Posts about Joy in Work

Unpacking the Components of Hard Work to Design Better Work Conditions

Effort is grossly underrated by Jamie Flinchbaugh:

There is a common phrase of “work smarter, not harder.” I get the appeal of that. Effort without clarity, efficiency, and effectiveness, has severe limits. Working smart is essential. But does that mean working hard has no value? No, effort is grossly underrated.

I believe we should aspire to work smarter and harder. Neither is sufficient, both are required…

My father used to convince himself working smarter should be the main focus and then he would return from Japan and say yes working smarter is important but they also just work harder. Then he would revert to moving to a primary focus to working smarter, then return of Japan and repeat. It took maybe 3 trips to have it sink into his consciousness that it really was both.

I am slower than my father to accept the necessity of hard work 🙂 I still think we could reduce the hours of work if we worked smarter and the processes were improved to eliminate wasted time and we worked hard for fewer hours. To some extent some agile software development efforts have shown this by changing the system of work and including as part of that a commitment to long term sustainable pace of work (no overwork).

I think if people define work as hard as a large number of hours then that can be reduced. If they define hard as putting forth their best efforts (in a smart and effective way) continually for the hours they put in then I can’t see reducing hard work as a goal. The hard work of doing the challenging things when they are important cannot be abdicated. If anything that is one of the most important methods to reduce the hours of work needed – doing the things that often people avoid because it will be difficult, upset people, make people uncomfortable, upset the way things are done…

farmers tilling a rice field with a machete and a tractor

Tilling a rice field in Bali. See more of my photos from Indonesia.

“Hard work” is often code for “work I despise doing.” If you create a system where people take pride and joy in their work the same time spent working is not nearly as “hard.” If they are proud of what they accomplish a difficult task is often rewarding, and not seen as working “harder.” As is so often the case “hard work” is really packing together numerous ideas in one phrase.

  • long hours
  • difficult tasks (physically, emotionally or intellectually)
  • unrewarding work
  • unpleasant tasks
  • inflexible work (It is a “hard job” if it prevents you from for example, seeing your child’s basketball game. If you were able to see the game and finish up 2 hours of work after they went to bed that is less hard.)
  • difficult work environment (whether that is due to the stress level, physical demands, or other things – like a boss that is difficult to work for)

I think you can reduce many of these parts of hard work by creating a better system of work in the organization. But to do so you increase the need for focused effort on what is important. The key to me is designing a management system in which the effort required by work is the effort you want to give and the amount of unproductive, unrewarding and unpleasant work is reduced. Creating such a management system is not easy; it requires hard work, and it requires working smarter.

Related: Dream More, Work LessSigns You Have a Great Job … or NotRespect People by Creating a Climate for Joy in Work

Podcast: Building Organizational Capability

The Software Process and Measurement Cast 420 features an interview with me, by Thomas Cagley, on Building Organizational Capability (download podcast).

John Hunter in the podcast:

Changing how organizations are managed makes a huge difference in people’s lives, not all the time and I understand most of the time it doesn’t. But when this is done well people can go from dreading going to work to enjoying going to work, not every single day – but most days, and it can change our lives so that most of the time we are doing things that we find valuable and we enjoy instead of just going to work to get a paycheck so we can enjoy the hours that we have away from work.

photo of John Hunter

John Hunter, Zion National Park, Utah, USA

Here are some links where I go into more detail on some of the topics I discuss in the podcast:

Thomas Cagley: If you have the power to change any 2 things that affect decision making what would they be and why?

John Hunter:

First that results are evaluated. Make decisions then evaluate what actually happens based upon what you do. Learn from that, improve how you make future decisions and keep iterating.

That idea of evaluating what actually happens is extremely powerful and will reinforce going in the right direction because if you evaluate most decisions many organizations make nothing got any better. And after doing that many times you can learn this isn’t working, we need to do something better.

And the second would be more prioritization. Make fewer decisions but take more time to make those decisions, implement those decisions, evaluate those decisions, learn from those results and iterate again.

I hope you enjoy the podcast.

Related: Software Process and Measurement Podcast With John Hunter on my book Management MattersDeming and Software Development

The Aim Should be the Best Life – Not Work v. Life Balance

My father had the most job satisfaction of anyone I have known. He had no separation between work and life. We toured factories on vacation. I visited Davidson College in North Carolina because he was consulting with a client in Charlotte before we went up to Duke and North Carolina for visits and asked the CEO what school I should visit. His grad students would call the house frequently.

Many of his best friends were colleagues. That is how I grew to know people like George Box, Brian Joiner, Soren Bisgaard and Peter Scholtes as I grew up. Various permutations of our family lived overseas based on his jobs in London (before kids), Singapore, Nigeria and China. Those experiences dramatically impacted all our lives and they were not about separating work from life.

The desire for a life embedded in other cultures and for travel drove decisions about work. He lived in Japan (because of his Dad’s job) for 2 years as a kid and that sparked his desire to do more of that as an adult.

My little brother, Justin, pushing me on a scooter at our house in Singapore.

My little brother, Justin, pushing me on a scooter at our house in Singapore.

The sensible aim is to optimize your life. Work is a big part of life. As with any system the results depend on the overall system not the performance of individual parts taken separately. Dad also died young. He was happy to have lived such a good life, even if he wished he could have lived longer he wasn’t bitter about missing anything.

When he learned he would die (of cancer) he mainly continued what he had always been doing living life and working on what he thought was worthwhile. One project he did take on, along with George Box, was creating the Center of Quality and Productivity Improvement at the University of Wisconsin-Madison. George’s speech about Dad’s work provides a nice look at how work and life – William G. Hunter: An Innovator and Catalyst for Quality Improvement.

He honestly looked back on his life and felt he had a life that few could have topped, even though it was cut short. He was certainly optimistic and positive. But my sense was this was his honest assessment, it wasn’t just some fake front he put on for others. He had been living his life as well as he could his whole life. And continuing to live it as long as he could was all he wanted to do.

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Remembering Peter Scholtes

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 Scholtes, 2008

Peter Scholtes at Deming Conference in Madison, Wisconsin, 2008

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:

  1. The ability to think in terms of systems and knowing how to lead systems,
  2. the ability to understand the variability of work in planning and problem solving,
  3. understanding how we learn, develop, and improve; leading true learning and improvement,
  4. understanding people and why they behave as they do,
  5. 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),
  6. giving vision, meaning, direction, and focus to the organization.

No one has done a better job of operationalizing Dr. Deming’s teachings.

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Analysis Must be Implemented by People to Provide Value

Guest Post by Bill Scherkenbach

photo of W. Edwards Deming with a cat

Every time I look at this picture, I think of Dr. Deming’s words to drive out fear and take joy in your work. We were talking in my home office when Sylvester saw a good lap and took it. Our conversation immediately shifted when both Dr. Deming and Sylvester started purring.

The greatest statistical analysis is nothing if it can’t be implemented by people. But people learn in different ways. Some like good stories, others like pictures. Only a few like equations. Dr. Deming always liked a good laugh; and a good purr.

By what method do you get your analyses implemented?

Bill Scherkenbach taught with Dr. Deming at the Deming 2 day seminars and received the Deming Medal and the author of several books on Deming management principles.

Related: How to Get a New Management Strategy, Tool or Concept Adopted part 1 and part 2Getting Known Good Ideas AdoptedRespect People by Creating a Climate for Joy in WorkPlaying Dice and Children’s Numeracy

Jiro Dreams of Sushi

Jiro Dreams of Sushi is a documentary on a Japanese sushi restaurant, Sukiyabashi Jiro, that is full of great quotes for those interested in continual improvement. Throughout the film people discuss a never ending focus on doing better and better – never becoming complacent.

Quotes from Jiro Dreams of Sushi:

Jiro: “Once you decide on your occupation you must immerse yourself in your work. You have to fall in love with what you do… You must dedicate your life to mastering your skill. That is the secret of success and the key to being regarded honorably.”

Jiro: “There is always room for improvement.”

Jiro: “I do the same thing over and over, improving bit by bit.”

Jiro: “I feel ecstasy every day. I love making sushi.”

Fish seller: “When you think you know it all, you then realize you are just fooling yourself.”

Food critic ~ “when you work for Jiro he teaches you for free. But you have to endure years of training.

​Apprentice: “But there is only so much you can learn from words. I have to keep practicing.”​

Jiro: ~ (paraphrased and changed a bit) “When the fish gets to me the sushi is 95% complete. I prepare it in front of the customer so get the credit but the truth is the person doing the least work gets most of the credit”

Jiro’s eldest son, Yoshikazu: “Always strive to elevate your craft.”

The focus is on the dining experience in total. The meal is composed of elements that are designed to work together with the focus on quality of the individual dishes but also on the interaction between the individual items and the complete experience.

The respect for suppliers is also seen in the film. Jiro’s eldest son says (approximately) “we are experts at sushi and we know a great deal but the tuna vendor we use knows more about tuna, the shrimp vendor knows more about shrimp… we trust them.” Later Jiro says (again from my memory), “we buy our rice from our vendor because Mr. ___ (I can’t remember the name) knows more about rice than anyone else, I trust him to provide what is best for us.”

They even touch on the bigger picture. Jiro’s son: “overfishing is the problem. Finding good fish is getting harder and harder… There should be regulations enforced on only catching bigger fish. Business should balance profit with preserving natural resources.”

As with any example there are particulars that you can learn from and specifics that don’t apply well to your situation. I know next to nothing about kitchens of world class restaurants but what I do know is they seem extremely dedicated to their work (much more so than many other organizations are interested in striving for). They also seem to be more autocratic than most other modern organizations. They also seem much more focused on perfecting the process to achieve the best result even if that requires a great deal more work than some alternative that produces very good results.

Related: You’ve Got to Find What You Love (Steve Jobs Stanford address)Respect People by Creating a Climate for Joy in WorkPositivity and Joy in WorkThe Customer is the Purpose of Our Work

94% Belongs to the System

I should estimate that in my experience most troubles and most possibilities for improvement add up to the proportions something like this: 94% belongs to the system (responsibility of management), 6% special.

Page 315 of Out of the Crisis by Dr. W. Edwards Deming.

the system that people work in and the interaction with people may account for 90 or 95 percent of performance.

Dr. Deming’s quote from the introduction to the Team Handbook

I think, in looking at the total of Deming’s work, that the point he is trying to make is that looking to blame people is not a good strategy for improvement. The impact due solely to a person’s direct action (not including their interaction with the system and with others) is small in comparison to that of the system within which they work. So, Deming (and I) want people to focus on improving the system; which will achieve better results than searching for what people did wrong.

What did Deming want people to take from his statements?

Did he want us just to accept bad results? No. He was not saying it is the system there is nothing we can do just accept that this is how things are. He wanted us to focus on the most effective improvement strategies. He saw huge waste directed at blaming people for bad results. He wanted to focus the improvement on the area with the greatest possibility for results.

Did he want to say people are just cogs in the machine? No. Read or listen to most anything he said at any significant length (a full chapter of this book, a full article he wrote on management, an hour from one of his videos) and it is hard to maintain such a thought.

photo of forest trail

Pinetree Trail, Frasers Hill, Malaysia by John Hunter

Did he believe that people were not important? No. He was trying to direct the focus of improvement efforts to look not at the fault with one person but to look at the system. I believe strongly he was correct. If you blame a person as the root cause of a problem, my first, second and third reactions are why? why? why? It is possible the person is to blame and there is no benefit to exploring system improvement instead of settling for blaming the person. But that is rare.

I have written about the importance of developing people to build the capability of the organization. My father wrote about it previously, “American organizations could compete much better at home and abroad if they would learn to tap the potential information inherent in all processes and the creativity inherent in all employees.”

I wrote about the importance of the ideas behind Deming’s quotes here, back in 2006 – Find the Root Cause Instead of the Person to Blame

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Podcast Discussion on Management Matters

I continue to record podcasts as I promote my new book – Management Matters: Building Enterprise Capability. This the second part, of 2, of my podcast with Joe Dager, Business 901: Management Matters to a Curious Cat. The first part featured a discussion of 2 new deadly diseases facing companies.

image of the cover of Managmenet Matters by John Hunter

Management Matters by John Hunter

Listen to this podcast.

Links to more information on some of the topics I mention in the podcast:

More podcasts: Process Excellence Network Podcast with John HunterBusiness 901 Podcast with John Hunter: Deming’s Management Ideas Today (2012)Leanpub Podcast on Management Matters: Building Enterprise Capability

Joy in Work in the Quality Improvement Field

As I mentioned previously, I will be posting on a topics raised by Paul Borawski, CEO, ASQ as part of ASQ Influential Voices. This month Paul’s post, Are Quality Professionals Happy On the Job? looks at job happiness in the quality improvement field.

Paul stated he “wasn’t surprised that Forbes Magazine named software quality assurance engineer as the ‘happiest job’ in the U.S.” I was. Frankly looking at the results I question the methodology used – I just find their claims questionable. Whether any ranking could be sensible is also a reasonable question. I do believe certain careers make people happier than others, I question whether you can sensibly differentiate the top 20.

Still, looking at the happiness of those in the quality field is an interesting topic. My father created a challenge for me. He loved what he did: professor (statistics, chemical engineer, industrial engineer, business) and consultant (same things, with focus on quality and management improvement). Helping achieve better results was important to him. And helping create joy in work was also. It took me a while to see how much of an outlier he was – finding people who love what they do is much rarer than those that complain a great deal I have found.

That software development ranks toward the top doesn’t surprise me. Software programmers are some of the people happiest in their jobs in my experience. My experience is biased toward those given more freedom than those working in large bureaucracies (I can imagine those programmers are less happy overall). In addition to being happier with their jobs they also are demanding. They are not the least challenging of authority (some managers seem to equate docility with happiness, but that isn’t accurate, in my opinion).

To me the quality field allows for a great deal of joy in work. That doesn’t mean it is without frustration. I think the field does have a fairly high level of frustration as many are stuck in systems that are moving much to slowly to improve management practices. This is the biggest concern I find from most in the quality improvement field. So in order to be happy one has to learn to cope with some frustration while making good progress and finding happiness in all the achievements even while knowing more could be done.

Related: The Importance of Management ImprovementRespect People by Creating a Climate for Joy in WorkRespect for People: Optimize for Developer Happiness at EtsyCreate a System That Lets People Take Pride in Their WorkSigns You Have a Great Job … or Not

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Respect for People: Optimize for Developer Happiness at Etsy

The webcast above discusses the culture of software engineering at Etsy (a very popular site providing a marketplace and community for small businesses – artisan focus). Some of the key points of the talk. Etsy trusts employees. Etsy’s strategy is to optimize for developer happiness. Etsy has lunches twice a week where employees build community.

Etsy sees code as craft. The echos Etsy’s value on authorship: “the people behind what we buy make commerce meaningful.” It re-inforces the belief that work has meaning and is valued and should have intrinsic value to those doing the work, people should have the opportunity to take pride in their work.

Chad Dickerson discussed the importance Peter Drucker placed on connecting people to the value provided to customer. Etsy takes steps to connect employees to the value provided to customers, including emphasizing the community of the company and the customers of Etsy.

Related: Respect People by Creating a Climate for Joy in WorkMistake Proofing Deployment of Software CodeBuild an Environment Where Intrinsic Motivation Flourishes

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You’ve Got to Find What You Love

Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do. If you haven’t found it yet, keep looking. Don’t settle. As with all matters of the heart, you’ll know when you find it. And, like any great relationship, it just gets better and better as the years roll on. So keep looking until you find it. Don’t settle.

– Steve Jobs

Watch this great commencement speech by Steve Jobs at Stanford in 2005.

We lost a great person today, when Steve Jobs died at the age of 56. His words are just as important today: you have got to find what you love to do. Keep looking until you find it. It won’t necessarily be easy to do. But life is too short to waste merely getting by.

My father found what he loved and pursued that throughout his life. He also died young. They both died young, but they both had great lives because they took charge to make the most of their lives. By doing what they loved they made the world a better place for many others, and themselves. Take that message to heart and make your life the best it can be.

Related: Quotes from Steve JobsPeter ScholtesPositivity and Joy in WorkBuild an Environment Where Intrinsic Motivation FlourishesRemembering Bill Hunter

Respect People by Creating a Climate for Joy in Work

Respect for people sure sounds great. And most of us have plenty of experience with organizations that dis-respect people continuously (both employees and customers). So what does respect for people mean at the core? For me:

A system that lets people take joy in work and fixes root causes instead of finding people to blame.

A huge part of the disrespect shown by companies to employees is through direct action. But another huge part is forcing people to deal with horribly bad processes that just haven’t been fixed. Most TSA employees have to feel horrible about what they are being required to do. This will often then result in them lashing out in other ways (because they try to hide from those feelings [no-one wants to consciously go to work everyday knowing what they are doing is counter to their core beliefs] – but in doing so they just deflect the feelings into other places). Dealing with these bad processes drives employees crazy year after year.

For me creating a climate where people can take pride in what they do everyday is the key. It isn’t being “nice” to everyone. What matters is providing a workplace where intrinsic motivation flourishes. Eliminating bad practices (paying attention to HiPPO instead of the best idea, huge amounts of paperwork instead of productive action, inflexible and overly prescriptive policies, not trusting employees, providing managers that don’t know how to manage people, embarrassing employees in from of others…) is necessary but insufficient.

Beyond eliminating bad practices though we need to provide a climate where people can flourish. This requires providing meaningful work (people need to know how they contribute, how what they do fits into providing value). Providing managers that know how to manage people is a huge step in the right direction, but often the systems to promote people have little success at selecting those that will excel in this area.

Another practice to respect people, is to give them the training and resources to do what you ask them to do. It isn’t respectful to expect people to take heroic action to overcome the companies poor practices. I can go on and on, and do in my posts about respect for people.

Related: The Two Pillar of the Toyota Way: continuous improvement and respect for peopleHire People You Can Trust to Do Their Job
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Positivity and Joy in Work

John and Bill Hunter

After my father died, for years (at least 10), people I never had met before would emotionally share what a positive influence he had on their lives. He did great stuff helping organizations improve. But the majority of people were not telling me how much he helped the organization improve [there were also a bunch of engineers and statisticians 🙂 that were more impressed with his insights and expertise]. But most people talked about was how much happier they were because of the changes he helped them see they could make in their lives.

He helped them expect to take joy from work and so they did (and a big part in taking joy in work for most is helping others take joy in work – you don’t find many workplaces with 15 miserable people and one joyful person). Many had to leave their current organizations that were too broken for them to fix. But after they saw what they should expect they couldn’t just keep passing time without joy in work.

Now I am sure their were hundreds of people that never talked to me that never made any such change. But the number of people that did took what was a decent chance that I would continue working with the management ideas I absorbed from him (data based decision making, Deming, joy in work, respect for people…) and made it a very great one. Unfortunately I am nowhere near as affective as he was.

Creating organization that show respect for people in the workplace and give them tools to improve is far more powerful than most people understand. Most people get scared about “soft” “mushy” sounding ideas like “joy in work.” I have to say I sympathize with those people. But it is true.

To get “joy in work” it isn’t about eliminating annoyances. Fundamentally it is about taking pride in what you do and eliminating the practices in so many organizations that dehumanize people. And to create a system where the vast majority of people can have joy in work most of the time requires a deep understanding and application of modern management improvement practices (Deming, lean thinking, etc.).

The photo shows Dad, William Hunter, and me on the beach.

In response to A Breath of Lean Positivity – Paul Akers

Related: William G. Hunter AwardPeter ScholtesJoy in Work, Software Development

Create a System That Lets People Take Pride in Their Work

Wanna play work - comic

I believe I learned this from Peter Scholtes, though maybe I am remembering it wrong or explaining it wrong (so give him the credit and if I mess it up it is my fault). I believe there is a problem with using the term empowered. Using the term implies that it one person empowers another person. This is not the correct view. Instead we each play a role within a system. Yes there are constraints on your actions based on the role you are playing. Does a security guard empower the CEO to enter the building?

Some systems are setup with a great deal of micro managing. Then consultants look around and say you need to empower your employees to think. Which often results in mangers saying “you all are empowered” go forth and do good work. Saying that is meaningless. What matters is changing the system. The system needs to respect people. That is not increased by people using the word empowered. In fact it is decreased, I believe, due to the implied notion that one person “empowers” the other (what can be granted can be withdrawn).

I believe organizations should be designed so that decisions are made at the appropriate level. Systems should be designed to produce good results by allowing people to contribute. People should be trusted to do their job. They should not be micro-managed.

People deserve to have a system that is managed to allow them to most effectively do their job. They should have standard work instructions. Decisions should be based on an understanding of variation. Non-value added work should be eliminated (freeing people to do valuable work). Ideas should be judged based on the merit of the idea not the position of the person expressing the idea.

When discussing empowerment this topics come up, but the wrong term reinforces the wrong view of the situation. It is similar to the problem with “motivation.” What managers need to do is eliminate de-motivation – not to motivate. Manager’s don’t need to “empower” employees they need to fix the system to treat employees with respect and allow them to do their jobs well.

You don’t need to think about empowering people if you have a system that lets people take pride in what they do. If you think you need to empower staff, instead fix the system that requires you to think they are in need of empowerment.

Comic by Joe Sayers, Wanna play work?

Related: The Joy of WorkSigns You Have a Great Job … or NotPeople: Team Members or CostsRespect for People

Build an Environment Where Intrinsic Motivation Flourishes

50 years after Douglas McGregor’s classic, The Human Side of Enterprise, too many managers still have not learned that using extrinsic motivation is not an effective way to manage complex human systems (organizations). The issue is important to me because their is a huge amount of poor management based on this thinking (focused on how people need to be fixed/motivated) instead of fixing what management really needs to fix.

You can succeed as a manager, and progress in your career, by viewing your role as helping people do their jobs well. As McGregor shows workers want to do a good job. He termed managing with this understanding theory y; and theory x is the idea that people should be motivated with carrots and sticks because they are not going to do work otherwise. Organizations have often so systemically de-motivated people they seem to have lost that desire. What you need to focus on is not motivating them with cheap tricks. Instead focus on eliminating the factors that de-motivate them.

Often simplistic motivation is seen as a replacement for fixing management performance (improving the management systems…). Instead managers should focus on eliminating the sources of de-motivation in the workplace. If you need hints, Dilbert does a good job of showing you what management does that de-motivates.

To succeed as a manager assume people wish to do a good job. If employees are not performing some task well, the manager needs to figure out what is wrong with the system that leads to this outcome (not what is wrong with the employees). When a manger views the problem as one of motivating workers that puts the problem within the worker. They need to be changed. That is the wrong strategy, most of the time. Instead you will have much more success if you seek to improve the system to improve performance.

I believe there is often a burden to overcome. As people have their intrinsic motivation crushed time after time day after day, week after week, year after year they try to protect themselves by shutting off their hope to achieve intrinsic motivation at work. You may have to show you really are serious before they will open up again. You have to make real changes and do so consistently that shows respect for people. Intrinsic motivation is a strong force and a few earlier adopters will quickly come along in all but the most broken organizations. You can build on that success (and eliminat more and more de-motivation) to grow intrinsic motivation in more and more people.
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Restaurant Eliminates Tipping to Improve System Performance

Why Tip? by Paul Wachter

When he opened the Linkery, Porter said, he hoped his employees would become as emotionally invested in the venture as he was, sharing a sense of purpose and joy in their work.

Porter instead proposed a service fee of 18 percent, to be pooled and split roughly 3 to 1 between the restaurant’s front of the house and its kitchen.

Porter, like the anti-tippers of yore, was persuaded tipping itself was pernicious. “If you have a fixed gratuity, but people are still tipping, then you’re back to Square 1 in terms of the money dynamic,” he says.

The restaurant was already paying 65 percent of its employees’ health-insurance premiums, and Porter was working on a scheme to give long-term employees ownership stakes in the business.

But Chelsea Boyd told me that eliminating tipping had made her work as a waiter at the Linkery more meaningful than any other restaurant job she has had in the previous 10 years. “For the first time, I get to concentrate on the job, and I’m looking at the guests without seeing dollar signs or worried about what anyone else is making,” she says. Under the old system, waiters earned between $25 and $35 an hour, much of which was untaxed. “Now, waiters make about $25 an hour, which is fully taxed,” Boyd says.

Renee Lorion, a former waitress at the Linkery who now works in publishing in New York, liked the new anti-tipping policy too. “As servers, we all took a pay cut, but we knew it was for the general health of the restaurant,” she told me. “What made it work is that Jay was very transparent about the restaurant’s finances.”

Obviously, the kitchen appreciates the new policy. “Earning three or four extra bucks an hour makes a difference,” Matthew Somerville, a cook, says. “In most restaurants, there’s not a close relationship between the front and the kitchen. But here you don’t have that tension, where waiters are trying to accommodate customers’ special requests, while the cooks doing the extra work don’t see any of the tips.” Today, Porter’s employees appear almost as fervent in their opposition to tipping as their boss.

The single most important factor in determining the amount of a tip is the size of the bill. Diners generally tip the same percentage no matter the quality of the service and no matter the setting.

In his one concession to big tippers, Porter offers them the option of donating money to charity. The Linkery’s charity of the month is printed on the menu, and in two years more than $10,000 has been raised for various causes.

This is an interesting article discussing some of the psychological and systems thinking aspects of managing a system made up of people.

Related: Eliminating CommissionsLosses Covered Up to Protect BonusesRespect for People, Understanding PsychologyLosing Consumers’ TrustCompensation at Whole FoodsI wasted the best years of my life

Dr. Deming’s 15th Point

Guest post from John McConnell, Wysowl Pty Ltd

Dr. Deming opened his first Australian seminar in 1986 with the question, “What are we here to do”? After some discussion he answered his own question with, “To learn”, and “To have a good time”.

He repeated this opening at subsequent seminars.

The Fifteenth Point
Mr. Murray Mansfield of Melbourne has what I believe to be the only completely up to date version of Dr. Deming’s famous Obligations for Top Management. After a long discussion with Murray during his last Australian seminar, Dr. Deming agreed that there ought to be a fifteenth point. He took Murray’s notes turned to the page containing the fourteen points and at the foot of the page wrote:

15.     Have a good time!

Related: I Don’t KnowFind Joy and Success in Businessposts on respect for peopleDestroyed by Best EffortsLets Play WorkSeven (plus 2) Deadly Diseases of Western Management

Joy in Work – Software Development

This wonderful cartoon shows the all too common despair in work. Software programmers are more likely to really enjoy what they do. There are many reasons for this not the least of which is that they have a fair amount of control over their careers. If they don’t like what they are asked to do, the tools they are asked to work with… they will (more than others) leave for another job. Some managers get frustrated that such people are not willing to put up with the normal bother everyone else seems willing to accept (programmers are often “unreasonable”). But I see an occupation that is more focused on joy in work than most. And creating joy in work is what managers should be worrying about – not getting troublemakers to fall into line.

Why I Program In Ruby (And Maybe Why You Shouldn’t):

Harmony and balance make you feel good. American Rubyists frequently take up all the points of Ruby’s power, expressiveness, and efficiency, but they don’t seem to register the point that Ruby was designed to make you feel good. Even Rubyists who want to explain why Ruby makes them feel good often fail to mention that it was expressly designed for that exact purpose.

Don’t program in Ruby because you want power or efficiency. Don’t program in Ruby because you think you “should”, either. Program in Ruby because you like it. And if you don’t like it, don’t program in it.

I enjoy programming using Ruby on Rails.

Related: Hiring Software Developersposts on improving software developmentDon’t ask employees to be passionate about the company!A Career in Computer ProgrammingIT Operations as a Competitive AdvantageReddit, a living example of how software coders thinkFocus on Customers and EmployeesSigns You Have a Great Job… or Not

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