"Mediocrity Killed the Cat"- Forrest Gump Speaks on Quality

Phil Landesberg
Total Quality Leadership Coordinator
Naval Ordnance Center
          
Many of Forrest Gump's observations about life can be applied to
current American management practices. These management practices
are harmful to employees and are the cause of mediocre
organizational performance. The public is upset with a Federal
government that is perceived to be inefficient and ineffective in
meeting the needs of its citizens. Several initiatives meant to
improve governmental operations do not correct basic shortcomings
of current management practices. Fortunately, a better way of
managing exits. The management theory of Dr. W. Edwards Deming
provides a framework for improvement that can be applied to
improve the performance of any organization.

A System of Profound Knowledge

Dr. Deming's management theory can be described as a System of
Profound Knowledge. As described in The New Economics, the System
of Profound Knowledge consists of four interrelated elements.[1]
These elements are appreciation for a system, knowledge about
variation, theory of knowledge, and understanding psychology. The
System of Profound Knowledge implies a new set of values, and
provides a universal framework for improvement.   

Organizations can be viewed as systems, which are defined by
their purpose, or aim. Dr. Deming did not focus on organizational
structure but focused on interactions between suppliers,
employees, and customers. Interactions between individuals are
important, and managers and employees should collaborate for the
common good. Constancy of purpose is important to align everyone
to work in support of the organization's aim. Components of an
organization should work together for the aim of the
organization, not compete for rewards or resources. Peter Senge
adds that shared visions, created with the participation of
everyone in the organization, can unleash employee creativity.[2]
Management should drive fear out of the workplace and provide
employees the support, training, and education they need to do
their job. Individuals who enjoy their work are more likely to
improve work processes and develop innovative products.

What benefits can be gained by applying the System of Profound
Knowledge? What management faults does Dr. Deming's theory
address? The wisdom of Forrest Gump offers some insight.[3]

Appreciation for a System

"If you don't know where you are goin', you will probably not
wind up there." Forrest understood the need to know your
destination if you hope to reach it. Dr. Deming thought of
organizations as systems in which people work within processes to
accomplish some purpose, or aim.[4] Organizations are understood
by understanding their aim, and the aim must be clear to
everyone. Constancy of purpose optimizes organizational
performance.  

Many of our organizations do not have an aim that is clear to
their employees. Lacking a clear aim, organizational performance
will be sub-optimized as employees will not understand how their
job relates to the work of others. They may work at
cross-purposes or help each other ineffectively, if at all.
Components of an organization, lacking a clear aim, may compete
for rewards and resources. The needs of external customers may be
ignored, misunderstood, or unfulfilled. Also, in organizations
where salaries are determined by pay-for-performance systems, one
aim of employees is to please their boss, not their customer. 
Management does not commonly apply systems thinking.  Employees
are blamed for outcomes which are actually attributable to the
system. Blaming employees stymies their natural creativity and
innovation. Individuals learn to meet the minimum requirements of
their job, and not to "make waves". According to Forrest, "Nobody
ever got in trouble by keepin' his mouth shut."

Knowledge About Variation

"Don't make excuses, unless you have to." Forrest received blame
for things he could not control, and understood that we are often
expected to make excuses even when we are not at fault. Dr.
Deming taught that all processes have variation, which can be
caused by common or special causes.[5] It is important to be able
to distinguish between the two causes of variation.  Processes
that have only common cause variation can only be improved by
changing the process. 

Too often, management blames employees for poor performance when
the work process is producing within its normal capability.
Further, management's attempt to assign blame to a specific cause
will be fruitless, due to the random interaction of different
causes. This unfair assignment of blame breeds distrust in the
workplace. 

Theory of Knowledge

"People say the Earth is round. But you don't have to believe it
if you don't want to."  Forrest was astute to notice that we
don't have to believe in something just because it is the
conventional wisdom. In fact, Dr. Deming believed that we
increase our knowledge of the world, and our ability to predict
the future, by questioning what we "know" to be true.  Experience
alone is not the best teacher. Experience taught our ancestors
that the Earth was flat. 

Dr. Deming believed that management is prediction.[6] We need
knowledge to predict the future. Knowledge is acquired by
developing and testing theories, checking the results, and taking
action on what we learn. This approach describes the Deming
Cycle, also called the Plan-Do-Check-Act Cycle.

"Do not put stock in newspapers; you can find out more just by
lookin' around at what is goin' on." Forrest seemed to have a
healthy skepticism concerning facts. What is a fact? Is the Earth
round or flat? How would we know? Questioning whether or not the
Earth is flat may seem silly. But what theory are we applying?
What will that theory predict? What do we observe? If we are
mowing the grass in the backyard, the theory of the Earth being
flat seems to provide good results. 

It is said we are living in an Age of Information. It seems to me
more accurate to claim we are living in an Age of Opinions.
Opinions are commonly offered without substantiating data. 
Consider last year's debate about health care. Different
positions were articulated and debated. What relevant data was
available, or could have been obtained, to confirm the opinions
offered? By what means could we improve health care? How could we
judge improvement? These questions were not addressed by the news
media, elected officials, or health care experts. Is it
surprising, in an Age of Opinions, that management takes and
defends actions based on unsubstantiated opinions?  

Understanding Psychology

"Rules are made to be followed, but there are exceptions to all
rules - and I am one of them."  Forrest knew he was a unique
individual. Dr. Deming believed that people have unique skills
and abilities, and are born with a desire to learn, cooperate,
and do good work. Over time, he felt, destructive management
practices rob people of pride in their work.[7]  

In many organizations, personnel systems disregard differences
among individuals. For example, training programs often do not
recognize that individuals have different learning preferences.
Interactions between individuals (e.g., among employees and
between employees and management) are important to optimize
organizational performance, but management often creates distrust
by the use of such practices as pay-for-performance. Management
establishes controls and work standards in an attempt to increase
employee productivity.  What effect do these practices have on
employees? Here is a partial list: 
     Employee burn-out
     Low morale
     Sub-optimized organizational performance
     Distrust between employees and between employees and      
management
     Diminished risk-taking
     Diminished creativity and innovation
     Lack of buy-in with organizational goals

Outmoded Theories

Forrest observed, "Most people don't look dumb till they start
talkin'." American management practices were not the product of
dumb people. However, the underlying premises of these practices
need to be examined if we are to appreciate and adopt a better
way (the System of Profound Knowledge) of managing.  These
premises derive from outmoded theories of human behavior,
management, and prediction. While these premises have been proved
by experiment and observation to be faulty, they continue to
influence current management practices.

The behaviorist theory of the psychologist B. F. Skinner
postulates that people's behavior is explained not by their free
will, but by their experiences and natural (genetic) preferences.
The premise of behaviorism is that people respond to the
proposition, "Do this and you'll get that."  Behaviorism
discounts people's natural inclination to learn, cooperate, and
do a good job.  Behaviorism believes that workers can be
extrinsically motivated, and will work harder if they are "paid
for performance". Alfie Kohn cites many reasons, backed by
research, why using extrinsic motivation will not improve
performance on the job.[8] 

The theory of scientific management, developed by Frederick
Taylor, postulates that workers intentionally withhold their best
efforts, that work standards can be calculated, and that
productivity can be improved by paying for performance. Employees
are seen as the cause of problems. Taylor's theory assumes that
managers are needed to control the workplace by setting standards
and monitoring performance.[9] Workers are required to work, not
think. Few would defend Taylor's theory today. However,
hierarchic organizational structures, popularized in the 1840's,
continue to support the role of managers as controllers of people
and work processes.

Aligned with behaviorism and scientific management is a belief
that future events can be determined with certainty if we have
the proper historical information. Belief in this premise is
often expressed as, "If you can't measure it, you can't manage
it."  

Why Quality Initiatives Fail

One reason quality initiatives often fail is because they reflect
outmoded theories of human behavior, organizations, and
predictability. The National Performance Review (NPR) and
Government Performance and Results Act (GPRA) may not succeed in
improving governmental performance because they exhibit this
shortcoming. The NPR states that employees should be "empowered
to get results". This focus on people as the cause of problems
(one of Taylor's premises), contradicts Dr. Deming's observation
that most problems are caused by the system. The effects of bad
systems cannot be overcome relying only on the heroic efforts of
employees. The GPRA directs Federal organizations to develop
strategic plans for major programs, setting goals (targets) and
identifying measurable outcomes by which to assess the success of
the programs. Focusing on setting targets and "managing for
results" indicates a lack of appreciation for systems thinking
and insufficient knowledge about variation. Setting targets does
not improve the performance of bad systems. 

Summary

Applying Dr. Deming's System of Profound Knowledge would, I think
meet with Forrest's approval. Using the System of Profound
Knowledge will provide a way out of the crisis that is caused by
continuing to apply destructive, outmoded theories that harm
people and sub-optimize organizational performance. Dr. Deming
rejects the theory that events can be predicted with certainty.
He believed we learn by forming a theory and testing it,
observing the results, and learning from what we observe. Instead
of scientific management, Dr. Deming offers a scientific method.
The role of managers shifts from controlling work (scientific
management) to conducting experiments (scientific method). 
Dr. Deming rejects the theory of behaviorism. He believes that
people are born with intrinsic motivation to learn and do a good
job. Managers need to provide employees the support  (e.g.,
training, education, and an understanding of their job) needed to
do their job.  Employees should be encouraged to learn and take
risks, which will enhance creativity and innovation.

How should organizations start to apply Dr. Deming's theory?
Transformation starts with individuals learning and applying the
System of Profound Knowledge. A long-term commitment is needed,
since learning a new theory of managing the organization is hard
work.  How you start is not as important as actually starting. As
Forrest said, "Your chances of winnin' the lottery get a lot
better if you buy a ticket."

Endnotes

1. Deming, W. Edwards, The New Economics, Cambridge, MA, MIT,
1993, page 93. 
2. Senge, Peter, The Fifth Discipline, New York,
Doubleday/Currency,1990, page 231 
3. Groom, Winston, The Wit and Wisdom of Forrest Gump, 1994. 
4. Deming, Ibid, page 51.
5. Deming, Ibid, page 99.
6. Deming, Ibid, page 101.
7. Deming, Ibid, page 122.
8. Kohn, Alfie, Punished by Rewards, Houghton Mifflin Company,
1993. 
9. Delavigne, Kenneth and Robertson, J. Daniel, Deming's 
Profound Changes, Englewood Cliffs, PTR Prentice Hall, 1994. 

Bibliography

Delavigne, Kenneth and Robertson, J. Daniel, Deming's Profound 
Changes, Englewood Cliffs, PTR Prentice Hall, 1994. 
Deming, W. Edwards, Out of the Crisis, Cambridge, MA, MIT, 1986. 
Deming, W. Edwards, The New Economics, Cambridge, MA, MIT, 1993. 
Groom, Winston, The Wit and Wisdom of Forrest Gump, New York,
Pocket Books, 1994. 
Kohn, Alfie, Punished by Rewards, Houghton Mifflin Company, 1993. 
Senge, Peter M. The Fifth Discipline, New York,
Doubleday/Currency, 1990. 

Biography

Phil Landesberg is the Total Quality Leadership Coordinator for
the Naval Ordnance Center, Indian Head, MD, and assisted in
getting that command designated as a Reinvention Laboratory.
Prior to his assignment to the Naval Ordnance Center, he was a
quality advisor in the Naval Sea Systems Command, and helped
teach and create the curriculum for basic and advanced
facilitator training courses.  He is President of the Capital
Chapter of the Association for Quality and Participation, and a
member of the Washington Deming Study Group, the Ohio Quality and
Productivity Forum, and the American Society for Quality Control.
He is a Regional Councilor for the Public Sector Network. Mr.
Landesberg is a speaker and writer on quality issues.

Address: 817 South Adams Street, Arlington, VA 22204
Telephone: (703) 486-3470