You make some interesting points. In my 35 years of consulting, some with
Deming, I have found that jettisoning terms such as supervisor is viewed
with great suspicion, especially when replaced by words such as
"facilitator." I do not in any sense disagree with you about the spirit of
what you suggest ... in fact I "facilitate" such improvements in my work.
But I find that some battles are worth fighting more than others.
I find little value in erasing familiar frames of reference, rather, I
find it more comfortable for conservative clients gradually to redefine
familiar terms. It at least leaves them with some comfort level. As time
progresses, I also find that by redefining what they do, many gradually
jettison the term "supervisor" on their own, a very good thing in my
estimation.
I must stand by my cynicism about the success to date of such
philosophies. I think they are embraced fully by much less than 1% of
enterprises in the U.S. Even in some of the giants, they are
half-heartedly embraced and supported. For example, at Fplorida Power &
Light their initial progress in this arena was eliminated by a new CEO
(promoting Deming to support JUA's rescission of their Deming Prize).At
AT&T, there is a lot of lip service but action only in tiny creches.
I admit that this is progress. What I do not agree with is that there as
been a major adoption of these philosophies to date in the US and I
suspect that resistance will increase in the present political climate,
even though there are many endogenous and exogenous variables which would
seem to militate toward changing the workplace.
Despite these things and our respectful differences of opinion, it is my
earnest hope that we will continue to work to improve things and empower
people in organizations.
-- Dave Mann DAMANN@gwis2.circ.gwu.edu Voice: (703) 319-0895 Fax: (703) 319-0680