The school choice options are less varied in rural areas. Declining tax base, travel time, and lack of broadband pose unique challenges.
Seems like an ambitious projection until you think of how fast the unmanned vehicle technology has progressed.
DARPA sponsored their Grand Challenge in 2004 that required a vehicle to autonomously navigate a 142-mile course. None of the 15 vehicles made it to the finish line. In 2005, five (5) vehicles completed a 132-mile course.
In music or art, a crossover artist is an individual that is successful in a “genre other than the one in which they achieved their initial success.”
Two articles in the American Society for Quality’s (ASQ) November 2016 issue of Quality Progress (QP) reinforce the opportunity to recognize the need for greater crossover from the non-science and business management disciplines. This crossover can be supported by embracing the broader concepts and strategies needed to support ASQ’s vision of being the global voice of quality.
In their excellent article, Understanding Variation, Nolan, Perla and Provost reinforce the need for the understanding of variation from a statistical frame of reference that is of benefit to almost everyone. The article also includes the quote from W. Edwards Deming that “Another half-century may pass before the full spectrum of Dr. Shewhart’s contributions has been revealed in liberal education, science, and industry.”
“A liberal education is a system or course of education suitable for the cultivation of a free (Latin: liber) human being. It is based on the medieval concept of the liberal arts or, more commonly now, the liberalism of the Age of Enlightenment.” (Wikipedia).
In addition to the sciences, liberal arts can also be defined as including … philosophy, history, literature, music, art, and other so-called “humanities.” (greatideas.org)
In the same issue of QP, the article by QP Staff “Fresh Faces: A new generation of quality leaders,” reinforces the underrepresentation of the “humanities” in academic disciplines and career pursuits.
I’m an exponent of a “”New Standard for Quality Leadership” that is derived from the contributions of Walter Shewhart and W. Edwards Deming. This new standard and supporting paradigm requires the application of a broader understanding of variation. The more comprehensive description – “What is the law of variation?” is available on ASQs website.
The so what? The current state of quality represents the modern day equivalent of the belief that the earth is flat.
The better paradigm can be immediately applied to improve quality in any aspect of life and at any level. Evidence of the shift to the new paradigm will include outcomes that can only be brought about when …” the full spectrum of Dr. Shewhart’s contributions has been revealed in liberal education, science, and industry.”
After analyzing grading systems, the economists Pradeep Dubey and John Geanakoplos concluded that a forced grade curve is a disincentive to study. “Absolute grading is better than grading on a curve …
In 1924, Walter Shewhart developed the statistical methods that reinforce why ALL grading of students should be stopped. Shewhart’s methods were classified during WWII and although declassified after the war and accepted internationally, the understanding of the concept that supports the methods is relatively rare.
The “So What?” A belief that the traditional use of grades adds value is the modern day equivalent of believing that the earth is flat. If you want to discover “the new continents,” adopt the better methods that support continual improvement and learning.
Reply to a LinkedIn post
In this month’s column, David Schwinn comments on Robert Reich’s book, Saving Capitalism, and makes a call to action. Do you agree? Join the conversation!
Part 1 of 2. I hope this post opens the needed discussion on the differences between a quality transformation and a “transformation” from the perspective of partisan politics.
Robert Reich’s endorsement of Bernie Sanders along with his stated “deepest respect and admiration for Hillary Clinton” is available in one of Reich’s Facebook posts.
I would suggest scanning through Reich’s posts to help assess the degree of respect he has for those that disagree with him but yet would be needed to support and sustain change In the long term.
A recent example of this partisan approach is the Affordable Care Act. An introduction to a better approach derived from the contributions of W. Edward Deming is introduced in my article at FedSmith.com: Working With Idiots and Getting Better Results,
Part 2 of 2 In the context of W. Edwards Deming’s work, philosophy, and guidance on transformation, partisan political solutions represent tampering which makes things worse.
Deming’s NONPARTISAN strategy for transformation has a higher probability of achieving outcomes where we all gain or at least, are not any worse off. Deming’s approach provides “the method” where we can work together in striving towards the optimal, e.g., the “more perfect union” the U.S. Founding Fathers envisioned.
Political parties do identify the polarity on issues and studies of solutions indicate suboptimal results — government policies that benefit the few (“elites”) at the expense of the many. Ref: Does the government represent the people? The outcome from this study has led both conservative and liberal media to suggest that the U.S. has “transformed” from a republic into an oligarchy.
A quality transformation will require the application of a new and proven standard for Quality Leadership, e.g., a new leadership paradigm.
Response on LinkedIn: Deming The W. Edwards Deming Institute +Official Group+
Deming Folks — Is some Evolution in order? (Yes!)
“There are 12 clowns in a circus ring. You jump in the middle and start reciting Shakespeare. To the audience, you’re just the thirteen clown.” (Wolinsky).
Davis, I would expect that you could address “any situation” within the scope of your services – especially the ones dealing with data. Ditto on most if not all consultants that integrate one or more aspects of the Deming philosophy.
Consultants are also constrained by the Deming philosophy and would likely tend to avoid the controversial aspects that might affect a client’s desire to contract for their services. Consultants also compete among themselves to promote their particular perspective and expertise.
On your point on “evolution”, solutions likely need to be stratified. I would think it may be possible for Deming related consultant groups to agree on practices that avoid the appearance of being perceived as the 13th Clown. I would assume this group would include consultants that align Deming with Lean.
Deming earned the position where he was not constrained. He condemned the prevailing style of management in America and stated that transformation (to the better methods) was everyone’s (American citizens) responsibility. In the U.S. by law, We the People own the system – we are top management.
Evolution will also require that Deming’s philosophy be translated into a more common language that can be and will be applied to any aspect of life. For example, the basic concepts of the SoPK are more commonly expressed as Motivation (psychology), Action (systems), Feedback (variation) and Learning (knowledge).
I support the transformation by framing Deming’s contributions as providing a new standard for Quality Leadership. http://wp.me/P7eYCh-j
In avoiding being the 13th Clown, I think any Deming advocate needs to explain what Deming meant when he concluded that “it all had to do with reducing variation.” How was this argument supported in Deming’s books Out of the Crisis and The New Economics?
Response on LinkedIn: Deming The W. Edwards Deming Institute +Official Group+
What are the different ways that a knowledge of variation can help an organisation become or remain competitive? In other words, what are the key areas where applications of such knowledge can make a positive difference?
Interested in diverse applications, and also be specific if you can. Perhaps this can help leaders who have heard of this theory but unsure where it can be used for in their organisation.
People have been successfully managing variation since humans have been on the planet. Walter Shewhart developed the NEW paradigm for managing variation. Deming was the first to recognize the significance of the paradigm and illustrated the application in his books Out of the Crisis and The New Economics.
A “knowledge of variation” would include common and special causes, stable and unstable systems and tampering.
ANY success story at ANY time in history can be aligned with what Deming labeled the SoPK. “What’s New” is introducing Shewart’s new terms and concepts in the context of the SoPK.
The “So what?” is the theory that application of the NEW paradigm will result in a 97% increase in performance (ref: TNE, pg. 38) which is easy enough to test.
The challenge may not be in overcoming the lack of knowledge of variation but in overcoming the lack of the desire and commitment in understanding and applying the knowledge.
On the plus side, what an opportunity! It’s like living at a time in history where the accepted paradigm was that the earth was flat. You can take people to the new world, and they may enjoy the visit, but they don’t want to live there.
Conventional wisdom indicates that you need a “crisis” to support a major transformation. Contrary to the subject of Deming’s book that he titled “Out of The Crisis”, I don’t think society has acknowledged a crisis – yet.