To successfully respond to the myriad of changes that shake the world, transformation into a new style of management is required. The route to take is what I call profound knowledge - knowledge for leadership of transformation.
W. Edwards Deming
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The prevailing style of management must undergo transformation. A system cannot understand itself. The transformation requires a view from outside. The aim of this chapter is to provide an outside view—a lens—that I call a system of profound knowledge. It provides a map of theory by which to understand the organizations that we work in. The first step is transformation of the individual. This transformation is discontinuous. It comes from understanding of the system of profound knowledge. The individual, transformed, will perceive new meaning to his life, to events, to numbers, to interactions between people. Once the individual understands the system of profound knowledge, he will apply its principles in every kind of relationship with other people. He will have a basis for judgment of his own decisions and for transformation of the organizations that he belongs to.
W. Edwards Deming
My opinion is this: the cause of the error of all these schools is their belief that God's knowledge is like ours; each school points to something withheld from our knowledge, and either assumes that the same must be the case in God's knowledge, or at least finds some difficulty how to explain it. ...they likewise demonstrated... that our intellect and our knowledge are insufficient to comprehend the true idea of His essence. ...they came to the absurd conclusion that that which is required for our knowledge is also required for God's knowledge.
Maimonides
Since the Enlightenment's coronation of knowledge, generations of Christians had brains full of biblical knowledge and doctrine, but their lives showed little evidence of the transformation Jesus called forth in his Sermon on the Mount.
Skye Jethani
That's all window dressing. That's not fundamental. That's not getting at change and the transformation that must take place. Sure we have to solve problems. Certainly stamp out the fire. Stamp out the fire and get nowhere. Stamp out the fires puts us back to where we were in the first place. Taking action on the basis of results without theory of knowledge, without theory of variation, without knowledge about a system. Anything goes wrong, do something about it, overreacting; acting without knowledge, the effect is to make things worse. With the best of intentions and best efforts, managing by results is, in effect, exactly the same, as Dr. Myron Tribus put it, while driving your automobile, keeping your eye on the rear view mirror, what would happen? And that's what management by results is, keeping your eye on results.
W. Edwards Deming
Knowledge is theory. We should be thankful if action of management is based on theory. Knowledge has temporal spread. Information is not knowledge. The world is drowning in information but is slow in acquisition of knowledge. There is no substitute for knowledge.
W. Edwards Deming
Deming, W. Edwards
Demirchyan, Karen
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