A Farewell to the Beginning

LOGO FINALManagers are very busy people. Their days are filled with action. They must execute to survive. Managers make decisions that must be communicated in a clear and concise manner.

Good management decisions stem from an effective knowledge base.

For the typical manager, knowledge is developed by doing the job.  If they have the time, they attend seminars, conferences and read. This book targets the manager who likes to read and improve his or her ability to connect concepts, heard frequently as “buss words”, with the associated principles and paradigms that guide their daily struggle. Busy managers do not have the time to read, assimilate and comprehend all the classics, much less, execute what they have learned.  As a writer, and a member of management for more than four decades, I am going to do the reading for the busy manager that simply does not have the time. I will communicate the knowledge in a quasi academic and theoretical style. If the word “quasi” bothers you, let me define it.

Quasi is defined in the Encarta Dictionary as resembling something, in some ways, but not the same. Academics love paraphrasing the works of other academics. I do too. But, I do not trust paraphrasing because something always gets lost in the translation and may be taken so far out of context that the process becomes unreal. If you don’t believe me, look up some of the citations in one of you favorite books and read it in the context of the originating author. You just may be as surprised as I was, most of the time.

My style is quasi because I rarely paraphrase and when I do, the sentence structure of the original author remains intact. A theoretical style simply means that I will be focusing on “What does it mean”, “Why is it important” and “How to understand it” while utilizing concepts, principles and paradigms as a structure for explanation.

I study everything from the perspective of someone that has been in the trenches doing the work, implementing change and executing the vision of the employer. I will be connecting quality with the relevant knowledge of the great minds of the 20th and 21st centuries that typify quality like Deming and Shewhart and some that don’t, i.e. Kuhn, Bono, Kaplan and Boyd.

My intention is not to impose “how” to do anything. In my experience, at the director level, it is best to leave the “how” up to the manager’s discretion. However, the manager must be given the tools to develop their own universal principles and must accept the expected outcome.

My book is about Quality. Not its practice but its conceptual basis and content. It is about what Quality IS and how it’s DNA and meaning can be exposed. I use the term “DNA” because quality is complex and the term “exposed” because I do not believe quality has been linked to every manager in organizations that make decisions directly affecting quality. The term “meaning” does not translate directly to a definition. To make quality meaningful it must be explained in the context of a complex entity that cannot be defined.

I sincerely hope my traditionally published book will be of interest.  Some would say that I have given much of my book away in this blog, which is true, but there is a lot more where that came from. I intentionally left out most of Part Two that provides the details of the Pattern Engine and the ConPriDigm. Chapter Thirty is also absent. I will continue to monitor and occasionally edit and/or add information to this blog because it is a work of fidelity…fidelity to the complex concept of Quality. The objective: make Quality so meaningful that the quality function is no longer needed at the organizational level, every decision, by every manager, is based on what Deming called profound knowledge but I call profound understanding.

I leave you with two of my favorite quotes that are part of this blogged book. Google the authors, they are two very interesting people.

Seek simplicity — and having found it, suspect it.    James Conant

People like to think that businesses are built of numbers (as in the “bottom line”), or forces (as in “market forces”), or things (“the product”), or even flesh and blood (“our people”). But this is wrong…Businesses are made of ideas — ideas expressed as words.”  – James Champy


Please support my traditionally published work…Thank You!


March 27, 2014

Patrick Lou Kelly, MSQA

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