Management by results is confusing special causes with common causes.
If you destroy the people of a company, you do not have much left.
Quality begins with the intent, which is fixed by management.
The most important figures for management of any organization are unknown and unknowable.
It’s management’s job to know.
To successfully respond to the myriad of changes that shake the world, transformation into a new style of management is required. The route to take is what I call profound knowledge, knowledge for leadership of transformation.
A goal without a method is nonsense.
Confusing common causes with special causes will only make things worse.
You can not define being exactly on time.
The prevailing style of management must undergo transformation. A system can not understand itself. The transformation requires a view from outside.
A system can not understand itself.
Scrap doesn’t come for free, we pay someone to make it.
We are here to make another world.
You can not hear what you do not understand.
Eighty percent of American managers cannot answer with any measure of confidence these seemingly simple questions: What is my job? What in it really counts? How well am I doing?
It is a mistake to assume that if everybody does his job, it will be all right. The whole system may be in trouble.
The problem is that most courses teach what is wrong.
A system must have an aim. Without the aim, there is no system.
The greatest losses are unknown and unknowable.
A manager of people knows that in this stable state it is distracting to tell the worker about a mistake.