W. Edwards Deming: An Unfair Advantage

Veteran, new and aspiring executives need methods to be successful in their organization. There are 1000s of leadership podcasts, videos, blogs, and articles but few authors address what to do or how to do it.

We have witnessed many executives who are efficient (doing things right), but few executives are effective (doing the right things). We believe this is misguided and aim to remedy the shortfall with executives.

This is the 9th episode of the Effective Executive podcast. In this episode, Tripp will discuss W. Edwards Deming, the Deming philosophy, and how to get an unfair advantage for you and your company. Download our FREE Effective Executive Starter Kit.
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Show Notes

The Effective Executive – Episode 9

W. Edwards Deming: An Unfair Advantage

By What Method?

Frederick Taylor vs. W. Edwards Deming

Dick Fosbury and The Flop

Fosbury and Deming – Better Methods




Tripp Babbitt: [00:00:00] Hi, I’m Tripp Babbitt. And this week in the Effective Executive podcast, Episode nine, I’m going to be discussing a person that has influenced a lot of the work that I’ve done over the past 30 plus years.


Tripp Babbitt: [00:00:16] And this person is W. Edwards Deming. Now, I’ve been studying Dr. Deming since the 80s, and I’ve also done a podcast that many of you may already know that I do for the past six plus years for the Deming Institute. And this is a podcast that’s grown over a series of years already with the popularity of Dr. Deming in management circles, but very few really understand him, which I’ll talk about during the course of this episode. Now, I attended a doctor, many of Dr. Deming’s four day seminars in the 80s and 90s, and I had the opportunity to speak with Dr. Deming, the last time being in 1990 to now. Three years ago, I went to the Library of Congress to read Dr. Deming’s papers and what his approach was. And that was kind of the reason I wanted to go, was I wanted to kind of get inside his his brain about different things. And I learned a lot about him personally and professionally. But one thing that I didn’t walk away from with from that research was a method. And Dr. Deming, his his approach was a system of profound knowledge, was kind of his endgame. Now, many people know him from his 14 points and seven deadly diseases and those types of things, which you can listen to in the podcast, the Deming Institute podcast, that podcast, Demnig, but they didn’t really understand how to apply it. And I worked so hard for my career in applying his thinking and coming up with ways to approach it, because it’s much different than the way we are managing even in the U.S. today and around the world, most people adopt more of a tailored Ristic philosophy, which I’ll also talk about here in a minute. But Dr. Deming system of profound knowledge basically was four components. One was appreciation for a system to knowledge about variation. Three, theory of knowledge. And the fourth thing was psychology.


Tripp Babbitt: [00:02:46] And to me, this system of profound knowledge was awesome. I understood it. It was very difficult to implement. And to me and again, this is me speaking, it lacked method.


Tripp Babbitt: [00:03:01] And Dr. Deming’s mantra was by what method? Now, Dr. Deming has his own approach and some of the and in the Deming Institute to eight gas, I interviewed a lot of people that work directly with Dr. Deming on their organizations and were very successful in using his philosophy. But it’s really to me, it’s a change of thinking. And that’s that’s difficult for a lot of executives and people to grasp. And I would say the closer you get to the front line, the less hard it is to grasp. But from an executive standpoint, it’s just not what’s being taught at universities.


Tripp Babbitt: [00:03:45] Even today, Dr. Deming’s philosophy is much different. So let me kind of take you back and weigh that executives are thinking today is more of the philosophy of Frederick Taylor. And it was called in the early 19th, hundreds, the scientific scientific management. Now, Dr. Deming’s approach has been often called the scientific method and using the scientific method in order to improve. Now, there’s lots of differences and I can go through all of them in this episode. It’s a whole nother episode in and of itself. But to me, it’s things like synthetic versus analytic thinking. Taylor was very good at breaking down the pieces, whereas Dr. Deming learned to look at the whole of an organization. The view of the worker is much different. Very mechanical view from Taylor’s standpoint. Dr. Deming, more a view of making the worker actually more important and involved in things like decision making. Taylor would not have agreed with that. Also, a new optimal processes or systems in the Deming philosophy. His philosophy was it could always be improved, whereas Taylor was always looking for the one best method. So these were different things that. You know, from a philosophical standpoint, that were differences and there are many, many, many others, but I think it’s important for people to understand what some of those differences were and that we’re really stuck. And from a management philosophy standpoint, back in this Tayloristic thinking.


Tripp Babbitt: [00:05:40] Now, the comparison to me is like the Fosbury Flop now in 1968, Dick Fosbury wowed the Olympics by jumping over the high on the high jump backwards. And that, to everybody was amazing. He was able to go higher than everybody else won the gold medal. Some people have said that was an unfair advantage and it is was actually an unfair advantage as opposed to jumping over forward.


Tripp Babbitt: [00:06:10] Dick, Fosbury came up with a better method, and I believe that Dr. Deming’s philosophy is a better method. So this is some of the things that you’ll find in the executive education program, if not overtly, covertly, by virtue of the way that I go through and teach the program as I’m teaching method, my approach to how you would implement Dr. Deming’s philosophy. So it is an end to end system that I’m building with method. So taking you how can you become a synthetic thinker? Looking at some of the new studies that are happening in neuroscience decision making differences, Dr. Deming did not have a method for innovation, but found it to be something that’s very important data. How you approach data is much different in the Deming philosophy than a tailor, a tailor stick approach and then organizational design. All of those things is what I’m developing, the executive education program and starting with the synthetic thinking portion. There’s a lot of different place you could start. But this is just where I start. Now, if you want to learn more, you can try a couple of these other videos that I’ve already put out. One is analytical versus synthetic thinking, and so you can understand what the differences are more specifically and the video efficient versus effective. So that is what I wanted to cover this week, please subscribe to the channel, I’ll be putting out more videos, at least weekly. Sometimes I put out two or three a week that you can follow along and separate yourself as as an executive with different thinking. This goes for veteran new or aspiring executives that want to learn new skills, new thinking about how they can create value for their organization.

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