In Their Own Words

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

In our inaugural "Lens" episode, hosts Tripp Babbitt and Bill Bellows share their vision of these new podcasts, an opportunity for them to engage the Deming community in interpreting the wide-ranging aspects and implications of Dr. Deming's theory of management.

Topics for our first episode, Tripp and Bill explore the following topics:

• Format of the "Lens"
• Favorite Deming quotes
• "All that we have comes from people who are responsible only to themselves"
• "By What Method?" 
• Favorite Deming misquotes
• "In God we trust, all others bring data"
• "If you cannot measure it, you cannot manage it"
• Use and misuse of numerical targets
• Low use of Statistical Process Control
  

This podcast features the sixth 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, October 30th.

The July/August 2017 Study Sessions of The New Economics started on Monday, July 17th.  

This podcast features the fifth 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, October 30th.

Beginning with a few minutes of group (physical) exercises, this 18-minute excerpt from a 1988 presentation by Dr. Deming includes his thoughts on the following topics:

1. The use of control charts is not a panacea
2. Are we improving?
3. Over-justification
4. (Dis)Incentives for reading
5. Joy in learning
6. Joy in work
7. Tampering
8. No substitute for knowledge

In our September 2017 podcast, her first session with Tripp, Lori Fry, a business management consultant from Columbus, Ohio, shares her inspiration for launching her "Dignity (at work) Project." Through a partnership with The Deming Institute, every month, beginning in June, Lori will share posts from her website, www.dignityatworkproject.com.

From her website, Lori is "on a mission to bring dignity back to work in the American workforce. To transform our economy, we first must transform ourselves and our companies. Our aim is to bring dignity and joy back to work. The work of Dr. Deming and others who have contributed to expanding his body of work over the years provide the basis for what's to come."

Lori adds "Our dysfunction with skilled labor is the tip of the iceberg. Below the surface are the symptoms of a workforce that's been robbed of dignity in the name of greater productivity and short-term profits. More than 30 years ago, W. Edwards Deming foresaw our current condition, and in 1982 he published Out of the Crisis, a theory of management declaring American companies require nothing less than a transformation of management. American management failed to listen. The economy was expanding; business was booming – until it wasn't – and we know what has happened since."

As a 20+ year student of Dr. Deming's theory of management, Lori brings a passionate voice for the possibilities of teamwork and collaboration available to all organizations.

Interview highlights include:

• her experience in "human capital management"
• her corporate training background and the lingering questions, notably "What if we train our people and they leave the company?" and "What if we don't (train them) and they stay?"
• taking a break from business management consulting to support her family's farming business
• her introduction to Deming management
• as she learned more and more about Deming management, what stood out to her
• where change begins
• feedback on her first post, Don't Gamble with Your Company's Future
• reflections on her post about her son's education system, Tree climbing or life-long learning – what's the real AIM of our education system?
• her blog audience
• general blog feedback

In our September 2017 podcast, her first session with Tripp, Lori Fry, a business management consultant from Columbus, Ohio, shares her inspiration for launching her "Dignity (at work) Project."   Through a partnership with The Deming Institute, every month, beginning in June, Lori will share posts from her website, www.dignityatworkproject.com.

From her website, Lori is "on a mission to bring dignity back to work in the American workforce.  To transform our economy, we first must transform ourselves and our companies.  Our aim is to bring dignity and joy back to work. The work of Dr. Deming and others who have contributed to expanding his body of work over the years provide the basis for what’s to come."

Lori adds "Our dysfunction with skilled labor is the tip of the iceberg. Below the surface are the symptoms of a workforce that’s been robbed of dignity in the name of greater productivity and short-term profits. More than 30 years ago, W. Edwards Deming foresaw our current condition, and in 1982 he published Out of the Crisis, a theory of management declaring American companies require nothing less than a transformation of management. American management failed to listen. The economy was expanding; business was booming – until it wasn’t – and we know what has happened since."

As a 20+ year student of Dr. Deming's theory of management, Lori brings a passionate voice for the possibilities of teamwork and collaboration available to all organizations.  

Interview highlights include: 

• her experience in "human capital management"
• her corporate training background and the lingering questions, notably "What if we train our people and they leave the company?" and "What if we don't (train them) and they stay?" 
• taking a break from business management consulting to support her family's farming business
• her introduction to Deming management
• as she learned more and more about Deming management, what stood out to her
• where change begins
• feedback on her first post, Don't Gamble with Your Company's Future
• reflections on her post about her son's education system, Tree climbing or life-long learning – what’s the real AIM of our education system?
• her blog audience
• general blog feedback 

The July/August 2017 Study Sessions of The New Economics started on Monday, July 17th.  

This podcast features the fourth 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, October 30th.