The last area that Deming addresses in his System of Profound Knowledge is psychology. I'm jumping ahead to this portion not because I believe it is more important than the other parts, but that it is more applicable, even if you chose not to use the other parts as extensively as this one. Don't worry, we'll address the other two parts later. For now and over the next several posts, we'll be focusing on psychology. The Random House dictionary has multiple definitions for psychology: (1) the science of the mind or of mental states and processes and (2) the science of human and animal behavior.

Deming's entire focus was set upon the goal of instituting a "new order of things", specifically the way leaders (i.e., managers) run their business from the employee's perspective. Because he was focused on changing the system and instituting a new way of managing, I sure he was aware of Niccolo Machiavelli's famous dissertation on the perils of the undertaking.

"There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things. For the reformer has enemies in all those who profit by the old order, and only lukewarm defenders in all those who would profit by the new order, this lukewarmness arising partly from fear of their adversaries … and partly from the incredulity of mankind, who do not truly believe in anything new until they have had actual experience of it."

Even with the caveat of Machiavelli staring you, as a leader, in the face, Deming commands that you, by virtue of your authority, "has the obligation to make changes in the system of management that will bring improvement." Machiavelli identifies 2 groups that a leader must address: (1) those who profit from the old order who he calls outright "enemies" and (2) those who would profit by the new order who are lukewarm defenders at best.

In my experience, the enemies are usually the seasoned veterans of the organization who helped create the current "way we do things" and are happy with the way things work. Most of these organizations operate on the basis of "knowing who to contact to get things done", regardless of the formal policies and procedures that have been put in place. The lukewarm defenders are usually the relative newcomers to the organization that challenge the "that's just how we've done it" attitude. While they may not have all the answers about what will work and what won't work in the "new order" they are at least willing to try some new things.

Over the next several posts we will discuss different groups of enemies and lukewarm defenders and discuss some tools on how to manage each of these groups.

What has been your experience with enemies and lukewarm defenders? Post a comment and let me know.