Change Doesn’t Come From An Inside View

by Jay Deragon on 08/21/2012

“The prevailing style of management must undergo transformation. A system cannot understand itself. The transformation requires a view from outside. ”  W. Edwards Deming

Everything we do now with hierarchical organization, hoarded information, restricted accesses, and isolation from the full range of external sources and methods, is wrong for the times. The usual way of thinking, leading and managing are now unusual. You can’t see it unless you change your view. Once your mindset changes, everything on the outside will change along with it.

How Do You Change Your Mindset?

We walk through life filtering what we hear, see and experience through our mind. Our individual mind map is created based on knowledge gained from study, experience and influence. If our current knowledge of what needs to change, how and why we need to change is insufficient, then we must get help to understand what, how and why our thinking must change.  You simply cannot see or understand yourself or your organization from the inside, the view has to come from the outside.

Gaining sufficient knowledge and understanding from the outside means listening closely to your employees, customers, suppliers and the entire marketplace but also doing so guided by profound knowledge. Changing the organizations course, developing a new strategy and improving your culture is useless without gaining and applying profound knowledge as the means for changing the organizations mindset (beliefs) first..

Deming said “Once the individual understands the system of profound knowledge, they will apply its principles in every kind of relationship with other people. they will have a basis for judgment of their own decisions and for transformation of the organizations that they belong to.

In order to lead change effectively leaders and managers need to have the knowledge and understanding of the System of Profound Knowledge, consisting of four parts:

  1. Appreciation of a system: understanding the overall processes involving suppliers, producers, and customers (or recipients) of goods and services;
  2. Knowledge of variation: the range and causes of variation in quality, and use of statistical sampling in measurements;
  3. Theory of knowledge: the concepts explaining knowledge and the limits of what can be known.
  4. Knowledge of psychology: concepts of human behavior.

The various segments of the system of profound knowledge proposed here cannot be separated. They interact with each other. Thus, knowledge of psychology is incomplete without knowledge of variation. Without understanding the philosophy behind the system of profound knowledge organizational strategies cannot be defined, developed or executed effectively.  Beliefs (philosophy) drive actions (strategies).

Organizations don’t change mindsets (beliefs) easily. It usually takes some kind of outside influence to overcome internal beliefs that are wrong.  Resistance to change can be very strong so the influence has to be stronger.


Comments on this entry are closed.

Previous post:

Next post: