[The following article appears in the March 1995 edition of _Improve_, the newsletter of the INDY Quality, Productivity and Involvement Council, page 13.] Review of An IQPIC Presentation by Harold Haller. Jan. 19, 1995 FUNDAMENTALS OF DEMING MANAGEMENT THEORY AND PRACTICE ______________________________________________________________ "Adopt and Institute Leadership" Dr. Deming's point #7, ______________________________________________________________ Three key aspects of leadership that require knowledge of psychology are personality, values, and beliefs. Participants in this one-day workshop explored each of these three issues through a combination of group exercises, lecture and discussion lead by Harold Haller. The following presents a glimpse of the rich content and process of this day's activity. Each person must be encouraged to exercise her uniquely individual gifts to accomplish the aim. A leader has to adapt his personality to help the people he leads. Understanding personalities is an important skill for leaders. With an understanding of personality, individuals can improve communication. The Myers Briggs Type Indicator (MBTI) is a widely used pencil and paper inventory of an individual's personality preferences. Haller encouraged leaders to use MBTI to improve self knowledge and interpersonal communications among their team members. A few tips for recognizing personality preferences: 1. Establish whether the subject's preference is an E (Extrovert) or an I (Introvert). This refers to how people process information. Pose a question to a subject where there is no quick answer. The extrovert will often begin discussing the question while the introvert will think about it before answering. 2. Try to establish whether the subject likes or ever needs closure relative to issues. Consider proposing a future meeting between you and the subject. The J (Judging) will want the details but the P (Perceiving) will be comfortable keeping the plans flexible. 3. To understand whether a person is a Sensing type (S) or an Intuitive (N) type, get into a discussion with them about a problem. S's will want to identify the details fairly quickly, N's will begin by avoiding the details and instead, look at the "big picture" first. 4. To determine if a person's preference is Thinking (T) or Feeling (F), bring up a situation about a decision that may be announced in the future. Ask what is liked or disliked about this decision. T's will like the logic and order of planning before they consider the impact. F's will start by discussing the impact of the decision on people and then examine the logical aspects of the decision. Examining Beliefs Haller defined beliefs as "Things believed or accepted as true; especially a particular tenet or body of tenets, accepted by a group of persons." Most people don't question their beliefs. Leaders need to help their people identify and clarify what they believe. Beliefs determine what can be done. Some examples of personal and organizational beliefs: Do we believe that people want to do good work or do we believe people don't really care about work? Do we believe that it is more important to look good or is it more important to do the right thing? Do we believe all people can learn and grow? Values were defined as "Principles, standards, or qualities considered worthwhile, desirable or highly regarded. The things that are important." "Organizations need to define and publish their values. The definition of these values starts with Senior Management. A common set of organizational values helps individuals operate whenever policies are not explicit and specific procedures are absent. Shared values enhance communication. When values are in conflict active listening is a needed element in communication. Leaders recognize that people in an organization need nurturing and support in order to effect long-term change. ____________________________________________________________ Harold S. Haller, Ph.D. President, Harold S. Haller & Co. Dr. Haller studied with Dr. W. Edwards Deming from 1981 to 1993, and frequently assisted Dr. Deming with his famous four-Day seminars. For 20 years, Dr. Haller has brought the real world into the classroom as an adjunct professor and lecturer. As a consultant to more than 50 companies since 1967, Dr. Haller has concentrated on quality and productivity improvements in management, marketing, production, and R&D. ____________________________________________________________ Role of a Manager of People from W. Edwards Deming's Seminar Notes, 13 August, 1990. 1. A manager and his people understand the meaning of a system, and how the work of his group may support these aims. 2. A manager works in cooperation with preceding and with following stages toward optimization of the efforts of all stages. 3. He understands that all people are different from each other and tries to create for everybody interest, challenge and joy in work. Improvement and innovation are his aim. 4. He acts as a role model and in an unceasing learner. 5. He is coach an counsel, not a judge. 6. He understands a stable system including what to do about mistakes and failures of people and how to help them. 7. He has 3 sources of power. l) Forma] 2) Knowledge 3) Personality 8. He will study results with the aim to improve his work. 9. Another aim is to learn who if anybody is outside the system, and in need of special help. 10. He creates trust (This takes time. Give your word and follow up on it.) 11. He does not expect perfection. 12. He listens and learns without passing judgment. 13. He understands the benefits of cooperation and the losses from competition between people and between groups. [This article is] by Cindy Graham Note: This article is offered for download from the TQM BBS with permission from _Improve_, the newsletter of the INDY Quality, Productivity and Involvement Council. The newsletter is copyrighted. Therefore, further dissemination of this article is forbidden without explicit permission from IQPIC. Contact: IQPIC 9035 Pinecreek Court Indianapolis IN 46256 Phone: 317-845-4393 Fax: 317-845-9254 E-mail: iqpic@indy.net