For the past few months, I’ve been working on an article to describe and define quality consciousness. Someone recently told me that there have been a lot of people asking about this concept lately (which I find really cool because as far as I know, I’m the only one actively studying it under this banner), and that I should blog about what quality consciousness is ahead of the publication. (That said, if you’re also researching quality consciousness, let me know in the comments section below! Let’s play with this idea together.)
So here’s a synopsis of the story of quality consciousness:
- The existential question that motivated this line of inquiry: If ISO 8402:1994 says that quality is the “totality of characteristics of an entity that bear upon its ability to satisfy stated and implied needs,” then what if that entity is YOU? What are the totality of characteristics of YOU that bear upon YOUR ABILITY to satisfy the stated and implied needs of your stakeholders?
- The term “quality consciousness” was first used, from what I can find, in a 1947 keynote by C.R. Sheaffer to the first convention of the American Society for Quality Control (ASQC), the predecessor to ASQ. To answer the question “what does top management expect from quality control [people and organizations]” he notes that a change in quality consciousness is expected. Attitudes must shift from an acceptance of what’s good enough to the constant pursuit of making things better. People must be able to take pride in their high-quality work. (from Borawski, 2006)
- Consciousness, according to the Random House dictionary, is 1) awareness of one’s own thoughts feelings, and surroundings, 2) the full activity and engagement of the senses, and 3) the thoughts and feelings of individuals and groups.
- Based on this definition, I believe that quality consciousness can be summed up by the “3 A’s” – Awareness, Alignment, and Attention. Quality consciousness implies awareness of yourself and the environment around you (including what constitutes quality and high performance for people, processes and products – most importantly, YOU). It also suggests that you must achieve alignment of your consciousness with the consciousness of the organization, which will aid in full activity and engagement of the senses. Your attention must be selectively focused onto what you can accomplish in the present moment according to that alignment (which implies that you are able to effectively filter the rapid and voluminous streams of information coming at you).
- From reviewing the literature, I find that there are four elements that contribute to developing awareness, finding alignment, and focusing attention. These are Action, Reflection, Interaction, and Education. I’ll go into more detail in the article on how these are all related.
- I think that quality consciousness is exactly what Deming was after… and that it’s the moral of the story of his 14 points. But whereas the unit of analysis for his 14 points was the organizational level, we need to internalize those points within ourselves. What if Deming’s 14 points were geared towards YOU developing your quality consciousness… what do you think he would have said differently?
- The absence of focus on developing a quality consciousness is, I believe, the distinguishing factor between companies that have implemented the Toyota Production System successfully (ie. Toyota) and companies that have implemented the Toyota Production System with limited results (e.g. pretty much everyone else).
- A personal path for developing quality consciousness might include asking yourself the following questions: What do YOU need to expand your awareness? To enhance your mood and affect so that you’re aware of the vast landscape of innovative potentials available to you (e.g. http://qualityandinnovation.com/2011/09/29/why-positive-psychology-is-essential-for-quality/)? What do YOU need to align yourself with your organization? What do YOU need to be able to focus your attention on the most productive thing you can do at any given moment – resulting in effortless action, optimal flow and productivity, and positive affect that will cycle back to expanding your awareness even more?
Borawski, P. (2006). The state of quality: 1947 and 2006. Journal for Quality and Participation, Winter 2006, p 19-24.