Listening to understand and learn is often harder than not-really-listening because you're thinking about what to say. Dr. Deming emphasized learning and was excited about ideas he heard from others every day. In this episode, David Langford and Andrew Stotz talk about why and how managers, including teachers, should listen to staff or students.
Perfection may be your goal, but unless you create an artificial environment, you're not going to get it. David Langford and host Andrew Stotz discuss how good managers/teachers let go of perfection and, instead, understand variation, then work on the system to produce better and better outcomes for everyone.
"Trust me!' We've all heard it, and probably said it. But how do you build a culture of trust at work, or in a classroom? David Langford and host Andrew Stotz talk about how inclusive decision-making inspires trust, and leads to better outcomes.
Most of the time, variation between students or workers is the result of common cause situations, but sometimes you find folks who consistently aren't performing at the same level. Does more punishment work?
When things go wrong, who gets blamed? When things go right, who gets the credit? Dr. Deming wrote that good managers don't play the blame/credit game. Instead, they "study results [of feedback] with the aim to improve performance." In this episode, David Langford and host Andrew Stotz discuss getting honest feedback, how to react, and why it's important.
David and Andrew discuss the three types of power that leaders have: authority, knowledge, and persuasion. David also explains where the current style of "command and control" management comes from and what a nearly failed family vacation can tell us about power.
In this episode, David and Andrew ask: should we tell people when they make mistakes? How do educators manage mistakes in a classroom setting, after their organization/classroom is transformed by learning and implementing Deming?
In part 5 of this series, David and Andrew discuss the pitfalls of managers acting as judges versus the benefits of acting as a coach. They explore the history of traditional management practices, and how Dr. Deming's philosophy creates happier, healthier, and more productive workplaces.
Dr. Deming encouraged lifelong learning for everyone, but particularly for managers and leaders. In this episode, David and Andrew talk about Deming's fourth point in his list for The Role of the Manager of People After the Transformation: "He is an unceasing learner. He encourages his people to study. He provides when possible and feasible seminars and courses for advancement of learning. He encourages continued education in college or university for…
In this third discussion in a series on the Role of a Manager, David and Andrew discuss how a manager should view, and treat, people. Deming wrote, “It’s just not ranking people, it is instead recognition of differences between people and an intent to put everybody in position for development.” David applies this to education: literally looking at how to support everyone with limited resources.