12 Apr Unit 7 discussion response_MT433
13375Respond or elaborate on the response below:
For my organization, the most critical of Deming’s 14 Points is (Wisner,2022 pg.345) “Encourage education and self-improvement for everyone All employees should be encouraged to further broaden their skills and improve through continuing education”. This principle resonates deeply because continuous learning and personal growth are essential not only for individual development but also for long-term organizational success.
By fostering a culture that values education, employees are empowered to innovate, adapt to changes, and bring fresh ideas to the table. It also builds morale and engagement—when people feel supported in their growth, they’re more likely to take pride in their work and stay committed to the organization.
In my experience, investing in training, mentorship, and opportunities for professional development pays off across the board—from improved performance and teamwork to stronger leadership pipelines. In a fast-evolving environment, this mindset of lifelong learning keeps us competitive and resilient.
Encouraging self-improvement goes beyond formal education too—it includes promoting curiosity, supporting cross-functional collaboration, and creating space for employees to challenge themselves and take on new responsibilities.
While I understand the reasoning behind Deming’s point to (Wisner,2022 pg.345) “Eliminate numerical quotas for workers and managers Quotas are short-term thinking and cause fear. Numerical goals have no value unless methods are in place to allow them to be achieved.” I believe this one is the least applicable to my organization—at least in its entirety.
In theory, eliminating quotas helps reduce pressure and encourages a focus on quality over quantity. However, in my organization, certain performance metrics and numerical goals are essential for setting expectations, tracking productivity, and aligning team efforts with strategic objectives. For example, sales targets, service response times, or production output goals give both employees and leadership clear benchmarks to strive toward.
Completely eliminating these could lead to a lack of accountability or difficulty in measuring performance fairly across teams. That said, I do agree with Deming’s larger message—that quotas should not be the only measure of success, nor should they encourage cutting corners or ignoring quality. So perhaps a more balanced approach is ideal: maintain helpful performance indicators while also considering qualitative feedback, employee engagement, and continuous improvement.
In the right context, quotas can motivate, but they need to be realistic, flexible, and paired with support and development opportunities.
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