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 people that are so inclined.”
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.
In this episode, Andrew and David discuss how managers can help people to see themselves as components in a system, working with those before and after them in the process of educating children – for the benefit of all.
With this episode, Andrew and David P. Langford start a new series on the Role of the Manager in Education. Inspired by chapter 6 in The New Economics, Andrew and David apply Dr. Deming’s 14 points for “the role of a manager of people after transformation” to the world of education. (Note: this is not about Deming’s 14 Points for Management)
Are tests like the SAT – and a potential National Merit Scholarship that goes with a good score – the same as grading or ranking students? David and Andrew discuss the differences.
How many people need to be “on board” in order to start implementing Deming ideas in an organization? Andrew and David P. Langford discuss Dr. Deming’s answer and what that means for folks trying to make changes.
Your “meaning network” of neurons includes the subjects (like math wizzes) and relationships (like friendships) that are important to you. In this episode, Andrew and David talk about helping folks find the “why?” that intrinsically motivates them to do something.
Cooperation is built into the human condition – we don’t survive without it. In this episode, Andrew and David talk about the connection in our brains between intrinsic motivation and cooperation – and how you can use that to help cultivate intrinsic motivation in an extrinsic world (and even make your organization more competitive!)
How do you tap into intrinsic motivation when the assignments (or jobs) are boring or feel irrelevant? Andrew and David talk about the role of challenge in intrinsic motivation, including why being challenged is key to innovation and improvement.
In this episode, Andrew and David discuss one aspect of cultivating intrinsic motivation: the role of support. Cooperation and collaboration don’t just happen, and leaving a group of people – particularly kids – to just do as they please isn’t cultivating motivation. So how do you support intrinsic motivation?
