In democracies, voters have the responsibility to determine if things are getting better or worse and to elect leaders that will make a positive difference.
The transformation from the prevailing style of management requires the application of a practical understanding of four components of change that W. Edwards Deming identified as the system of profound knowledge (SoPK) consisting of the following principles: variation, systems, knowledge and psychology. Another description for the SoPK is common sense that is not so common – yet.
In order to assess if things are getting better or worse, voters must, at least, have a basic understanding of variation that includes a knowledge of common and special causes, two types of systems, and two types of mistakes. (Test Your Knowledge)
Put another way, find or develop a trend chart on an issue of importance such as employment, crime, trade, debt, average hourly income, etc. How many voters to include elected officials, could tell you if the situation is getting better or worse? (Variation principle)
How many would know that the trends indicate an output from a system, that policies identify the aim of the system and that the system determines the majority of the result? (System principle).
Is a Plan-Do-Study-Act (evidence-based) method applied in making legislative changes and to create a basis for learning as to what worked and what did not? (Knowledge principle).
How do elected leaders motivate people to vote? Do they focus on the optimal message that describes results where everyone wins or at least, are not any worse off or is the message more suboptimal and tailored to a specific political ideology? (Psychology)
I would suggest a slight modification to Deming’s 14th point: Put everybody in the company to work to accomplish the transformation. The transformation is everybody’s job.