🚀 go-pugleaf

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On Mon, 6 Jun 1994, Jon E Browning wrote:

> ----------------------------Original message----------------------------
  <SOME COMMENTS DELETED>

>   A researcher has to feel free to take a chance and propose an idea that at
> first glance looks and sound absurb because it violates an scientific,
> technical or organizational paradigm.  When fear is present, few such
> outside-the-box ideas ever emerge.  Management thinks everything is OK
> because what they see is relevant research directed at the current lines of
> business.  Because FEAR is there, the next generation required for survival is
> not.
>        As a staff person, I've thought a lot about quality in research and how
> to make it work and why research presents such a difficut target for the
> concept.  Part of the answer, I think, lies in the concept of teams.  In
> research, intuition is the most important ingredient for a breakthrough and
> intuition comes from an individual not a team.  So, teams in a research
> environment have to foster intuition and focus on how to facilitate the
> growing and nurturing of fragile ideas.  That ultimately means turning the
> organization upside down and making the management servants instead of
> masters.

In my experience in commercial R&D, your observations apply to anyone who
might have an innovative idea - if the environment encouraged it.

>        As for me, fear is no longer a factor.  I've reached that magic
> combination of age and service where I can hang it up here and have a new
> life.  My last day here is June 30, and I already feel that I've lost 10
> intellectual pounds.  I can see a notable improvement in my thought processes
> and my output.  What is missing is fear--the box I didn't even realize I
> was working inside of  is gone.    So,  I can tell you based on personal
> experience that Deming is right.

With regard to your observation in the next paragraph, while I have met
some managers who deliberately exploit fear, I believe most managers share
the subconscious fear you describe (especially if they are untrained for
their management roles), which stifles their willingness to risk putting
their _management_ ideas up for discussion, which adds to the fear that
permeates the organization, etc..

As I audit and help organizations prepare for ISO 9001 registration, it is
frequently a well-received surprise that requirements for process, training,
and qualification apply to those who manage, plan, and make decisions as well
as to those who execute the plans.

>       Reading the previous discussion on this topic, I think that that those
> who think Deming was out to lunch on fear are mostly in management where fear
> is a control tool.  If you take away fear, that means you have to manage by
> the quality of your ideas and to allow those ideas to be subjected to the same
> rigerous examination as any other idea.  Few management egos are stong enough
> to put their ideas up for disussion and refinement let alone for possible
> death from lack of form or substance.

Congratulations on what sounds like a well-earned retirement.  Good luck!

--------------------------------------------------------------------
Bob Bamford <bamf@sunlight.com>                       SSQC
Software Systems Quality Consulting           2269 Sunny Vista Drive
Phone/Fax (408) 866-4792                         San Jose, CA  95128