Last month, I described three common management myths W. Edwards Deming worked to dispel. These included the myth of best practices, the myth of the hero educator, and the myth of performance appraisal. I cautioned that it is important to keep in mind that you may very well experience some cognitive dissonance as you read. There is a counterintuitive thread to much of the Deming philosophy, which of course makes sense given that he advocated for a change in state from the prevailing system of management to something better. This month, I’ll unpack the myth of merit pay, the myth of accountability, and the myth of extrinsic motivators.
Read MoreThe four components of the System of Profound Knowledge interact with each other and cannot be separated. For example, as outlined in last month’s post, the Theory of Knowledge relies on one’s ability to separate statistical variation into common and special causes to learn about and improve a system. Each part of Profound Knowledge is interdependent and equal in importance. Nonetheless, in my study, if there is one of the four components that seems to flow through each of the others, it is Psychology. Psychology involves understanding the actions and reactions of people in everyday circumstances.
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Each part of the SoPK is interdependent and equal in importance. Nonetheless, if there is one of the four components that seems to flow through each of the others, it is psychology. A leader of organizational transformation must understand the psychology of individuals, the psychology of groups, the psychology of society, and the psychology of change.
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