posts relating to the management improvement carnival. Carnivals are blog posts that serve to provide links to posts on a number of blogs on a related topic. Our carnival covers management improvement: Deming, lean manufacturing, six sigma, innovation, customer focus, leadership, systems thinking, continuous improvement, respect for people... Suggest a post to be included in the next carnival.
Related: Curious Cat Management Improvement Connections - online since 1996
The Key Questions for a Minimum Viable Product Project by Anthony Panozzo – “What are you trying to learn with this particular MVP?
What data are you collecting about your experiment?
What determines the success or failure of the experiment?” [bold added - John]
Less Process, More Discipline by Charlie Martin – “Without it, you lose everything agile methods promise. The key to agile methods is this: You may have less process, but you must have more discipline.”
Evaluating Executive Performance by Art Smalley – “One interesting thing that I will note that was considered in Toyota in Japan by the HR department when evaluating executives was how their previous departments fared after they had left. If the department continued to improve then this was generally a good sign.”
The evolution of design to amplify flow by John Hagel – “If we want to remain successful and reap the enormous rewards that can be generated from flows, we must continually seek to refine the designs of the systems that we spend time in to ensure that they are ever more effective in sustaining and amplifying flows.”
We Don’t Know quote by David York, via Mike Wroblewski-
We don’t know what the problems are…..that’s why we make them visible.
We don’t know what the root causes of the problems are….that’s why we ask 5 Whys?
We don’t know what the evidence is….that’s why we collect data.
We don’t know what is actually happening….that’s why we observe.
We don’t know what solutions will succeed….that’s why we experiment.
Why do we pay sales commissions? by Dan Ostlund, Fog Creek Software – “For us, it’s been a great success, and at least from that perspective it might be time we punch the Theory X, commissions-based sales culture right in the nose. Real redemption might lie in removing the source of the derangement and treating sales people like we treat programmers and other workers that we implicitly trust.”
The C-Suite Double Standard by Dan Markovitz – “I started noticing what I call the C-suite double standard: leaders and executives who are ferocious about improving manufacturing processes and eliminating waste, but who passively accept waste in their office operations and individual work.”
Standard Work Is Like Food – Taste before Seasoning by Mark Hamel – “No doubt, we have heard the Taichii Ohno quote, “Where there is no standard, there can be no kaizen.” Standard work implies that there must be adherence. Without it, it’s more like a standard wish…as fickle as the wind. We can’t sustain improvements and we have little foundation for the next.”
Defying Time: Dr. W. Edwards Deming by John Persico – “the more difficult part of our consulting at PMI was not in teaching statistics or process analysis but in helping to change management attitudes from the old thinking of meeting goals and quotas to the new thinking that went beyond goals and quotas to never ending improvement and innovation.”
The 2011 Management Blog Roundup has been completed. I hope you enjoyed it and learned from the great posts highlighted by all the participants in this effort. The final group of posts to be added are:
Hank Anderson, at Stats Made Easy, offered up some great posts by Jurgen Appelo at the oddly named NOOP.NL, but nevertheless excellent, blog on managing software development. Jurgen Appelo has had 2 guest posts on this blog (Curious Cat Management Improvement Blog, of course), the last one was: The Achilles’ Heel of Agile.
And I posted my 3rd review in this roundup here (on the Curious Cat Management Blog) looking at the previously mentioned Stats Made Easy.
I offer my thanks to all the bloggers who took the time to participate.
I hope you found many concepts and ideas to adopt at your organization in 2012. And lets hope that those companies we have to deal with in 2012 are adopting these ideas so we can have much more rewarding and enjoyable experiences as customers.
I have special affinity for the use of statistics to understand and improve. I imaging it is both genetic and psychological. My father was a statistician and I have found memories of applying statistical thinking to understand a result or system. I also am comfortable with numbers, and like most people enjoy working with things I have an affinity for.
Mark Anderson
Mark Anderson’s Stats Made Easy blog brings statistical thinking to managers. And this is not an easy thing to do, as one of his posts shows, we have an ability to ignore data we don’t want to know. Wrong more often than right but never in doubt: “Kahneman examined the illusion of skill in a group of investment advisors who competed for annual performance bonuses. He found zero correlation on year-to-year rankings, thus the firm was simply rewarding luck. What I find most interesting is his observation that even when confronted with irrefutable evidence of misplaced confidence in one’s own ability to prognosticate, most people just carry on with the same level of self-assurance.”
That actually practice of experimentation (PDSA…) needs improvement. Too often the iteration component is entirely missing (only one experiment is done). That is likely partially a result another big problem: the experiments are not nearly short enough. Mark offered very wise advice on the Strategy of experimentation: Break it into a series of smaller stages. “The rule-of-thumb I worked from as a process development engineer is not to put more than 25% of your budget into the first experiment, thus allowing the chance to adapt as you work through the project (or abandon it altogether).” And note that, abandon it altogether option. Don’t just proceed with a plan if what you learn makes that option unwise: too often we act based on expectations rather than evidence.
In Why coaches regress to be mean, Mark explained the problem with reacting to common cause variation and “learning” that it helped to do so. “A case in point is the flight instructor who lavishes praise on a training-pilot who makes a lucky landing. Naturally the next result is not so good. Later the pilot bounces in very badly — again purely by chance (a gust of wind). The instructor roars disapproval. That seems to do the trick — the next landing is much smoother.” When you ascribe special causation to common cause variation you often confirm your own biases.
Mark’s blog doesn’t mention six sigma by name in his 2011 posts but the statistical thinking expressed throughout the year make this a must for those working in six sigma programs.
As we start 2012, the 4th Annual Management Blog Roundup continues. Once again some of the most popular management bloggers are taking a look back at the last year in the management blogging world. The following reviews have been added since my last update:
Mark Hamel, at Gemba Tales, took on the task of the quite prolific Mark Graban’s Lean Blog. Mark Graban is also selling an ebook of his best 2011 blog posts.
These posts provide many great ideas for you to apply in the new year. The 2011 management blog roundup has more great posts coming up in the next week. The home page for this collaborative effort of many management bloggers provides links to all the posts in the 2011 Management Blog Roundup.
For my contribution to the 4th annual management blog roundup I am taking a look at 3 management blogs. In this post I look back at the year that was at the Lean Six Sigma blog.
We are lucky to have so many great management blogs to read all year. They provide inspiration and great advice to managers. Though, one of my frustrations is how few good six sigma resources there are online. In this area we are unlucky. The disparity between the amazingly high number of very high quality lean blogs and agile software development blogs compared to almost nothing of similar quality for six sigma content is dramatic (and unfortunate).
Ron Pereira
Ron Pereira is the managing partner of Lean Six Sigma Academy and the Gemba Academy which provide high quality online lean manufacturing training. One of the ways Ron stands out are his posts that make continuous improvement a family affair (which I appreciate given that I grew up in such an environment).
In Let’s Dance he looks at understanding psychology as it relates to working with groups/teams (in this case his daughters soccer team): “my coaching style and my assistant coach’s style had become a bit too intense and, as a result, the girls were playing tight and scared to make mistakes… We kept this ‘dancing’ theme alive for the rest of the season. During warm-ups before games I, and the girls, would dance like fools. The other teams watched us like we were nuts… but we didn’t care. We kept right on laughing and dancing.” Take a look at this post, it really packs in a ton of great thoughts for managers.
One of the great things about blogs is the focus on what people really deal with day in and day out. It is nice to read about a great management system in a book like the Leader’s Handbook by Peter Scholtes. But what do you do when you are in a much more common situation, where others don’t share your desire to reshape the management system into something new and better? Ron took a look at this in his post: 3 Things You Can Do When Your Manager Doesn’t Support Continuous Improvement: “The best way to combat this is to demonstrate the value without them asking you to. In other words, make something better and let them know about it. And when I say make it better I mean it. Do something to positively impact the business.”
Another wonderful family related post by Ron this year was Training Wheels – “Like most young people my boy was itching to take the training wheels off his bicycle… The best part of all is he’s learning to solve his own problems. He’s not waiting for people to hand him things on a platter… How many times do we continuous improvement practitioners moan and groan about the lack of management support when, in actuality, even though they may not care they won’t stop you from making things better?”
We are lucky to have so many great management blogs to read all year that provide inspiration and great advice. This year 12 management bloggers contributed to highlight nearly 40 blogs, be sure to check out all the posts.
Jon Miller
Jon Miller is the of the Executive Director of Kaizen Institute Consulting Group and author of the excellent Gemba Panta Rei blog. With so many good management blogs it is hard to read all the good posts, but this is one blog that is at the top of my to do list.
Jon provides extremely thought provoking posts that challenge managers to think. Over the years I have been thinking about why so many organizations fail to get most of the benefits provided by lean thinking and I have become more convinced in recent years a significant problem is the oversimplification and desires for solutions that don’t require thought. If you are not willing to spend time thinking about the profound implications of lean thinking the benefits you can achieve are several limited. Jon’s blog will help you by providing a reminder. But you then have to think yourself about how the ideas he raises relate to your situation. A few posts from last year in this vein:
The New Math of Daily Kaizen – “When kaizen is done in ways that it involves everybody and everywhere, but not on a daily basis, the gains from each additional person or area is additive. However, when even one person in one area is able to do kaizen every day, a curious thing happens. The impact is not additive. It is geometric, transformational.” [Lean is geometric, transformational, when done right. Reading Jon's blog and adopting fundamental changes in how you think and work is how you can find yourself on this path instead of one where you have incremental success but not much more. - John]
Lean Maturity and the Four Stages of Competence – “The lean journey is a long and arduous one. It spans one’s full lifetime… There is a larger contest that is being played out every day: the battle of backsliding versus continuous improvement.”
The Importance of Thinking About the Box – “The fruit I buy travels in boxes of metal, wood, cardboard and finally reaches me in a plastic container. Nature only makes containers that are edible, biodegradable or both. That is a thinking box worth stepping back into.”
Why Don’t We See More QC Circles? – “Even today the span of control of a typical leader is far too large and ineffective, driven by direct-to-indirect labor ratios and financial models that are divorced from the reality that people who function in small teams can solve and prevent problems in ways that lower cost. [I recently posted some comments on QC circles - John]
Kitchen Jidoka: Low Cost Automation Example – “separate human work and machine work so that humans can do less non value added and more value added work within a given period of time… Second, autonomation is used to prevent processes from making error after error by building in en error prevention or detect-and-stop functions.
Another theme on the Gemba Panta Rei blog is ambiguous visual controls. Effective visual management tools greatly enhance safety, productivity and usability. But using a concept is not the same thing as successfully using it, as the periodic posts on failed attempts Jon posts illustrates very well. Ambiguous Visual Controls: Airport Hotel Edition, too much information, in the park, lost in the supermarket…
The 4th Annual Management Blog Roundup is making good progress. It is wonderful how many great blogs there are to chose from. Even with us covering 40 management blogs there are many more great management blogs we didn’t include. The following reviews have been added since our initial post:
These posts provide many excellent management ideas and the annual review has many more great posts coming up. The home page for this collaborative effort of many management bloggers provides links to all the posts in the 2011 Management Blog Roundup.
The Curious Cat Management blog carnival highlights recent management blog posts 3 times each month. This is the 4th year that the normal rhythm is being broken to review the past year in management blogging. From now until January 12th some excellent management blogs will be hosting reviews of what has transpired on great management blogs over the last year.
You can find links to all the reviews, as they are posted, on the home page for Management Blogs: 2011 in Review. As managers looking to improve the performance of our organizations, we really are lucky to have so many excellent management blogs to learn from. It is difficult to stay on top of all the wonderful options: hopefully these posts will provide some good resources to follow in the year, and years, ahead.
Again this year we have many management bloggers joining the annual roundup. Over the next 3 weeks posts will be seen on some great blog, including: Jamie Flinchbaugh, Lean Six Sigma Academy Blog, Business 901 and many more.
Watching Waste in the ER! – As part of his relatively new blog, Anthony Scott (Frontline Lean) writes about his experiences with waste in an emergency department. The waste isn’t surprising to those who have been a patient or those who have worked in the E.D. Scott is a supervisor in a lean manufacturing setting and he applies lean thinking to this unfamiliar environment.
Case Study: The Nordstrom Innovation Lab – Eric Ries (Startup Lessons Learned), author of the excellent book The Lean Startup, has a post with video featuring the use of “Lean Startup” methods and mindsets within a Fortune 500 company. Eric writes, “It’s one thing to talk about “rapid experimentation” and “validated learning” as abstract concepts. It’s quite another to see them in action, in a real-world setting.”
Top 3 Things I’ve Learned After 18 Months in Healthcare – My friend and DFW-area neighbor Mike Lombard (Hospital Kaizen) reflects on his first 18 months after transitioning from manufacturing into healthcare. In addition to his main points, Mike ends the post with an invitation for others to Move to Healthcare, writing, “Like I said earlier, I’ve learned a lot (a lot more than is shown here) and I continue to learn everyday. If you’re an engineer, project manager, quality professional, operations manager, or any other type of business professional, you can make the move to healthcare. Just be ready to focus on people, deal with complexity, and be proud of your work. Most of all, be ready to continuously learn and improve.”
I know we are all busy but, Mark, has done a great job highlighting some excellent posts. Take a look at the full carnival post and each of the posts. It is very nice to see how many great posts we are able to find for every carnival. A decade ago finding this kind of content was nearly impossible.
Kevin Meyer found some bright spots on his trip to India and documented them in several fun articles in Evolving Excellence. My favorite was leadership lessons from Ganesha, a set of mindsets and behaviors that are both motivating personally and constructive in motivating others.
On productivity and motivation, one article began by explaining how researchers found that doing or saying something nice, even if this was a very small gesture, has proven to improve the job performance of people including doctors. The premise is that positivity promotes performance.
Addressing the question of “Where do I start?” in learning lean thinking and putting it into practice, Mark Rosenthal suggests adopting the find the bright spots advice from the book Switch. Finding brights spots is always good advice. While companies fail at thing for a wide variety of local and specialized reasons, success tends to cluster around a handful of factors; motivated people; removing waste, variation and burden; a long-term view. We need to drill a level deeper in each one of these.
I agree that motivation is a very important topic. I think trying to improve management without a good understanding of how people are really motivated is very difficult and weaknesses in this area end up frustrating many improvement efforts.
Since I’m just back from the 1st Lean for HR Summit, I thought I would also showcase an HR-oriented blog. This one from Emily Douglas challenges HR to step up to the plate in The HR Puzzle.
Old Lean Dude, aka Bruce Hamilton, aka “Toast Guy”, writes in Illogical Progression on how hoshin gets used as an organization progresses on their lean journey.
Michael Baudin writes about the use of sports metaphors in Black belts, scrums, and other metaphors. His opening sentence says it all: “To be useful, a metaphor must help understanding.” Too often, metaphors are cute but not useful.
Matt Wrye, a lean practioner blogging at Beyond Lean, writes Hired for one. Promoted for another. It’s a reflection on the balance between technical and relationship skills.
Make sure you check out the full carnival for many more great management posts.
Failure is Essential to Knowledge Work by Keith Swenson — “Viability will depend upon learning to cultivate a culture that not only accepts failure, but appreciates failure for what it can provide.”
Another reason to go to gemba by Cornell Colbert — “Had we not gone to gemba, and encountered this engaged employee, we would have never realized how simple the solution really was.”
PDCA by Lee Fried – “By approaching all work through the Plan, Do, Check and Adjust (PDCA) cycle is incredibly powerful and transferable. It allows everyone to think and talk about their work in a consistent way and it creates a repeatable, data driven approach to improvement.”
The Death of PDCA – “Our planning cannot be isolated. In fact, we no longer own our standards. They are only validated through customer interaction. The customer cannot be introduced at the end of the cycle, he must be at the beginning and part of the entire cycle. We must share a Co-Destiny with our customer. CDSA may be the replacement for PDSA.” [I don't actually believe there is any death of PDSA, it is a hugely valuable strategy and will remain one, but this is an interesting post - John]
Going to the Gemba in a Lean Office – “Gemba walks are for a purpose. Initially you are learning to see. The office looks normal to you. But as you start Kaizen, you begin to see the enormous volumes of waste in your office.”
The Case for Project Management by Mike Cottmeyer – “I’ve been an agile project management guy from the beginning, but I am becoming increasingly convinced that we need to be teaching teams, not just how to self-organize, but how to effectively manage delivery… product or project delivery, I don’t care which.”
All you really need to know about courage and risk in your career by Jamie Flinchbaugh – “So many individuals want to do more, push harder, say what’s on their mind, and take some risks. But something’s stopping them. But it’s the courage and risk-taking that leads to breakthrough ideas, to fantastic gains, and to overall greatness.”
Me in my father's office, drawing by John, photo by Bill Hunter
Why Startup Hubs Work by Paul Graham – “The problem is not that most towns kill startups. It’s that death is the default for startups, and most towns don’t save them… Both components of the antidote—an environment that encourages startups, and chance meetings with people who help you—are driven by the same underlying cause: the number of startup people around you.” [Creating entrepreneurship hubs is extremely important economically. Many countries are very interested in making this work for them. Doing so is not easy and still is a huge advantage the USA benefits from in the Valley and also NYC, Boston... - John, previous post: The Future is Engineering]
What I Learned From Steve Jobs by Guy Kawasaki – “Customers cannot tell you what they need… Changing your mind is a sign of intelligence…”
About Spread by Lee Fried – “While spreading standard work over time is essential to increasing the rate of improvement of an organization it will never occur or sustain without simultaneously putting in place a Management system.” [this theme is repeated over and over, without a management system the gains made are real, but small fractions of what is possible when management thinks and acts fundamentally differently - John].
The Curious Cat Management Improvement Carnival has been published since 2006. We find great management blog posts and share them with you 3 times a month. We hope you find these post interesting and find some new blogs to start reading. Follow me online: Google+, Twitter, LinkedIn, more.
U.S. Patent Overhaul Won’t Help Innovators by “What they found is that America’s patent system only provides positive incentives for innovation in two industries: pharmaceuticals and chemicals. The value that a patent confers on its owner is outweighed by the cost of obtaining, asserting, and defending that patent for almost all American companies. Anyone innovating outside of those two industries would be better off if there were no patent system at all.” [9 deadly diseases - adding outdated intellectual property practices and excessive executive pay to Dr. Deming's 7 deadly diseases, John]
An Explanation and Some Reflection by Reed Hastings (Netflix CEO – see video also) – “Companies rarely die from moving too fast, and they frequently die from moving too slowly. When Netflix is evolving rapidly, however, I need to be extra-communicative. This is the key thing I got wrong.” [Clayton Christensen: "Netflix are going to be held up as a gold standard of how to avoid being disrupted"].
User stories applied by Luigi Agosti [from User stories applied for agile software development by Mike Cohn, a great book - John]- “A user story is composed of three aspects:
Card : written description of the story used for planning and as a reminder
Conversation : conversations about the story that serve to flesh out the details of the story
Confirmation : tests that convey and document details and that can be used to determine when a story is complete”
“Do You See What I See?” by Mark Hamel – “An example – three people walk the newly designed leader standard work. They stop at each audit point and, without conversing, do the audit…and then share.”
5 Things a Good Product Manager Should Think About by Joseph Puopolo – “User experience has become such a core function to any product manager. Is this easy to use? Do people get pissed off when they have to use key features on the site? Will it cause people to abandon your site? UX can be a core competency and key differentiator. Always focus on this!”
21 Concrete Practices for Agile Managers by Jurgen Appelo – “1) Take part in a team’s stand-up meetings, and also answer the questions “What I did yesterday”, etc… 9) Keep every morning free of meetings, so you can do a gemba walk and solve problems… 18) Regularly have a look at a team’s output (the application that they are building).”
Why Create Poka-yokes—and Why Disconnect Them? by Michael Ballé – “Lines with overly complex Poka-Yoke devices tend to lose much productivity by having operators simply run the part through the detection device again until a part would be consistently stopped. Not surprisingly, production management can be tempted to simply disconnect the poka- yoke in order to run the line.”
10 Signs You Have a Bad Boss by Alison Green – “7) Ruling by fear. Managers who rule through rigid control, negativity, and a climate of anxiety and fear don’t trust that they can get things done any other way… 10) Fear of conflict. If your manager avoids conflict and tough conversations, chances are high that employees don’t hear much feedback and problems don’t get addressed.”
Should fixing bugs count toward velocity? by Jason Yip – “Velocity is a vector, not a scalar. So, should fixing bugs count toward velocity? No, we are measuring progress toward a goal, not effort expended.”
Interview with Akio Toyoda about Toyota Under Fire – Akio Toyoda on Jeff Liker’s new book, and Toyota: “you emphasize that you have to go back to the basics and this is the thing that I want them to learn the most. The business environment keeps changing. It is a dynamic environment, but as a company Toyoda was able to grow for the past 70 years or so and this is because there are some timeless values that we always have to keep true to. And that is the basics and that is what I would like them to learn.”
Kill Rats – Not Messengers by Bill Waddell – “Seems pretty clear to me that YUM’s stock price and sales should drop if there are rats running around their restaurants. The YouTube video isn’t the cause of dropping sales and stock prices – lousy management that lets rats have the run of a Taco Bell is.”
Jobs made Apple great by ignoring profit by Clayton Christensen and James Allworth – “When the pressure is on and the CEO of a big public company has to choose between doing what’s best for the customer or making the quarter’s numbers… most CEOs will choose the numbers. Apple never has.”
Saving capitalism from itself by Simon Caulkin – “The theories have driven damaging short-termism, fostered amoral and immoral executive behaviour, and favoured the mushrooming growth of parasitic players in the expectations market to whose tune real-market actors are increasingly made to jump.”
The Just-Do-It – Reflect cycle by Jason Yip – “We’ll set aside some time to think about what we want to do, which is hard work, but then we’ll just do it… and then based on a trigger and/or a set time, we’ll reflect and adjust.”
Benjamin Mitchell hosts Management Improvement Carnival #140. He has choosen quite a few blogs making their first or second appearance on the management carnival (don’t forget to add blogs to your RSS feed that you are not already subscribed to), highlights include:
Forecasting misunderstood by David M. Kasprzak
David writes well about understanding the purpose of forecasting and reporting to avoid counter-productive fire-fighting management behaviour:
Forecasting has to do with long-term vision and strategy, measurement, and learning. Focusing on reporting without planning leads to delayed information and chronic “hot buttons” that require immediate attention.
When this occurs, the PDCA cycle is simply broken. The end result is a system where the people in the organization are in a constant state of “Do!” and “Act!” without any sense of why they are doing anything, or if their efforts have actually caused an improvement.
Change Artist Challenge #7: Being Fully Absent by Gerald Weinberg
For managers who want to create systems that allow people to do great work, one solid test is to see if the systems works without you there:
Your challenge is to take a week away from work, and when you get back, notice what changed without you being there. … Do you think you can’t do this? Then you have a different assignment … “If you’re going on a week-long vacation and feel the project cannot do without you, then take a two-week vacation.”
Leadership Coaching Tip: A Process for Change by Barbara Alexander
Starting with a reference to Deming’s famous quote “It is not necessary to change. Survival is not mandatory”, Barbara writes a summary of the work of Robert Kegan and Lisa Laskow Lahey including their focus on uncovering the competing commitments and underlying assumptions which keep us “immune from change”:
One example from Immunity To Change that many of us may relate to is the leader whose goal is to be more receptive to new ideas. As you might imagine the behaviors he’s doing instead of his goal include talking too much, not asking open-ended questions and using a curt tone when an employee makes a suggestion. His hidden competing commitments? You guessed it . . . to have things done his way and to maintain his sense of self as a super problem solver
Randall Munroe illustrates RA Fisher point that you must think to draw reasonable conclusions from data. Click the image to see the full xkcd comic.
The Curious Cat Management Improvement Carnival has been published since 2006. We find great management blog posts and share them with you 3 times a month. We hope you find these post interesting and find some new blogs to start reading. Follow John Hunter online: Google+, Twitter, LinkedIn, more.
Questioning the Value of the P-Value by Jon Miller – “Father of modern statistics Ronald A. Fisher invented the p-value as an informal measure of evidence against the null hypothesis. Although often overlooked, Fisher called on scientists use other types of evidence such as the a priori plausibility of the hypothesis and the relative strengths of results from previous studies in combination with the p-value.”
Teachers Cheating and Incentives by Dan Ariely – “they began to do anything that would improve their performance on that measure even by a tiny bit—even if they messed up other employees in the process. Ultimately they were consumed with maximizing what they knew they would be measured on”
It’s About The Journey and Sometimes It Starts With Failure by Tim McMahon – “If we allow ourselves to become discouraged during the learning process we may give up right before we reach our goal. Anytime we learn from our efforts we are in the process of succeeding. Each lesson brings us closer to our intended result.”
When Patents Attack – “as many as 80 percent of software engineers say the patent system actually hinders innovation. It doesn’t encourage them to come up with new ideas and create new products. It actually gets in their way.” (I added “An outdated intellectual property system” as deadly management/economic disease number 9 – building on Deming’s 7 deadly
diseases a few years ago – John). Also from NPR: The Patent War
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