Institute For Quality and Innovation
Developing the next generation of transformational leaders

Welcome

IQI Blog

Developing a Workforce with Profound Knowledge

Co-authored by Paige Thompson and Eric Budd

Screen Shot 2018-12-18 at 8.36.49 PM.png

Our goal at Emergent Biosolutions: Create a sustainable culture of organizational excellence. 

Our leadership recognized that the foundation of our development strategy required a focus on thinking in systems within a culture of a continuous improvement learning lifecycle (PDSA2) culture. W. Edwards Deming's System of Profound Knowledge3 meets this foundational need, allows us to bring systems thinking to all levels of the company, and respects our people and core values. The Capital Quality and Innovation (IQI) Academy for Quality Management Fundamentals4 provides a venue for this to take place. 

Our initial obstacle to overcome was that employees mistakenly perceived the curriculum as best suited for our “quality” teams. This is far from the truth. The emphasis in the title is better placed on Management rather than Quality.  The IQI Academy applies to all levels of organizational experience and applies to every business function. Our investments in IQI Academy participation also pays dividends by:

  • Increasing individuals’ joy in work

  • Developing leadership skills for the good of the organization

  • Teaching a deeper understanding of variation in operations and business support systems

When defining our strategy for employee participation we did not believe that mass enrollment would be successful from a cultural change perspective. Nor did we expect that everyone in the organization would be available to make the commitment of six sessions spaced across 12 weeks. We made a key decision to enroll employees from all areas in manageable cohorts of 7-10 people. 

Strategically selecting participants (high performers willing to learn from each major functional area) has helped to obtain the "thinking in systems" buy-in and support in each area for which we had hoped. These individuals have become champions “in-place” for the principles learned in the IQI Academy. It has also been vital for us to obtain sponsors in each functional area.  

Read more

Tina M
What can you learn about curiosity from a 5th grader?

Authored by Eric Budd

Screen Shot 2018-11-26 at 9.38.26 PM.png

Dr. Deming wrote, “The most important figures needed for management of any organization are unknown and unknowable.” Deming, W. Edwards. Out of the Crisis (p. 20). The MIT Press. Kindle Edition.

He also wrote, “One can not be successful on visible figures alone. Now of course, visible figures are important. There is payroll to meet, vendors to pay, taxes to pay; amortization, pension funds, and contingency funds to meet. But he that would run his company on visible figures alone will in time have neither company nor figures. Actually, the most important figures that one needs for management are unknown or unknowable (Lloyd S. Nelson, p. 20), but successful management must nevertheless take account of them.” Deming, W. Edwards. Out of the Crisis (p. 121). The MIT Press. Kindle Edition.

You will probably never see curiosity listed on a balance sheet or displayed on a Daily Management Board, yet without curiosity, there is a good chance that your innovation and improvement efforts would evaporate.

Screen Shot 2018-11-26 at 9.48.30 PM.png

Nurturing the existence and expression of curiosity in the workplace is a vital function for managers.

What sort of price tag can be placed on the value of questions such as, “What would happen if we ran it this way? How could we test that? Why do we do it that way? What if we tried it with those customers?”

The fifth graders in Mrs. Julia Sievwright’s Pinewood Community School, Eagan MN, classroom were asked two questions about curiosity. Here are some of their answers.

Q: What is curiosity?

  • Curiosity means being interested in new things, and also trying to find out for yourself and discovering. It is a question that you may not know but you are excited to go for it with on adventure that goes for it

  • Curiosity is wondering or thinking about something.

  • Curiosity can also mean focusing on one thing until you think you figured it out.

  • Curiosity is having a question about something and wanting to figure it out.

  • Curiosity is being interested on many different levels. One big one is life.

  • Curiosity can also mean being very interested in a lot of things.

  • Thinking about something and testing it.

Q: What does curiosity do for you?

  • It can make you learn. Like if you’re curious about a subject at school then do it. Then you will be proud of yourself. Curiosity is everything. If Albert Einstein did not invent the math problem e=mc2

  • What would the world be like? Every day curiosity is born. That’s why we have inventors. That’s why we have engineers, because of curiosity.

  • Well, I was curious about snails and that led me to write a report about them for my teacher. It makes me do stuff that I normally would not do because I have a lot of curiosity.

  • Curiosity can kill the cat or save your life.

  • It can make you happy and to go out of your way to hear or see something. And maybe if you smell something really good you will want to look for what you are smelling.

Mrs. Sievwright’s fifth graders’ insights into curiosity are profound. According to them, curiosity helps us wonder about something, want to learn about it and then share what we’ve learned with others.

Curiosity drives invention and exploration.

Nurturing the existence and expression of curiosity in the workplace is a vital function for managers. Yet because is it one of those unknown and unknowable figures, it gets little attention from those who insist that everything worth managing must be quantifiable.

Screen Shot 2018-11-26 at 9.45.53 PM.png

Curiosity is a keystone for learning.

Learning drives increased knowledge. Increased knowledge is required to produce improvement and innovation in product, service, process, and system. Without improvement, organizations stagnate and their interactions with the ever‐changing world around them calcify.

As Adna, age 10, wrote, “curiosity can make me change the world...” Only those managers who appreciate the value of the unquantifiable will have a chance to change their world.

Tina M