“Bite and Devour”

[Vine Abider]

3 hours ago, Solus Christus said:

I find the hardest moment is getting another saint to realize “we are both right,” that we are seeing teo different sides of the coin, or as Rabbi said, “the many colors reflecting from diamond.”  

And that happens with scriptural things so much! We're trying to see and understand the spiritual, when we're so attuned to the physical!  I think we're really like two year olds when it comes to the spiritual . . .

[Vine Abider]

3 hours ago, other one said:

The most difficult thing I had to fight when I was still working was convincing people that they did not have the right to tell someone they were wrong.   The company I worked for for 38 years certified every single employee we had globally in Al Deming's Total Quality Management.

TQM - wat's that!?   

I actually saw parallels with TQM and how I believe everyone should be participating in the body . . .

[other one]

10 hours ago, Vine Abider said:

TQM - wat's that!?   

I actually saw parallels with TQM and how I believe everyone should be participating in the body . . .

Well, for those that do not know, it is a management style where each work-group manages themselves.  Where at Xerox the span of control for a manager went from 7 to about 40 and the company laid off about 60% of middle managers.   Where before a manager would come to team meetings and tell us what to do and how to do it, and was in control of meetings; but after it was put in place they would come into a team meeting, as a guest, and tell us what the company needed and then leave the room.    It was up to us to figure out how to accomplish it and who would do it. The team was in control of the meetings   It actually kept Xerox from going into bankruptcy.

I agree with everyone participating in the body.  Depending on the people it can make good things happen.   But if someone wants to be an individual and take credit for everything instead of a group member not so good things happen.

[Neighbor]

20 minutes ago, other one said:

Well, for those that do not know, it is a management style where each work-group manages themselves.  Where at Xerox the span of control for a manager went from 7 to about 40 and the company laid off about 60% of middle managers.   Where before a manager would come to team meetings and tell us what to do and how to do it, and was in control of meetings; but after it was put in place they would come into a team meeting, as a guest, and tell us what the company needed and then leave the room.    It was up to us to figure out how to accomplish it and who would do it. The team was in control of the meetings   It actually kept Xerox from going into bankruptcy.

I agree with everyone participating in the body.  Depending on the people it can make good things happen.   But if someone wants to be an individual and take credit for everything instead of a group member not so good things happen.

No Shepherd eh?  Hmm, don't know about that one. seems to me I am better off with a good shepherd than I am with team think scenarios. But that is just me.

[Ray12614]

11 hours ago, Vine Abider said:

And that happens with scriptural things so much! We're trying to see and understand the spiritual, when we're so attuned to the physical!  I think we're really like two year olds when it comes to the spiritual . . .

Once I thought I was wrong . . . but . . . really I was right . . . but because I thought I was wrong when I really was right . . . made me wrong in thinking I was wrong . . . . 

and yes . . . I am kidding . . . . 

[other one]

7 hours ago, Neighbor said:

No Shepherd eh?  Hmm, don't know about that one. seems to me I am better off with a good shepherd than I am with team think scenarios. But that is just me.

I had a team mate or two that thought the same way and they didn't do well.  They also dragged down their teams performance in the end.    We had some that just didn't want to work, and it was up to us as to whether they stayed or were terminated...  

[Neighbor]

2 hours ago, other one said:

I had a team mate or two that thought the same way and they didn't do well.  They also dragged down their teams performance in the end.    We had some that just didn't want to work, and it was up to us as to whether they stayed or were terminated...  

All I know for sure is when  my Shepherd calls via the Holy Spirit I do not  sit with a group and discuss that and plan a group response. I just up and go or do  or sit as commanded.

As to establishing team  groups in classrooms, I followed the concept along for a few years. It  IMO has been a horrible failure. It tends to slow down the brightest, most ambitious, making everyone perform at a mediocre level that is group acceptable.

 

 

[Neighbor]

9 hours ago, Ray12614 said:

Once I thought I was wrong . . . but . . . really I was right . . . but because I thought I was wrong when I really was right . . . made me wrong in thinking I was wrong . . . . 

and yes . . . I am kidding . . . . 

Well today you get partial credit if your methodology was correct.  Remember, just keep your crayons inside the already established  black lines!

[Vine Abider]

22 hours ago, other one said:

I had a team mate or two that thought the same way and they didn't do well.  They also dragged down their teams performance in the end.    We had some that just didn't want to work, and it was up to us as to whether they stayed or were terminated...  

I was a big advocate of TQM and the team approach.  It didn't mean there wasn't leadership - it just meant management got out of the way of the people who were closest to the customer and the actual production, and could react the fastest and best to what would satisfy the need.  Old school western management tends to be top heavy and takes on too many of the small decisions that need to be made quickly, at the level closer to the customer.

A huge reason the USA prevailed in manufacturing in WW2, was that many of the people who ran things went off to war and left others and women to build the things needed for the war effort.  Deming, and a few like him, were called upon to speed up the production lines and make the output of higher quality at the same time.  They did this by creating small teams and teaching them statistical quality control.  These team were then highly aware when something went outside of statistical norm and could quickly correct it. The result - the highest level of production in history, and with high quality to boot!

Unfortunately, after the war, all the men came back who had been previously doing the manufacturing and retook control.  The women were let go, Deming was essentially told to take a hike, and the highly efficient and effective methods of production got lost.  Manufacturing boomed, however, because the USA still had a fantastic capacity, while much of the rest of the world's manufacturing ability had been decimated.

But those in the know knew what Deming had done.  He then got sent to Japan to teach them the fundamentals of what would come to be known as TQM.  The Japanese had nothing to loose, and were hungry to learn. Within a couple decades, they were eating our lunch in many areas.

CC: @Neighbor

[Ray12614]

On 8/6/2023 at 5:59 PM, Neighbor said:

Well today you get partial credit if your methodology was correct.  Remember, just keep your crayons inside the already established  black lines!

Ha ha !!!  My crayons are hard to keep inside the black lines because they are BIG sized crayons . . .  someday . . . . I will grow up and have the big-kid crayons like everybody else has . . . LOL