deming community in interpreting the wide-ranging aspects and implications of Dr. Deming's theory of management.
  
  
• Deming Speaks – excerpts of presentations by Dr. Deming
  
  
• Study Sessions of The New Economics - three times a year, we offer a six-part series of 90-minute conference calls, hosted by Tim Higgins, to study Dr. Deming’s book, The New Economics.   Recordings of these sessions are released in later months as podcasts.

In our 6th 10 Minutes episode, Tripp explores both the role and need for performance appraisals, beginning with an explanation of their 3-part intended use; to provide feedback, to guide decisions on promotions, and to allocate salary increases.

Using short excerpts of presentations by Dr. Deming, Tripp reminds us of the strong association Dr. Deming encountered between performance appraisals and "management by fear," not to mention their ability to "annihilate long term planning," encourage high mobility of management, and destroy teamwork.     

This episode includes excerpts of previous podcasts with business executives who were inspired by Dr. Deming to abolish performance appraisals in their companies; Dick Steele with Peaker Services and Paula Marshall with The Bama Companies.

Tripp closes the podcast with choice words on ending the practice of performance appraisals from Peter Scholtes. 

If you have comments or suggestions for future 10 Minutes with Dr. Deming topics, please contact Tripp at [email protected] or through Twitter @demingpodcast.

1. Hard work and best efforts
2. Role of automation
3. How to plot points
4. The scarcest items in all the world
5. Missing ingredient - Profound Knowledge
6. Deming's second theorem
7. Efforts guided by instinct
8. Forces of destruction
9. Monopolies
10. Irving Langmuir
11. Management by Results
12. Special causes and common causes
13. How is management going to learn?
14. Work standards
15. Management by Imposition of Results (MBIR)
16. Job of a leader
17. 3 sources of power

In our October 2017 podcast, his first session with Tripp, Joshua Macht, Executive Vice President, Product Innovation, and Group Publisher of the Harvard Business Review (HBR) Group, shares his goal of how to recast management ideas to those new to management, with a focus on innovation, strategy, and core principles of leadership.   

Long before he traveled to Gothenberg, Sweden in 2016 to attend an international healthcare conference, Josh was aware of Dr. Deming as an "old friend" of management, much the same as he assessed Peter Drucker.   Yet, upon witnessing Dr. Don Berwick conduct the classic "red bead experiment," he quickly joined the ranks of those deeply struck by the revelation that the performance of willing workers in any organization is largely governed by the system itself, far more than the performance of the workers taken separately.   So began his desire to review a series of videos and books about Dr. Deming, leading to his HBR article in 2016, a 6-page tribute to Dr. Deming, "The management thinker we should never have forgotten."

In parallel, he also wrote about Dr. Deming in a 2016 article for the Boston Globe.

Interview highlights include: 

• What’s happening at the HBR – expansion, podcasts, innovation, new and expanded audience
• Thinking systemically
• Needs of young professionals
• New HBR product launched in India, ASCEND
• Lasting impressions of the red bead experiment, including whimsical measures of quality
• Now, more than ever, the need for a refresher on Dr. Deming
• Layoffs and the erosion of trust
• How good people fall prey to a bad system
• Dr. Deming’s world of human nature
• Efforts that obliterate trust
• Barriers to success
• How workers treat each other in ways that are counter-productive
• Taylorism vs. Deming management
• HBR and the Watertown (Massachusetts) Arsenal, an early site of Taylorism
• Organizational undercurrents of “Us” vs “Them”
• Passion for innovation and a role as a digital renegade
• The need to be useful and feel valued
• The joy of learning

In our October 2017 podcast, his first session with Tripp, Joshua Macht, Executive Vice President, Product Innovation, and Group Publisher of the Harvard Business Review (HBR) Group, shares his goal of how to recast management ideas to those new to management, with a focus on innovation, strategy, and core principles of leadership.   

Long before he traveled to Gothenberg, Sweden in 2016 to attend an international healthcare conference, Josh was aware of Dr. Deming as an "old friend" of management, much the same as he assessed Peter Drucker.   Yet, upon witnessing Dr. Don Berwick conduct the classic "red bead experiment," he quickly joined the ranks of those deeply struck by the revelation that the performance of willing workers in any organization is largely governed by the system itself, far more than the performance of the workers taken separately.   So began his desire to review a series of videos and books about Dr. Deming, leading to his HBR article in 2016, a 6-page tribute to Dr. Deming, "The management thinker we should never have forgotten."

In parallel, he also wrote about Dr. Deming in a 2016 article for the Boston Globe.

Interview highlights include: 

• What’s happening at the HBR – expansion, podcasts, innovation, new and expanded audience
• Thinking systemically
• Needs of young professionals
• New HBR product launched in India, ASCEND
• Lasting impressions of the red bead experiment, including whimsical measures of quality
• Now, more than ever, the need for a refresher on Dr. Deming
• Layoffs and the erosion of trust
• How good people fall prey to a bad system
• Dr. Deming’s world of human nature
• Efforts that obliterate trust
• Barriers to success
• How workers treat each other in ways that are counter-productive
• Taylorism vs. Deming management
• HBR and the Watertown (Massachusetts) Arsenal, an early site of Taylorism
• Organizational undercurrents of “Us” vs “Them”
• Passion for innovation and a role as a digital renegade
• The need to be useful and feel valued
• The joy of learning