In Reply to Parent Post by zerodefect
Your ideas are very nice.
It is especially in a organization with bureaucratism thatPeople fear to change, worry to change, no confidence to change,.........
The whole process is very tough and difference people has their own culture, background and experience.
Yes. in additional, the change process will change some folks' benefits, possibly it is the most important adn difficult.
So it is very significant for to change a moss-grown organization that organization has a specific vision and policy including quality policy.:
As much as I like elegant language (to read, hear, and speak), I do not agree that an organization's quality policy needs the majesty and reverence which would qualify it to be inscribed in stone for future generations to stand and stare in awe and wonderment at the fantastic intelligence and insight of the authors.
There is a poem (actually, a sonnet) which has had a great impact on my thinking for 50 years or more
It was another ten years before I learned the background of how the poet came to write the sonnet and his models and you can certainly learn that in a lot less time than it took me fifty years ago now that you have the internet to speed the lesson.
Percy Bysshe Shelley
I met a traveller from an antique land
Who said: "Two vast and trunkless legs of stone
Stand in the desert. Near them on the sand,
Half sunk, a shattered visage lies, whose frown
And wrinkled lip and sneer of cold command
Tell that its sculptor well those passions read
Which yet survive, stamped on these lifeless things,
The hand that mocked them and the heart that fed.
And on the pedestal these words appear:
`My name is Ozymandias, King of Kings:
Look on my works, ye mighty, and despair!'
Nothing beside remains. Round the decay
Of that colossal wreck, boundless and bare,
The lone and level sands stretch far away."
The point to me in my youth was that "a brag looks pretty stupid if you can't back it up when someone calls your bluff."
Over the years, I've seen more than my share of folks with brags in both plain language and elegant language, but the ones who get my respect are the folks who do things without bragging or boasting about what they WILL do or what they ALREADY do.
Surely you all know or admire some humble craftsman, not for his bragging and boasting, but for the elegance of his work and the obvious care and attention he pays to the slightest detail.
When such a craftsman takes on an apprentice, the apprentice learns there are few shortcuts to quality work, but there are tricks to the trade so excellence is repeatable. Over time, the craftsman imbues the apprentice with his work ethic and helps him learn to make excellence simply a "routine" way of doing business.
My grandfather is the one who first taught me the aphorism, "A workman worthy of hire is worthy of pay." The folks who recognize the quality of work of the craftsman and his apprentice WILL hire them and pay them. Those who can't recognize quality have no need of it and certainly have no need to pay the price true quality demands and deserves.
In the case of the craftsman, he teaches the principles of quality to his apprentice by example. The craftsman "educates" his clients to help them understand the value of quality and how to recognize it.
The craftsman learned his version of quality when he was an apprentice and recognizes the value in passing that knowledge on to succeeding generations.
Transferring this long-winded exposition to a small, medium, or large organization seems rather simple to me. The owners and investors first need their own concept of quality. They pass that on in how they select, hire, and compensate the managers who will operate the business. Those managers in turn pass the concept on to the employees (apprentices) whom they will hire, train, and compensate using gramps's credo or guideline: "A workman worthy of hire is worthy of pay."
Do these owners, investors, and managers need a lofty, elegant sentence or paragraph to describe all this? If they don't have the ethic within them, bragging that they do may only lead customers and prospects to view the empty brag in the same derisive way modern travelers view the ruins of
"Ozymandias, King of Kings."
The motivation to the employee is NOT the lofty language of the policy, but the example set by the owners and managers in the way they deal with employees, suppliers, customers, prospects, regulators, competitors, and neighbors every day. Actions ALWAYS speak louder than words!