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Back in 1986 I documented a list of 13 fundamental truths that applied to all organizations. I ran across these statements recently when I was looking for some comments made by a past IBM president that I wanted to use in a new book I am writing. As I thought back over the past 25 years, I realized that as quality professionals, we have spearheaded a lot of new approaches: total quality management (TQM), ISO 9001, ISO 14000, lean, Six Sigma, business process improvement, process reengineering, knowledge management, organizational change management, theory of constraints, and many more. But to my surprise, there has still been no change in the fundamental truths I wrote about 25 years ago. Even the latest trend, innovation, was incorporated in the fifth truth.
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The following are the 13 fundamental truths as defined in 1986:
1. All organizations, companies, divisions, sections, departments, units, teams, and projects should have a documented mission that links them into a chain that holds the organization together, keeping it directed at pulling in all the potential customers that they can handle.
2.
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Thirteen Fundamental Truths
Dear Mr Harrington
Since I retired from the Venezuelan Navy as a Captain after 28 years of active service I´ve been dedicated to Quality, Environmental and Maritime Safety Management Systems Consulting.
One of the first books I studied to understand ISO 9000´s Process Approach was your BUSINESS PROCESS IMPROVEMENT.
After more than 10 years of work and learning, I have compiled several ideas and concepts into a simple Process Model which I teach to my students and customers. I´d be more than obliged to share it with you, It´s a simple PowerPoint Presentation.
Fundamental Truth Nr. 6 "People who understand WHY they do something, do it better and faster" has been a constant in my life. Being a young military midshipman and officer I was sometimes a bit rebellious becuse many times I didn´t understand the logical reason for doing something. The typical military response "IT´S AN ORDER" made me obey, but it sure didn´t get the best out of me. On the other hand. I was privileged to serve under some Commanding Officers that lived by most of the 13 truths . They always explained WHY and WHAT FOR of an order or mission, which allowed us to take control as "Process Owners" and take tactical decisions at our level without wasting time asking the boss. In my civilian experience this happens exactly the same in public and private organisations. As an ISO 9001 and ISO 14001 auditor, I often ask WHY IS THIS PROCESS, ACTIVITY OR TASK DONE? and many times get the same unbelievable answers: "BECAUSE IT´S ALWAYS BEEN DONE THAT WAY", or " BECAUSE THAT´S WHAT THE PROCEDURE STIPULATES"
Fundamental Truth Nr. 12 "Management needs to set the example ald walk the talk" is THE MOST BASIC LEADERSHIP PRINCIPLE. I always add the following complement, which I was taught by one of the excellent commanders I served with: "YOU ARE AN OFFICER (MANAGENT) YOUR MAIN JOB IS TO TAKE CARE OF THE CREW, THEY´LL TAKE CARE OF THE SHIP"
In my opinion, those 13 Truths stay unchanged through time because Management is ALWAYS ABOUT PEOPLE SYSTEMS, which is what #12 is all about.
Thank you for the opportunity to echange my views and opinion with an outstanding leader int this field of human endeavour.
Fred Hermann Caracas, Venezuela hh3026@gmail.com
Excellent insight and perspective
Your 13 Fundamental Truths are very good! In fact, when I read them, I thought of the Baldrige criteria for high performance. It goes into more detai than your 13, but your's were published firt in 1986, three years before Baldrige become public!
Jim Beckham
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