The Plan, Do, Check, Act Personality
W. Edwards Deming called it
the Shewhart cycle, giving credit to its inventor, Walter
A. Shewhart. The Japanese have always called it the Deming
cycle in honor of the contributions Deming made to Japan's
quality improvement efforts over many years. Some people
simply call it the PDCA--plan, do, check, act--cycle.
Regardless of its name, the idea is well-known to process
improvement engineers, quality professionals, quality improvement
teams and others involved in continuous improvement efforts.
The concept is simple to teach and understand: Plan the
work, carry out the plan, check on the result and then take
action to improve performance. Repeat the cycle to improve
continuously. The PDCA cycle is now included in section
0.2 of the ISO 9001:2000 standard. It's described in the
context of business process management as follows:
Plan. Establish the objectives and processes necessary
to deliver results in accordance with customer requirements
and the organization's policies.
Do. Implement the processes.
Check. Monitor and measure processes and product
against policies, objectives, and requirements, and report
the results.
Act. Take action to continually improve process
performance.
Despite the simplicity and power of the approach, we've
all seen too many cases characterized by plan, plan, plan
and plan some more. Or, the approach might be to do, do,
do and do some more with no useful balance being reached.
Is there something about human nature that makes this so
difficult? As it turns out, there is.
Personality refers to the psychological qualities that
bring continuity to an individual's behavior in different
situations. Personality traits are the stable characteristics
that guide a person's thoughts and actions under various
conditions. Many psychological theories of personality describe
the distinction between extroverts and introverts. Extroverts
are characterized by their inclination to action. They are
described as energetic, bold, active, daring and vigorous.
Introverts are characterized by their preference for analysis.
They are described as shy, quiet, reserved, inhibited, withdrawn,
timid, and bashful. Each of us has a personality type that's
predominately either extroverted or introverted. Although
we're responsible for our own actions, by the time we reach
adulthood, it's no easier to change these personality traits
than it is to change our eye color.
Extroverts have the inclination to do, do and do. Introverts
are inclined to plan, plan and plan. Because these tendencies
are intrinsic personality traits, people of one personality
type can never fully appreciate what motivates the other.
Frustration quickly results.
It gets even uglier. Because introverts see analysis as
an obvious, natural and necessary activity, they may not
give it a second thought. They may assume the value of planning
and other analysis is entirely obvious to others. They're
baffled when extroverts skip over the investigation work
that seems so essential and natural to them. Similarly,
extroverts are puzzled when the introverts take so long
to get going. It can become like an argument between a couch
potato and a marathoner over whose leisure activity makes
more sense. They can easily dismiss the other person by
thinking, "He just doesn't get it."
It's easy to determine whether you're an introvert or
an extrovert. Read each of the following eight statements
and decide if you agree or disagree:
1. I generate a lot of enthusiasm.
2. I have an assertive personality.
3. I'm sometimes shy and inhibited.
4. I'm full of energy.
5. I'm reserved.
6. I'm outgoing and sociable.
7. I tend to be quiet.
8. I'm talkative.
Extroverts tend to agree with statements 1, 2, 4, 6 and
8. Introverts tend to agree with 3, 5 and 7. Asking someone
who knows you well to decide which statements describe you
can provide additional verification.
The natural reaction of introverts is to dismiss their
activity-prone colleagues with a disparaging complaint about
"ready, fire, aim again" as they continue their
planning. Extroverts are inclined to vent their frustrations
and blame their thoughtful colleagues for the "paralysis
of analysis" while they go off and do something. People
of each personality type can be more helpful and effective
by avoiding these emotional responses.
So what can be done? First, it's helpful to recognize
that each of these biases are inherent and are not the result
of malicious intent, laziness, ignorance or carelessness.
Second, it may be useful to ensure some introverts in the
group are assigned to planning and checking activities and
some extroverts to doing and acting activities. It may be
beneficial to repeat the mantra "analysis precedes
action." Remind the introverts that the very best analysis
has no effect until it results in action. Remind the extroverts
that hasty action based on rumor, first impressions, impatience
and superficial symptoms (often called tampering) can do
more harm than good.
Finally, remind team leaders that leadership requires
leveraging the talents, points of view, skills and experience
of all of the personalities on the team. Effective team
effort results from the skillful integration of the strengths
each person brings to the team.
Leland R. Beaumont is the author of ISO 9001,
The Standard Interpretation, Third Edition (ISO Easy,
2002). He consults on quality management, ISO 9001 and new
product development. Letters to the editor regarding this
editorial can be sent to letters@qualitydigest.com.
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