At a X-Road, WHAT NEXT?

Current Situation :

Description of current situation remains only a perception of the writer.

• As a Quality Manager, being staff function, feel too slow (especially with frequent changing management members) a process to influence management / line managers with direct authority / responsibility to apply the above appropriate theory, technique, tool as disciplined management approach.
• As a supposedly advisory role in an organisation, most perception from management to Quality Manager is more a "critics" (with negative connotation), in spite of much effort to steer management thinking towards "System, Process, Methodology, Principles and Human Values". (see part of the reason below).
• With the belief of Dr. Deming's theory that 95% is System Problem, and only Management is responsible the System, abundant evidence (e.g. through system audit, analysis of root causes of organisation / business problems) shows the same conclusion. In most cases, upper management could not exhibit the necessary effective teamwork, maturity and wisdom to admit their responsibilities. This could lead to a lot of "abuse of power", politics, defensiveness etc. (Note: Upper Management is a relative term, e.g. shopfloor upper management is supervisor, executive upper management is manager etc.)
• Personally feel that I have more capacity than current job description dictates, larger vision than current interacting parties, it has now become a decision junction as what role do I play to make full use of my potentials, in organisation(s), in society or in Internet community.
• Thinking of becoming management consultant, but recognises many in-effectiveness of that services i.e. a few seminar / courses / workshop / projects on theory, concept and principles cannot do much to instil a management paradigm shift with discipline and practices.
• Thinking of taking up a direct line job, e.g. General Manager, or CEO of an organisation and try out the many theories and ideas myself, but feel restricted to only one tiny entity of a business operation ......

YOUR ADVISE, YOUR NEW / DIFFERENT PERSPECTIVES PLEASE.....

Perspective #1

I read you. We are in the exactly the same boat. Might be we may come up some idea that can benefit both of us.

On : Goal: How to make best use of my current Knowledge, Technique and Skills for a successful career / business or management consultant to benefit the society

I used to think in way too. What I am thinking about now is what long term goals I have in my own life. Also, I am reading a lot of books on the same issues. What I have been doing to face my own challenges, even though not successful at all, is

• 1. focus on my goals by making sure I truly know what they are.
• 2. ask myself: do I really want to be doing the things I had dreamed of doing in terms of realizing my goals?
• 3. make detailed plans about how to make my own dreams realities.
• 4. take actions to implement the plans.

After I go through these steps, almost everytime, I can release myself from the unpleasant situations and change things around from "against me" to in my favor.

On : Fact: Inventory of Knowledge, Techniques and Skills Knowledge : Concept, Theory and Principles of TQM, ISO 9000/14000, Reengineering, Benchmarking, Learning Organisation, System Thinking, Lateral Thinking, 5S, SPC, Project Management, Contract Management, IT, Civil Engineering, Oil and Gas Industry, External Corrosion control, Cryogenic Insulation system, Highway / Bridge Design, Facilities Maintenance system, etc

Techniques and Skills : Methodology, PDCA, Audit, Communication, Writing, Articulation of concept and transformation into workable plan, > Leadership, Motivation, Problem Solving, Facilitation, Thinking Framework designer, Creativity, Coaching, Mentoring, ....

With you strong background and ambition, you should be able to polish yourself to such a degree that it will eventually bring you what you dream about. However, something you can hardly get until an old age. So, we all need to be patient.

On : Current Situation : As a Quality Manager, being staff function, feel too slow (especially with frequent changing management members) a process to influence management / line managers with direct authority / responsibility to apply the above appropriate theory, technique, tool as disciplined management approach.

On : As a supposedly advisory role in an organisation, most perception from management to Quality Manager is more a "critics" (with negative connotation), in spite of much effort to steer management thinking towards "System, Process, Methodology, Principles and Human Values". (see part of the reason below).

On : With the belief of Dr. Deming's theory that 95% is System Problem, and only Management is responsible the System, abundant evidence (e.g. through system audit, analysis of root causes of organisation / business problems) shows the same conclusion. In most cases, upper management could not exhibit the necessary effective teamwork, maturity and wisdom to admit their responsibilities. This could lead to a lot of "abuse of power", politics, defensiveness etc. (Note: Upper Management is a relative term, e.g. shopfloor upper management is supervisor, executive upper management is manager etc.)

I guess that is exactly what Dr. Deming sensed while he was actively involved in teaching of TQM in USA and in Japan and other countries. But to you and me, we need to remember that he got paid to do so. And, his reputation was mainly from publications of his work, beside his work in real life world. So, my true belief here is that before things turn to our favor, we need to find ways to prove our values too.

On : Personally feel that I have more capacity than current job description dictates, larger vision than current interacting parties, it has now become a decision junction as what role do I play to make full use of my potentials, in organisation(s), in society or in Internet community.

On : Thinking of becoming management consultant, but recognises many in-effectiveness of that services i.e. a few seminar / courses / workshop / projects on theory, concept and principles cannot do much to instil a management paradigm shift with discipline and practices.

At this junction, I recall some stories about Confucian. He was in exactly the same situation as we are in now. One of his grandson's student did very well. I think his name should be Motzu in English. I donot know if it helps or not if you go to find some stories on these people.

On : Thinking of taking up a direct line job, e.g. General Manager, or CEO of an organisation and try out the many theories and ideas myself, but feel restricted to only one tiny entity of a business operation ......

I have chosen this path myself. But, also I am waiting for an opportunity since I do not want to just take an opportunity. I want one which has a sound base for me to work on.

These are what I have been doing. I have given them to you in the hope that we can both benefit from our exploration of the resolutions.

I look forward to hearing from you.