[teampractices] W. Edwards Deming - The Deadly Diseases of Management

[Max Binder]

Thanks for your input, Marti. I think it's interesting to think of the list
you provided in terms of WMF and/or the community.


>    1. Lack of constancy of purpose
>       1. No planning for the future
>       2. Lack of long-term definition of goals
>
>
This has been true in the (at least perceived) sense of WMF's strategy, but
also/alternatively in the sense of the community lacking agreement on what
it wants to accomplish in the long term, and everyone's lack of
understanding around the future of the movement as it pertains to our
projects (as opposed to "free knowledge overall").


>    1. Emphasis on short-term profits
>       1. Worship of the quarterly dividend
>       2. Sacrificing long-term growth of the company
>
>
While of course this is not directly applicable (WMF doesn't do profit) I'm
not sure how this applies. Focus on fundraising and slave to it? Accepting
appropriation of content in a way that doesn't give back to WMF? Simply
Quarterly Planning?

the historical context of the work we do and to get to know some of the
> people/concepts/etc that have greatly influenced a lot of the
> approaches/perspectives we in the TPG take.


Hear, hear. :)

On Wed, Aug 17, 2016 at 12:33 PM, Arthur Richards <arichards at wikimedia.org>
wrote:

> Good stuff, thanks for sharing this, Max.
>
> As a somewhat related aside, I just finished reading a book called 'The
> Age of Heretics: A History of the Radical Thinkers who Reinvented Corporate
> Management
> <https://www.amazon.com/Age-Heretics-Reinvented-Corporate-Management/dp/0470190701>',
> which chronicles some of the 'heretical' figures in the world of corporate
> management (essentially a condensed history of organizational development
> as a field). Deming was one of the 'heretics' discussed in the book. I
> hadn't known previously that he was one of the grandparents of 'total
> quality management' which caught on big time in Japan (eg Toyota) after
> World War II but was basically ignored in the US until the late 80s/90s
> when his ideas began to catch on; until managing for short-term gains
> (focusing on short term ROI, managing by metrics, command and control, etc)
> reasserted itself and squashed all that. Anyway, I dunno what things are
> like these days in the corporate world, but I have the sense that things in
> the US (at least in the software world) are generally caught somewhere in
> between the two. The book's worth a read if you're interested in this kinda
> stuff; I personally found it fascinating to better understand the
> historical context of the work we do and to get to know some of the
> people/concepts/etc that have greatly influenced a lot of the
> approaches/perspectives we in the TPG take.
>
> On Wed, Aug 17, 2016 at 11:26 AM, Max Binder <mbinder at wikimedia.org>
> wrote:
>
>> Interesting video, also kind of funny. A bit dated, but some
>> still-relevant goodies. ~15 minutes.
>> https://www.youtube.com/watch?v=ehMAwIHGN0Y&feature=youtu.be
>>
>> Relevant Wikipedia article:
>> https://en.wikipedia.org/wiki/W._Edwards_Deming#Key_principles
>> https://en.wikipedia.org/wiki/W._Edwards_Deming#Seven_Deadly_Diseases
>>
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>>
>
>
> --
> Arthur Richards
> Sr. Agile Coach: Organizational Collaboration
> Team Practices Group <https://www.mediawiki.org/wiki/Team_Practices_Group>
> [[User:Awjrichards]]
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