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One of the father's of quality, W. Edwards Deming came out very strong against Management by Objective, even though he was very statistically inclined. In his 1

One of the father's of quality, W. Edwards Deming came out very strong against Management by Objective, even though he was very statistically inclined. In his 14 points [0] he mentions Eliminate numerical quotas for the workforce and numerical goals for management.. His idea is you should focus on the journey (always improve) rather than artificial endpoints. It's a profound idea, and one I've sometimes struggled to come to grips with. [0] http://asq.org/learn-about-quality/total-quality-management/overview/deming-points.html http://asq.org/learn-about-quality/total-quality-management/...

deleted 9y ago
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taneq 9y ago
So how do you know whether you're always improving if you don't measure your performance at consistent points along the way? Just ask everyone if it felt like you improved, followed by a group hug and mutual back-patting?
- bandushrew 9y ago
  I dont think he said to eliminate the measurements, he said to eliminate the quotas.
  - mathattack 9y ago
    Exactly. Going by his theory... If you say, "I am paying you to produce 1,000 cars per month" then that's what you'll get. If instead you rely on intrinsic motivation, and improve the system, you will get more than 1,000, and they'll be higher quality. This doesn't work everywhere. (Certainly not with Sales commission!) But it is worth thinking through the logical implications of it.
  - tango979 9y ago
    "Watch, don't judge, but do watch"
  - taneq 9y ago
    An important distinction. Thanks! And absolutely right, if the objective is to "do X" then you're setting yourself up for a plateau and for resentment every time you try to move that plateau. But if the objective is to "do X% better" then that's a natural exponential growth curve.
kitotik 9y ago
Profound indeed, and very similar in principle to the Toyota Production System / Lean Manufacturing. It’s too bad these methodologies aren’t more prevalent in corporate culture. Imperative Command & Control methods always seems to dominate.
- mathattack 9y ago
  Similar perhaps because he inspired them. :-)
  - kitotik 9y ago
    Well, that explains that! I really should’ve known that already :)

deleted 9y ago

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taneq 9y ago

So how do you know whether you're always improving if you don't measure your performance at consistent points along the way? Just ask everyone if it felt like you improved, followed by a group hug and mutual back-patting?

bandushrew 9y ago
I dont think he said to eliminate the measurements, he said to eliminate the quotas.
- mathattack 9y ago
  Exactly. Going by his theory... If you say, "I am paying you to produce 1,000 cars per month" then that's what you'll get. If instead you rely on intrinsic motivation, and improve the system, you will get more than 1,000, and they'll be higher quality. This doesn't work everywhere. (Certainly not with Sales commission!) But it is worth thinking through the logical implications of it.
- tango979 9y ago
  "Watch, don't judge, but do watch"
- taneq 9y ago
  An important distinction. Thanks! And absolutely right, if the objective is to "do X" then you're setting yourself up for a plateau and for resentment every time you try to move that plateau. But if the objective is to "do X% better" then that's a natural exponential growth curve.

kitotik 9y ago

Profound indeed, and very similar in principle to the Toyota Production System / Lean Manufacturing. It’s too bad these methodologies aren’t more prevalent in corporate culture. Imperative Command & Control methods always seems to dominate.

mathattack 9y ago
Similar perhaps because he inspired them. :-)
- kitotik 9y ago
  Well, that explains that! I really should’ve known that already :)