Company Culture and how it affects ISO registration, profits, etc.

[Mike S.]

I read an interesting article in the June 2004 "Quality" magazine (www.qualitymag.com) on company culture and how it affects ISO registration, profits, etc. It all made sense to me, it is all believable to me, I've seen it and lived it much more often than I cared to, but so many company "leaders" just can't seem to grasp it. There are a few folks I'd like to tie down and force to read this article until they memorize it, yet I'm not sure it would do any good at all.

Anyway, just thought a few of you folks might like to check it out.

[J Oliphant]

Mike, though I think the descriptions are vivid, emotional and easy to relate too. I have to admit I hate these kinds of articles --before you get hot

Its just too general. I think management swallows this things, feeling the acronymed tests are a dime a dozen (and the author barely discuessed what was evaluated- and didn't really address his formula for being constructive).

We have a CEO, too. and he is passionate, enthusiastic, and has opened a dialog with corporate workers. He is paid ALOT of $$$ to be the best of the best. Yet ,somehow it doesn't filter down. He comes out with a lot of fine motivational messages- but lacking specifics sticking to the broad pity things that are so general no one could disagree with it.

Here's what I like ; Deming. He was specific, he didn't stay at the generalities. He went for the meat-No management by objective, Drive out fear.

Truly courageous culture change may take truly courageous action; don't just speak against 'aggresive defensive' actions. SEE WHO is aggresive defensive and deal with him (tell him a new era is coming, give his early retirement, shift his responseabilities). Management loves blaming someone else and the 'culture' is a frequent target of their messages. We need to spread the word that managers (starting with TOP managers) cause the problem not only by being greedy and corrupt, BUT by not supporting the little guys. Too often do I here that the company needs to 'fix' the culture-and not enough that management is hiring people to give adequate support to operations and holding managers accountable (starting at the highest level) for there effect on morale.

[J Oliphant]

before I get too chewed out, Let me re-emphasize, I really do agree with the article. Like the description of lung cancer, the description of a poor company/corp culture is a pain to watch, worse to be in,and something nearly everybody agrees is Undesireable.

All the same, there are a lot of companies whom smoke (if you follow my analogy).

We need to specifically point out their bad habits. Start with the man /woman who is near production and feels personnally the effect of every poor habit. We the quality community need to relay the common theme of many poor actions too.

this article is just saying , what any CEO would agree with. Poor culture hurts profits. What specifically is hurting company culture, thats the question many CEO's get wrong.

[Wes Bucey]

Originally Posted by J Oliphant

Mike, though I think the descriptions are vivid, emotional and easy to relate too. I have to admit I hate these kinds of articles --before you get hot

Its just too general. I think management swallows this things, feeling the acronymed tests are a dime a dozen (and the author barely discuessed what was evaluated- and didn't really address his formula for being constructive).

We have a CEO, too. and he is passionate, enthusiastic, and has opened a dialog with corporate workers. He is paid ALOT of $$$ to be the best of the best. Yet ,somehow it doesn't filter down. He comes out with a lot of fine motivational messages- but lacking specifics sticking to the broad pity things that are so general no one could disagree with it.

Here's what I like ; Deming. He was specific, he didn't stay at the generalities. He went for the meat-No management by objective, Drive out fear.

Truly courageous culture change may take truly courageous action; don't just speak against 'aggresive defensive' actions. SEE WHO is aggresive defensive and deal with him (tell him a new era is coming, give his early retirement, shift his responseabilities). Management loves blaming someone else and the 'culture' is a frequent target of their messages. We need to spread the word that managers (starting with TOP managers) cause the problem not only by being greedy and corrupt, BUT by not supporting the little guys. Too often do I here that the company needs to 'fix' the culture-and not enough that management is hiring people to give adequate support to operations and holding managers accountable (starting at the highest level) for there effect on morale.

I think Steve Prevette and I may have to adopt you! We LOVE Demingites!

[Mike S.]

No chewing out from me, J, your opinions is welcome.

I guess I liked the article from the standpoint that its findings validated so much of what I've seen and experienced first-hand.

IMO, the "how" to fix the culture is not so hard once the desire is there.

As for Deming, I've commented on him before. He is a fine man, and contributed lots to the Q battle, but by himself he is just too...prescriptive and unbending without showing the "how", which is why I prefer Juran. JMO.

[Jennifer Kirley]

I wonder if there are any truly effective methods, 32-Step or otherwise, that will "correct" a passive-aggressive culture.

Where such a collection of personalities comingle, the dynamics may feel right and normal: "I am highly trained in ___ specialty. You should let me have free reign because I can raise profits/productiviet/etc. by ___%" is the type of claim that indicates an "I" mind set instead of a "we" mindset that a good Business Operating System requires. The empowered "I" mindset may have been developed over a lifetime of environmental influences in home, premium schooling, and like-minded social contacts.

This is the sort of mindset, IMHO, that allowed the corporate scandals to happen. It even turned truly dark in some, with million dollar birthday parties charged as business expenses, accounting misdeeds, and a "Shoot the messenger" outlook to those who protest. This can result in crippling class schisms within the organization. Can this potentially devastating mindset be "corrected" with the program the article mentioned?

An organization can only heal itself when the sources of its problems are self-recognized. When would they be, when the admission of a need to change may imply being wrong, or weak? Let's look at our once-erstwhile Ken Lay. He claims the bad behavior went on without his knowing. Is it worse to be criminally involved or criminally ignorant of dealings that result from the company's passive aggressive culture?

I just have a hard time believing that such a cultural momentum can be turned around, even in several months, except possibly in crisis and after ejecting those who most influenced the negative culture.

Lastly, I don't agree with the author, that the ISO system is a good tool for everyone and will bring consistently good value. I'd really like to be wrong about that, but it's just too general a claim for my comfort.

[ralphsulser]

Jennifer, I agree it's mentality of "Ego" vs. "Wego". Even some I have worked with as part of a cohesive management team, suddenly went "Hollywood" when they got promoted to top management. Makes you wonder what happened to the person you used to work with everyday for years, that was part of that productive team.

[Jennifer Kirley]

Originally Posted by ralphsulser

Jennifer, I agree it's mentality of "Ego" vs. "Wego". Even some I have worked with as part of a cohesive management team, suddenly went "Hollywood" when they got promoted to top management. Makes you wonder what happened to the person you used to work with everyday for years, that was part of that productive team.

My first thought was, "If people go 'Hollywood' (a great term) when promoted, does that indicate a class schism in the organization?"