Who Inspires Your Management Thinking and Action?
Posted on January 22, 2015 Comments (0)
This month Bill Troy, ASQ CEO, asked ASQ Influential Voices bloggers: “who influenced or inspired your management thinking and in what ways?” He discussed Paul O’Neill’s influence on his thinking; I agree that Paul has done some very impressive work in health care.
My largest influence by far is my father, William Hunter. Here is a good example of why: Managing Our Way to Economic Success, Two Untapped Resources: potential information and employee creativity. In another post I also wrote about my early influences related to quality management as I grew up in Madison, Wisconsin.
Another influence, and natural part of growing up in our family was George Box. He was Dad’s colleague and shared all the qualities listed above; we often saw him at our house or visited their family at George’s house.
They both shared the expectation that you continually seek to learn and improve. They both shared the scientist and engineering mindset that ideas should be tested and probed and new methods and ideas discovered. They also believed that making improvements in the real world was the goal. The aim was not merely to think up new ideas but to implement them to improve people’s lives. They shared a passion for freeing the minds of everyone to allow everyone to have joy in work and life.
Brian Joiner was also around as I grew up and to a lessor extent so was Peter Scholtes. After I graduated from college and started to work I actually worked with Peter actually more than the others (I created and still maintain Peter’s website) and he had a great influence on my management thinking. Again all that I said about George and Dad applies to Peter. Peter was less focused than the statisticians (the other 3 and Deming were statisticians) on data, but they were all cut from the same cloth.
And through all of them I was exposed to Dr. Deming’s ideas and those also have had a great influence on my thinking. As you can see from the characteristics listed above that it all fits together very well, which isn’t a surprise. The reason Dad, Brian, Peter, George and Deming worked with each other and shared ideas was that the ideas they all were pursuing fit together. Dad was writing back and forth with Deming all the way back in the 1960’s and continued until he died. In Out of the Crisis, Deming asked Dad to write a few pages on the work with the City of Madison applying the management improvement ideas.
Dad had decided he wanted to help the City after returning from a summer lecturing in China on design of experiments (mainly). He worked with Peter Scholtes (at that time a City employee) on the project with the City of Madison’s vehicle maintenance garage. The Mayor, Joe Sensenbrenner, wrote up those experiences in the Harvard Business Review (Quality Comes to City Hall). Peter then went to work for Joiner Associates and soon he and Brian were working with Deming, speaking at his 2 day seminars.
Brian had previously worked at the UW-Madison Statistics department that George established. Dad followed George from Princeton, where as a under-graduate student he took a graduate course George taught. Dad was the first PhD graduate of the department and became a professor the next year.
10 Most Popular Posts on the Curious Cat Management Blog in 2014
Posted on January 6, 2015 Comments (2)
Here is a list of the 10 most popular posts on this blog last year (as measured by views counted by my analytics applications). The posts were published in 2010 (4 posts), 2013 (2), 2014 (2), 2005 (1) and 2012 (1).
- The Toyota Way – Two Pillars (2010)
- No True Lean Thinking or Agile Software Development (2010)
- The Purpose of an Organization (2005)
- Steve Jobs on Quality, Business and Joseph Juran (2014)
- Why Don’t Football Players Just Thrown the Ball Out of Bounds to Stop the Clock (2010)
- Stated Versus Revealed Preference (2013)
- 94% Belongs to the System (2013)
- Keys to the Effective Use of the PDSA Improvement Cycle (2012)
- Deming and Software Development (2014)
- Don’t Treat People How You Want to be Treated (2010)
One of the things this illustrates is why it is so important to have urls (web addresses) live forever. The idea that ancient (in web thinking) content doesn’t matter is not accurate. My site is a tiny population and shouldn’t be used to make a judgement but from what I have read is this is very common for sites with high quality content. If the content is good, the shelf live usually isn’t just 1 week (or even 1 decade).
Looking at the top 10 posts by year, gives a view of the data that shows 2010 seems to be special. But I think it is just random variation at play. Or maybe 2010 me deserved a big bonus for such great writing?
Posts in early 2014 have an advantage in making the list. There is a big spike in views in the first couple weeks. So if the post gets to count those and has a long time in 2014 it is more likely to make the top 10 (if it is later in the year though the advantage of the spike is offset by only having a portion of the year to gain views). Both 2014 posts in the top 10 were from March. In the next 10 most popular posts 5 were from 2014 (2010 had 2 and 2008, 2009 and 2011 had 1 each).
Is Quality Ambitious Enough?
Posted on December 26, 2014 Comments (2)
Bill Troy suggests a vision for ASQ of
To improve the function and value of goods and services worldwide, and to facilitate the development of new products and services that improve the quality of life.
He also discusses the ideas of W. Edwards Deming and the value he found in attending 6 4-day Deming seminars.
I find the aim Deming used to drive his actions to be ambitious and worthwhile: “to advance commerce, prosperity and peace.” I discusses my thoughts on this aim in my post launching the W. Edwards Deming Institute blog:
To many of us today that aim may seem lofty and disconnected from our day to day lives. Dr. Deming was born in 1900 in Sioux City, Iowa. He lived through World War I. He lived through the depression. He lived through World War II. He was asked to go to Japan to aid in the recovery efforts. In my, opinion, if you live through those conditions and are a systems thinker it is very easy to understand the enormous hardship people face when commerce fails to provide prosperity and the devastating tragedy of war is made so real. It may be hard for people with indoor plumbing, heating, air conditioning, safety, security and a fairly strong economy to appreciate how difficult life can be without prosperity. But I think it is much easier for someone who has lived through 2 world wars, a depression and then spends a great deal of time in post war Japan to understand this importance.
I didn’t live through those events, but I also can see that importance. I lived in Singapore and Nigeria as a child. And I traveled quite a bit and was able to see that there were billions of people on the earth that more than anything struggle to get food, clean water and electricity. To me the importance of advancing commerce, prosperity and peace was easy to see and when I first saw his aim it struck me. It took a few more years to appreciate how the aim is made real and moved forward by his ideas.
Most of the posts will be on much more focused management ideas. But I think this is an appropriate beginning to the exploration of these ideas. He had many specific thoughts on topics managers face everyday. Those ideas were part of a system. And that system had, at the core, making the world a better place for us to live in.
My father shared a similar vision. We lived in Singapore and Nigeria for a year as he taught at Universities. He went to China for a summer (before it was really open – they brought in some experts to help learn about ideas in engineering, science, statistics etc.). In these efforts he was largely focused on helping create systems that let people benefit from prosperity. My father had also lived in Japan for several years as a kid and saw Japan trying to recovery from the devastation caused by World War II.
Good Startup Ideas from Startup Weekend JB (Malaysia)
Posted on November 27, 2014 Comments (0)
I like all these startup ideas from Startup Weekend JB (Malaysia). I can’t figure out how to comment on their blog (I am guessing Tumbler just eliminates commenting?), so I started this post – and ended up adding much more than I planned on putting in a comment.
All of these ideas are not very technically challenging and pretty much versions of these businesses are already successful around the globe. But creating great user experiences (in apps or on web sites) is often neglected for doing something passable (and local conditions mean the business is a bit different here than it would be somewhere else).
To create a greatly successful startup focusing on great, not adequate, customer experiences is extremely useful. And you can leap ahead of competitors that don’t focus on customer delight.
One of the interesting things from my experience living in Johor Bahru, Malaysia the last few years is that Malaysia has way more entrepreneurial diversity than the USA (in my limited experience). Many of these businesses stay small. But you have entrepreneurs in all sorts of businesses at events in JB. In the USA the events I went to were all software focused (internet businesses etc.).
Here you have people setting up factories, printing companies, beauty entrepreneurs, construction companies, bakers, motel chain (less than a handful of motels so far) etc. going to HackerSpace meetings and Drinks Entrepreneurs, BarCamp etc.. Startup Weekend I do think was very IT focused, even in JB (it is setup to be that way so it isn’t surprising).
There are small business entrepreneurs in the USA, but they don’t go to entrepreneur/ LeanStartup etc. type meetings (in my experience). And they are more limited; so many businesses in the USA really can’t be done easily by some new college graduate. The capital and legal requirements are just so huge you need so much to start that it isn’t something considered in the cool-startup communities (in general – I’m sure there are some things like micro-brew startups etc.). In JB it seems to me fewer than 33% are IT dominated. Though I expect this will increase rapidly. I think there is a real benefit to including non-IT focused people in these communities.
The number of people outside of IT that decide to be entrepreneurs out of school is tiny (it seems to me). In Malaysia it seems much more common. But in general people don’t talk about it as being entrepreneurs they are trying to make a living and setting up their own business to do so is just a natural thing to do.
SmartDining – find local restaurants (mobile app) and order (for take out or dine in).
The app shouldn’t be too hard to do well. The challenges will be working with restaurants, marketing (so often the case) and maybe mapping (finding good suggestion). How to balance efforts well will also be a challenge – you could spend tons of time on many different valuable efforts related to this business. Vote.
The Importance of Leadership by Those Working to Improve Management
Posted on November 25, 2014 Comments (0)
This month Bill Troy, ASQ CEO, asked ASQ Influential Voices bloggers to explore the importance of leadership for every quality management professional.
Leadership is important but also something that often is difficult to understand what exactly is meant by the person using the term. In Bill’s case he provides some guidance with: “Leadership encompasses… business savvy, people skills, and decisive action all are required to get results in the world.”
The ability to find solutions and move forward efforts in organizations does benefit from people skills. Working with people effectively is an important part of having success in improving organizations. What that means to different people is very different. Some people see charisma as key, others believe decisiveness is very important, others see winning over the hearts of people as what it takes to make a difference.
For me the key is managing with an understanding of respect for people and how that concept fits with the rest of Deming’s management system.
There are different paths to success but you need to have others respect for your knowledge on the topic, your ability to make solutions work and your trustworthiness. Different leaders lean on different areas. Some people win over the hearts others may offer a low charisma aura but others are confident they have the ability to deliver based on their knowledge. As Dr. Deming said you have 3 ways to influence others, your authority stems from: your position, your knowledge and your personality.
I do think business savvy is something that doesn’t get enough attention of lean/Deming/six-sigma/quality professionals. There is a need to communicate with executives in a language they understand in order to make big changes. That requires an understanding of business and an appreciation for the importance of actually delivering value over talking about good plans.
I think six sigma efforts are less useful that Deming and lean efforts. But I do think six sigma has 2 things that are given more weight (by organizations using it well, far too few of them using it, sadly) that help six sigma efforts. First is a focus on training about design of experiments. To some extent this is then acted on by organizations pursuing six sigma – but too often it isn’t. However others neglect even talking much about design of experiments. My father did a great deal of work in this area and I am biased, but for me it is an extremely powerful tool that is used far too little.
Don’t Ignore Customer Complaints
Posted on November 20, 2014 Comments (1)
I find Paul Graham’s ideas very useful. I disagree with his recent tweet though.
Update: See note at bottom of the post – Paul tweeted that his original tweet was wrong.
Base your assessment of the merit of an idea on the actual merit of the idea, not the category you place the person in that is expressing the idea.
His reply tweet addresses the problem with the first one in a very specific case. But you have “bugs” that are part of your management system, “policies,” products or services. Few customers will bother to voice those problems. Rather than ignoring some of what you hear, you should evaluate the merit of the complaint.
If the complaint is not something that should be addressed or explored fine. But that has nothing to do with the category of the person (“complainer” or not); it has to do with the merit of the complaint.
I understand some people are annoying because they make lots of meritless complaints. Ignoring the meritless complaints is fine with me. But just as I think ignoring advice because the person giving the advice doesn’t follow it is a bad practice I think having a policy of basing decisions on something other than the merit of the complaint/suggestion is unwise.
This is especially true since organizations on the whole do a lousy job of listening to customers and understanding customer desires. We need to greatly enhance the practice of customer focus not seek to reduce it. Every organization is unique, however, and if customer focus is exceptionally great, I can understand the idea of the tweet: that we are devoted to customer focus and each new insight, but we have taken it too far and need to discriminate better. I still think discriminating based on the merit of the complaint is a better than doing so based on our categorization of the complainer but in that case (which is very rare in organizations) the advice isn’t nearly as bad as it is for most organizations.
Attracting Members and Volunteers to Professional Organizations
Posted on November 4, 2014 Comments (0)
This month Bill Troy, ASQ CEO, asked ASQ Influential Voices bloggers to explore recruiting members and volunteers amid a changing landscape.
In most ways the answer is the same as any large question on directing an organization. We must figure out the value we wish to offer that is in demand and provide it in a package people desire. As part of that we need to continually focus on the customer and adjust to their changing desires and the changing realities of the marketplace.
Organizations frequently get attached to their ways of doing things and fail to adapt to changing conditions. I have been saying for more than a decade the extreme barriers put up to old content by ASQ don’t seem consistent to their mission to me. They seem tied to an old business model that made sense when costs to distribute and access information were high.
The costs to distribute and access information are low today (thanks to the internet). Other than the old model growing into a business case that had ASQ pursuing a high income level from old content I don’t see why an organization that exists to promote quality puts up paywall barriers to old content that would promote quality if it were not hidden away. Even if you are a member there is a ludicrously high charge for old articles.
I think this is a symptom that many membership organizations have. They turn from being focused on promoting their mission to being focused on perpetuating their organization. I don’t see why ASQ members would care much about how big ASQ is.
A Strong Management System Handles the Transition of Leaders With Ease
Posted on October 29, 2014 Comments (1)
Part three (of three) of an interview of me with Bill Fox has been published.
So, you have to try to build that strong organizational structure; one that isn’t so fragile that when one or two senior leaders change, things fall apart. But it’s very difficult and many organizations have weak management systems. It’s a lot easier to accomplish in smaller organizations, because individuals can have a bigger say. If you’re in an organization of a hundred people, and there’s been some real success with lean or Deming’s ideas, and some new person comes in and tries to get rid of it, people stand up and say “No”.
In big, huge organizations, it often can be very difficult because there’s all sorts of big internal politics and issues that get involved
It is a fragile management system that allows the change of one or two leaders, whether they are leaders as in a CFO sense or whether they are this great software developer that had the whole team doing lean software and as soon as they leave, it just falls apart because they were the personality that made the whole thing work. When the changes relied on that person, there wasn’t really a system improvement: as soon as they left, the apparent system improvements collapse.
Read the full interview with more on how to build a strong management system based on the understanding of the organization as a system.
Remembering Peter Scholtes
Posted on October 14, 2014 Comments (0)
Guest Post by Fazel Hayati
Fall always reminds me of my friend Peter Scholtes. It was during 2008 annual Deming Institute fall conference in Madison, Wisconsin when Peter said farewell to his friends and colleagues. He gave a keynote titled Deming 101 (that full speech can be watched online). Although inactive for many years and managing numerous health challenges, he was sharp, witty and very happy to be talking about Dr. Deming, systems thinking, problems with performance appraisal, talking to his old friends and reminiscing. Anticipating this event had really energized him. He told me numerous times he was very grateful for the opportunity. He passed away in July 11, 2009.
Peter wrote two seminal books, both remain relevant years after their publication. The Team Handbook remains one of the best in developing teams and it has helped many organizations to improve quality and productivity through team building. The Leader’s Handbook is one of the best elaborations on Dr. Deming’s System of Profound Knowledge.
Peter articulated Dr. Deming’s teaching and incorporated his own experience in six competencies for leaders:
- The ability to think in terms of systems and knowing how to lead systems,
- the ability to understand the variability of work in planning and problem solving,
- understanding how we learn, develop, and improve; leading true learning and improvement,
- understanding people and why they behave as they do,
- understanding the interaction and interdependence between systems, variability, learning, and human behavior; knowing how each affects others (Figure 2-16, Page 44, Leader’s Handbook),
- giving vision, meaning, direction, and focus to the organization.
No one has done a better job of operationalizing Dr. Deming’s teachings.
Curious Cat Blog Network
Posted on October 7, 2014 Comments (0)
I recently created one RSS feed for all the Curious Cat Network blogs (which also includes other blogs I author). Of course, you can also subscribe to the RSS feed for this blog by itself: Curious Cat Management Improvement Blog RSS feed. RSS readers are by far the best way to read blogs; if you want some more information here is a post on RSS feed readers and how to use them.
Agile Software Development and Deming
Posted on October 2, 2014 Comments (1)
Part two of three of an interview of me with Bill Fox has been published. See part one: John Hunter on PDSA, Deming and Strategy. From part two, Lean, Agile, Deming, Leadership and Management Systems:
So it seems to me many of the leading agile and lean folks have tracked it back to Deming and then incorporated some Deming’s thinking. Now, the majority of people that are doing agile stuff have no idea that so many of the ideas track back to Deming so well. But I think that agile stuff is largely very consistent with Deming.
And it’s even largely very consistent with Deming when the words don’t match up correctly. So, one of the agile tenets is people over process. That’s not at all what Deming would say. But, in my opinion (from when I read a bunch of the agile stuff and was trying to figure out how to fit things together), what they really said was that the work that people are doing should not be prescribed from on high by processes that prohibit them from doing the work effectively.
In the software development world, they were used to processes being driven by heavy handed business ideas that don’t fit very well with how software development should be done. So that they see the word â€˜process’ as tied to heavily prescriptive ideas from people that don’t understand software development imposing process on software development.
Read the full interview with more on how the Deming management system fits with other management strategies.
Strategy Based on Capability and Integrated with Execution
Posted on September 23, 2014 Comments (1)
If you read about management and organizational strategy you will read a lot about planning and alignment and the process of creating a strategy. I believe too little focus is given to building the capability of the organization to execute on the strategy (and continual management improvement). Lofty ideas without capability are not of much use.
“Strategy” without a thorough understanding of the organization as a system or an understanding of the capabilities of the organization is little more than dreams. Planning and strategy without the capability in the organization or a process to turn strategy into action are not much use.
I find strategy without involving the whole organization is fragile and likely to amount to not much good; and often lots of wasted effort. In order to involve the whole organization in strategy use ideas like Hoshin Kanri (policy deployment) and catchball.
The integrated nature of hoshin kanri is critical to success. It is integrated both by including the whole organization (not just a few executives) and has integration between planning and execution. Both of those are critical.
In practice hoshin kanri is also based on continual improvement. The effectiveness the first year is better than the normal way of defining strategy and then maybe doing something about it. But the large differences are seen years into the effort as the process is improved each year and the capability of the organization to plan effectively and then execute on that plan are increased.
As you have success with small attempts at hoshin kanri you can build on the growing capability of the organization to try more ambitious strategies.
Related: Interview of John Hunter on PDSA, Deming, Strategy and More – Innovation Strategy – How to Get a New Management Strategy, Tool or Concept Adopted – Be Careful What You Measure – Building the Capability for Management Improvement in Your Organization – Out of Touch Executives Damage Companies: Go to the Gemba
Take Advantage of the Strengths Each Person Brings to Work
Posted on September 17, 2014 Comments (3)
Darrell Bevell, offensive coordinator of the world champion Seattle Seahawks and former quarterback of the Wisconsin Badgers provides a good guide for managers. “Russell” in the quote is Seattle’s quarterback Russel Wilson; also a UW-Madison alumni.
Managers should be setting up the organization to take maximum advantage of the strengths of the people in the organization while minimizing the impact of weaknesses.
“Refusing to fail” by saying you refuse and yelling and stomping around if you fail doesn’t work. But if you commit to improve, not just the exciting stuff but every important detail you can create a climate of success. You create a system that works and builds on the skills, ability and desire to do great work that your employees bring to work.
Sure you fix what is broken. But you also improve what is working well. You figure out where the system isn’t optimized for the abilities of the people and you address that by changing the system to take advantage of everyone’s capabilities while limiting the impact of people’s weaknesses.
Peter Drucker Discussing The Work of Juran, Deming and Himself
Posted on September 10, 2014 Comments (2)
In this clip Peter Drucker talks about Japan and his work there as well as the work of W. Edwards Deming and Joseph Juran.
His discussion highlights how he remembers the Japanese were so willing to take new ideas and implement them immediately. There was not a reluctance to try things that “were not invested here.” They were also ready to abandon ideas if they were tried and didn’t work.
Drucker talked about the shared importance he, Deming and Juran put on the importance of valuing all employees and creating management systems that capture all the value they can offer. He spoke of all 3 of them tilted against those that believed in command and control business organizations. Sadly the lack of respect for all workers is still common today; but it is much better than is was due to the work of these 3 management experts.
In this clip Drucker mentions Just-In-Time works well for Toyota but companies trying to copy it find it doesn’t work for them because they are trying to install it on top of a system that doesn’t support it. The exact same point was made in a clip I posted in my post on Monday to the Deming Institute blog.
Peter Drucker speaking of Juran’s ideas on quality
In the clip, from the early 1990’s, Drucker says
Magnetic White-Board Kanban Card Options
Posted on September 2, 2014 Comments (0)
Just some quick ideas for Kanban whiteboard magnetic card options from a question I answered on Reddit.
Here is the best lean solution: Trying Out My Agile Kanban Board from Jon Miller.
Ok, welcome back. In addition to thinking his blog is great the solution from his blog is very flexible and easy – though it isn’t quite a packaged solution (as asked for on Reddit). Also that post provides some good insight into the thinking behind the board (as well as how to create your own).
More links with kanban board options: Magnetic whiteboard cards (50-pack) – Physical Taskboards – I think just magnetic symbols (not magnetic white board card) but could use magnet with icon to stick paper to the board
Another silly site, that sells some sort of solution, blocked my access because they don’t sell in the country my computer reported being located in. So I didn’t give them a free plug (assuming their product was decent which it might be?). Very dumb design if you ask me; well even though you didn’t ask, I told you anyway.
Localization that impedes users rather than helping them seems far far too common in my experience. Mapping (and related – find closest…) uses are about the only localization stuff I find useful – country based localization I nearly always find annoying or crippling. And showing my location on a map is totally awesome (especially as I travel around as a tourist – or really in whatever capacity). Such bad design and poor usability decisions cost companies money.
Revolutionary Management Improvement May Be Needed But Most Management Change is Evolutionary
Posted on August 26, 2014 Comments (0)
This month the ASQ Influential Bloggers were asked to respond to the question – will the future of quality be evolutionary or revolutionary?
I think it has been and will continue to be both.
Revolutionary change is powerful but very difficult for entrenched people and organizations to actually pull off. It is much easy to dream about doing so.
Often even revolutionary ideas are adopted in a more evolutionary way: partial adoption of some practices based on the insight provided by the revolutionary idea. I think this is where the biggest impact of W. Edwards Deming’s ideas have been. I see him as the most revolutionary and worthwhile management thinker we have had. But even so, few organizations adopted the revolutionary ideas. Most organizations nibbled on the edges and still have a long way to go to finally get to a management system he was prompting 30,40 or more years ago.
A few organizations really did some revolutionary things based on Deming’s ideas, for example: Toyota. Toyota had some revolutionary moves and adopted many revolutionary ideas brought forward by numerous people including Taichii Ohno. But even so the largest impact has been all those that have followed after Toyota with the lean manufacturing strategies.
And most other companies have taken evolutionary steps from old management paradigms to adopt some new thinking when trying out lean thinking. And frankly most of those efforts are so misguided or incredible small they barely qualify. But for those that successfully improved their management system they were mainly evolutionary.
Out of Touch Executives Damage Companies: Go to the Gemba
Posted on August 20, 2014 Comments (0)
When your customer service organization is universally recognized as horrible adding sales requirements to customer service representatives jobs is a really bad practice. Sadly it isn’t at all surprising to learn of management doing just that at our largest companies. Within a system where cash and corruption buys freedom from market forces (see below for more details) such practices can continue.
Such customer hostile practices shouldn’t continue. They shouldn’t be allowed to continue. And even though the company’s cash has bought politically corrupt parties to allow such a system to survive it isn’t even in the selfish interest of the business. They could use the cover provided by bought-and-paid-for-politicians-and-parties to maintain monopolistic pricing (which is wrong ethically and economically but could be seen as in the self interest of a business). But still provide good service (even while you take monopolistic profits allowed with corrupt, though legal, cash payments).
Of course, Adam Smith knew the likely path to corruption of markets made up of people; and he specifically cautioned that a capitalist economic system has to prevent powerful entities efforts to distort markets for individual gain (perfect competition = capitalism, non-competitive markets = what business want, as Adam Smith well knew, but this is precisely not capitalism). Sadly few people taking about the free-market or capitalism understand that their support of cronyist policies are not capitalist (I suppose some people mouthing those words are just preaching false ideas to people known to be idiots, but really most don’t seem to understand capitalism).
Anyway, this class of protected businesses supported by a corrupt political and government (regulators in government) sector is a significant part of the system that allows the customer hostility of those politically connected large businesses to get away with a business model based on customer hostility, but wasn’t really what I meant to write about here.
Comcast executives have to know they are running a company either rated the worst company in the country or close to it year after year. They, along with several others in their industry, as well as the cell phone service providers and too-big-to-fail-banks routinely are the leaders of companies most reviled by customers. Airlines are also up their for treating customer horribly but they are a bit different than the others (political corruption is much less of the reason for their ability to abuse customers for decades than is for the others listed above).
Leaked Comcast employee metrics show what we figured: Sell or perish [Updated]
Training materials explicitly require a “sell” phase, even in support calls.
The company’s choice to transform what is traditionally a non-revenue-generating area—customer service—into a revenue-generating one is playing out with almost hilariously Kafkaesque consequences. It is the nature of large corporations like Comcast to have dozens of layers of management through which leadership instructions and directives are filtered. The bigger the company, the more likely that members of senior leadership (like Tom Karinshak) typically make broad policy and leave specific implementations to lower levels.
Here, what was likely praised in the boardroom as an “innovative” strategy to raise revenue is instead doing much to alienate customers and employees alike. Karinshak’s assurances that he doesn’t want employees to feel pressured to sell in spite of hard evidence that Comcast demands just that are hard to square with the content of the document.
So what is going on here? Most people can easily see this is likely a horrible practice. It is a practice that a well run company theoretically could pull off without harming customers too much. But for a company like Comcast to do this it is obviously going to be horrible for customers (same for all those too-big to fail banks, cell phone service providers and other ISPs and cable TV providers).
Lets just pretend Comcast’s current leadership executives were all replaced with readers of the Curious Cat Management Improvement blog. And lets say that for now you are suppose to focus on improving the policies in place (while thinking about policy changes for later but not making them yet).
Use Urls – Don’t Use Click x, Then Click y, Then Click z Instructions
Posted on August 14, 2014 Comments (1)
In the 1980s software applications had to use click x, then click y, then click z type instructions to get you to a specific location in a software application (or at least they had a decent excuse to do that). Too many web application development organizations forget that they now have urls to direct people exactly where to go: and that they shouldn’t rely on ancient “click here, then there, then in that other place” type instructions.
Here is an example I wrote up on my recent experience with iTunes and their failure to do this properly: Bad iTunes Ux and How to Submit a Podcast to iTunes. I see it all the time, that is just one example.
It is so sad that Google can’t even offer mildly decent help for their own software nearly a couple decades after they started out with the goal to organize the world’s information. And lots of other software companies also point you to clicking around various gui (graphical user interface) click paths instead of just
- showing the url (say in a help email) – instead of the gui click path text
- a clickable link to the url in web documents
On top of the waste inherent in click path instructions they often fail because the interface has changed and no one bothered to change the click path or the click path depends on other things being a certain way and they are not so the click path breaks.
I really can’t comprehend how this usability failure is something I run across all the time. Urls are not some secret idea only PhD computer scientists have heard of. This is super basic stuff – click path instructions should never have been acceptable for any web application. It is pitiful they are still common among companies that see themselves as advanced software development organizations.
Using the proper urls also will help make sure you are using human readable urls. Another super basic usability concept that is ignored far too often by some web application developers.
Related: Usability, Customer Focus and Internet Travel Search – Making Life Difficult for Customers – Practicing Mistake-Promoting Instead of Mistake-Proofing at Apple – Password Gobbledygook Instruction (more bad usability) – What I Would Include in a Redesigned Twitter Profile (2014)
Vision can be a Powerful Driver but Most Often It is Just a Few Pretty Words
Posted on July 29, 2014 Comments (0)
An aim for the organization is extremely helpful when it allows everyone in the organization to be guided by the same vision. But nearly all the time, in my experience, the aim is printed in the annual report and posted on the web site an used in some speeches but has nothing to do with how the organization operates.
When the vision is merely a pretty collection of words that doesn’t drive decisions and behavior it is pointless. When it does drive behavior it is powerful. Sadly that is rarely the case.
As is so often the case, Russell Ackoff, has provided a good quote on the idea: If we are going to talk about values, we got to talk about what the values are in action, not in proclamation.
Marketers understand the value of creating a vision in customers minds about your organization. They often do this quite well. Sadly organizations often are not managed with that vision in mind. If you believe the vision of your marketing then make sure your organization has embraced those principles.
Related: The Customer is the Purpose of Our Work (beautiful quote on the wall, not what I experience as the customer though – We are ladies and gentlemen serving ladies and gentlemen – Hallmark Building Supplies – Purpose Drives Decisions (see 3rd video excerpt)
Children are Amazingly Creative At Solving Problems
Posted on July 8, 2014 Comments (2)
This story at NPR reminded my of Russell Ackoff talking about the creativity kids show in solving problems* – and how school often stifles that creativity.
This is flexible, fluid thinking — children exploring an unlikely hypothesis. Exploratory learning comes naturally to young children, says Gopnik. Adults, on the other hand, jump on the first, most obvious solution and doggedly stick to it, even if it’s not working. That’s inflexible, narrow thinking. “We think the moral of the study is that maybe children are better at solving problems when the solution is an unexpected one,” says Gopnik.
And that flexibility may disappear earlier than we think. Gopnik’s lab has also compared toddlers and kindergartners in doing these tests of abstract thinking, and found that the diaper set are actually better at focusing on the relationship between the objects, rather than on the things.
To those, like me, that use Deming’s ideas to help understand and improve management it is apparent these findings relate directly to two areas of Deming’s management system: psychology and theory of knowledge (how we know what we know).
Understanding how our psychology limits are effectiveness can be used to counter those tendencies.
And as Daniel Boorstin said:
“The greatest obstacle to discovery is not ignorance – it is the illusion of knowledge.”
Understanding the limits of our knowledge and our tendency to become rigid in our thinking can help us avoid blinding ourselves to options. Our brains overrule options without us consciously even knowing that is happening; it takes effort to overcome this tendency.