In Their Own Words Podcast By The Deming Institute cover art

In Their Own Words

In Their Own Words

By: The Deming Institute
Listen for free

Our podcasts feature interviews with members of the Deming community, including industry leaders, practitioners, educators, Deming family members, and others who share their stories of transformation and success through innovative management and quality theories of Dr. W. Edwards Deming. Podcast episodes prior to 2022 were hosted, produced, and edited by Tripp Babbitt.The W. Edwards Deming Institute Economics Leadership Management Management & Leadership
Episodes
  • From Teacher to The Deming Institute Leader: Jake Rodgers' Story

    From Teacher to The Deming Institute Leader: Jake Rodgers' Story
    Aug 24 2026
    "Once you see it, you can't unsee it." What starts as a teacher's search to reduce conflict can become a lifelong journey in leadership and transformation. In this episode, Jake Rodgers shares how discovering Dr. Deming's philosophy changed the way he thinks about teaching, leadership, parenting, and work. From fifth-grade classrooms to leading The W. Edwards Deming Institute, Jake reflects on the lessons, challenges, and breakthroughs that shaped his path. Along the way, he explores why Deming's ideas still matter, how leaders can create more joy in work, and why understanding systems helps us make better decisions for people and organizations alike. A thoughtful conversation about learning, leadership, and what happens when you see the world through a different lens. TRANSCRIPT 0:00:02.4 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we continue our journey into the teachings of Dr. W. Edwards Deming. Today, I'm here with featured guest Jake Rodgers. Jake, are you ready to explain your Deming journey? 0:00:18.0 Jake Rodgers: Absolutely. Yeah. I'm so glad to be here. 0:00:20.8 Andrew Stotz: See, I already made a mistake right from the beginning, Jake, so you don't have to worry at all. [laughter] Let me introduce you to the audience. Jake Rodgers is the executive director of The W. Edwards Deming Institute. He's an educator, leader, and consultant with more than 20 years of experience as a teacher, principal, superintendent, and leadership coach. Jake, really, this has been long overdue to get you on the podcast. I think, everybody wants to understand your Deming journey, so take it away. 0:00:53.6 Jake Rodgers: Sure. Thanks, Andrew. It's so good to be here. This is actually my first podcast and first podcast with the Institute. And like you mentioned, long overdue. So I'm excited to be on here with you, and hopefully it's the first of many. 0:01:10.1 Andrew Stotz: Agree. 0:01:11.1 Jake Rodgers: Yeah. Okay. So how did I encounter Dr. Deming's philosophy? I've told this story a couple times, actually. Once at a Deming in Education conference back in 2015. But I was a fifth grade teacher back in 2008, I think it was. And we had just started, we had redesigned our system for how we support kids, who needed additional intervention, math and reading. And we had all the pieces in place. But once we got things going, the whole psychology piece was tough. We struggled with direction in meetings. There was quite a bit of conflict, even among people that were very good friends. We just couldn't get much done in the times that we were trying to figure out what do we do when kids need extra support? 0:02:23.9 Jake Rodgers: So I reached out to our principal, who said, "Hey, if you can find something, we'll pay for it," which is rare in education, increasingly rare. And I came across David Langford. Someone had referenced him, so I didn't know much about what he did, but we needed help. So I just called his office and he returned my call, and I told him a little bit about what was going on, and he said, "Oh, well, I can help you with that and a whole lot more, too." And I wasn't really interested in the whole lot more. I just wanted to stop the arguments and the conflict. 0:03:11.7 Andrew Stotz: That sounds like the alcoholic going to an AA meeting. "Look, I don't need all of that. I just want to stop drinking." 0:03:18.3 Jake Rodgers: Yes. That's all. Yeah. So, gosh, it wasn't too long after that a small team went out to Montana, and went to one of David's four-day conferences. And it totally transformed the way I thought about teaching, learning, leadership. It was a very memorable trip, because of the conference that David ran, but also with the four of us, we stayed up until 1, 2 o'clock in the morning every single night just talking about what we heard that day and what the implications were for the work we were doing. The things that stood out to me the most were bringing joy and meaning back to learning, getting kids more involved in designing, redesigning the classroom system, their learning. One of the great things that David does, he has, along with in his seminar going through the System of Profound Knowledge, he has a lot of tools that he teaches you to actually do the work, right? And so we went back and we started trying stuff, messed up a lot. I called David a lot, got some what he calls quality therapy, and eventually got a couple other team members involved. So our entire fifth grade team started doing this work. And after, I don't know, probably after two or three years, we started to see some good results. And during that time, I had gone back to school to get my principal accreditation. 0:05:17.2 Jake Rodgers: And I remember people telling me, "Jake, you need to, right after you're done with this program, you need to get a job as a principal, because if you wait too long, people will think you're unhireable." But I couldn't stop doing the work with my ...
    Show more Show less
    35 mins
  • Why Strategic Plans Fail (And What Actually Works Instead)

    Why Strategic Plans Fail (And What Actually Works Instead)
    Aug 17 2026
    Why do good strategic plans so often fail to produce different results? John Dues joins Andrew Stotz to explore a simple idea: organizations do not run on strategic plans. They run on the routines leaders and teams follow every day. From meetings and priorities to problem solving and learning, those routines form the management system that shapes results. Listen to a practical conversation about strategy, leadership, Deming, and designing an organization that can continually learn. TRANSCRIPT 0:00:00.0 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today I'm continuing my discussion with John Dues, who is part of the new generation of educators striving to apply Dr. Deming's principles to unleash student joy in learning. Well, John, your most recent blog post, you titled it "The System Your Organization Actually Runs." Interesting title. And it starts with a question that I think every leader has probably asked at some point, which is, how does this strategic plan actually change what leaders do on Monday morning? Why did you start at that point? 0:00:50.1 John Dues: Yeah, thanks for having me back, Andrew. I think the article kind of gets at a question that I've found myself asking over the years as I've led school systems. And I've seen a lot of different strategic plans, and I've seen a lot of different strategic plans at my own organization. And most of them contain worthwhile goals. Most of them are written by leaders that want to genuinely improve their organization. I think the problem is, it wasn't the quality of the goals. It was... After reading the plan, I often couldn't tell how the leadership of that particular organization was actually going to operate once the plan was finished, or how at least how it was going to operate differently. And this is true of my own organization. The plan would tell me or those leaders where the organization wanted to go but it rarely said like how that was going to happen, what was going to happen differently every day in order to get there. And what I eventually basically came to the realization that this wasn't just a minor oversight or omission, it was like the central issue. And so that realization really changed how I started to think about strategic planning, 'cause I do think that's an important component of running an organization, but it's not the management system itself. It's just the starting point basically. 0:02:22.7 Andrew Stotz: There's a great book on strategy that I like called Good Strategy Bad Strategy by Richard Rumelt and he basically focuses in on how bad most strategy is, and it's just lofty statements and generalizations with very little action and trade-offs that the senior management or the leaders are really making. And so it just plops in people's lap like, "Here's a good-feeling thing." So was there a specific moment when that clicked for you? 0:02:59.4 John Dues: Yeah, that's a good question. I mean, I think what I think of when you mentioned that book, which I haven't read, "Good Strategy Bad Strategy," I think there certainly is good strategy and there is certainly bad strategy. But what I most often was seeing is like pretty good strategy that maybe a consultant would write. Like we did a strategic plan with a consultant, a great consultant about a decade ago and the strategic plan that that work resulted in was great and useful in some ways. But by and large, it did end up in the sort of stereotypical fancy binding and all kinds of colors and graphs and stuff like that, but it was mostly sitting on shelves and closets. It really wasn't formatted like literally and figuratively, it wasn't formatted in a way that was going to guide our work on a daily or a weekly or a monthly basis. So that experience, and I went through a couple of those types of strategic planning sessions with consultants over the years. So then I was thinking about what's actually happening is that, well, if the strategic plan mostly gets shelved, what is it exactly that is guiding and running the organization on that day-to-day basis? 0:04:30.4 Andrew Stotz: Interesting kind of distinction between the plan and the day-to-day running. So let's answer that question. If the strategic plan isn't the management system, what is it? 0:04:45.9 John Dues: Well, I think one thing is some people might be familiar with the management system terminology and some people may not. It probably has a technical meaning for a lot of people that are doing this type of work. But whether you use that terminology, "management system," in your organization or not, every organization has one. And so when a lot of people hear management system, they may picture some type of software system or some more formal operating manual. But that's not what I mean when I say there is a management system whether you realize it or not. I don't mean something formal necessarily. I'm just talking about a...
    Show more Show less
    26 mins
  • A New Lens with Balaji Reddie (Part 6)

    A New Lens with Balaji Reddie (Part 6)
    Jul 27 2026
    What happens when an organization gets so focused on results that it forgets why it exists? Andrew Stotz and Balaji Reddie dig into the first of Deming's 14 Points, constancy of purpose, using stories like Harvard's answer to Deming's challenge to define a business and Indian manufacturers who pivoted to build PPE during the pandemic. This conversation may change how you think about success, profit, and the real aim of a business. TRANSCRIPT 0:00:02.4 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today I'm continuing my discussion with Balaji Reddie, an educator and trainer in the teachings of Dr. Deming and quality management generally. I'm really excited for today's topic, which is the 14 Points. Take it away, Balaji. 0:00:27.5 Balaji Reddie: Thank you. Thank you, Andrew. So the last time we spoke, we had discussed all the four sciences that Dr. Deming put together. In a nutshell, we said his words, appreciation for a system. That means appreciating that there are no events, there are eventualities, and there is a huge myriad or a huge system of myriad components that create these outcomes. So we need to understand that. We need to appreciate the fact that these are all interconnected, interdependent, these components. Right. And we saw some other attributes that when they interact with each other, the cause and effect are not closely related in time or space. Seemingly disconnected events then turn out to be connected. There exist synergistic relationships. So you can't just straightaway say, "I know." You can say, "From what I understand or what knowledge I have right now about the system, I think." 0:01:34.7 Balaji Reddie: And you always dig deeper. Right. And that gave us the next thing, that the performance of any system, the outcomes are subject to Variation. You will never get the same outcome every single time. It keeps on fluctuating. And then we realize there is a difference between normal and abnormal fluctuations. The typical term that Walter Shewhart said was Variation, and Deming took that forward. He said, "Understand Variation." I would say learn how to think statistically. Right? And statistical thinking is about knowing when to act and when to leave a process alone. Okay. So we said understand the Variation, and you should know when to... There's that normal fluctuation, you would need to work on it continually. But abnormal fluctuation is a little easier to understand, isolate, and take immediate action. So the low-hanging fruit comes from the abnormal fluctuation, what he called as special causes or assignable causes, as Walter Shewhart said. 0:02:41.0 Balaji Reddie: And once you work on them, then your long-term work on the process continues. That never stops because it helps you understand the process much, much better. Right? But there you are faced with the dilemma sometimes. There's so many complications there, and you just need to understand them if you want to know completely what happens in a system. And that's why he said the complete knowledge is never... Is unknown and unknowable. But he said there's a way of doing that, and that's where the Theory of Knowledge came in. We needed to understand that we build upon what we have right now. We start asking questions, and you begin with theories. "I think, I believe." And once you start doing that, you start unraveling the mysteries of the system under study. And last bit here is all this, of course, he was speaking about man-made systems, organizational systems, which all this work is being done by people. 0:03:38.0 Balaji Reddie: And he said that's where the best part comes in. You can never do things all by yourself. You need to cooperate with others. Each one comes with their own theories, and each one has their own system of learning, their own way of thinking. So we need to understand that, whether you are employees inside a company, whether you are people outside the company contributing in the sense of suppliers, or people who are recipients of this in terms of consumers. So everyone, you need to understand people, that they're a part of this entire system. And that's where Psychology comes in. Of course, I used the word empathy. I said understanding them and on. And on a lighter note, I ended by saying that if you really want to sharpen your empathetic skills, you need to either understand your pet or a baby, because these are people who can't express what they want and you just have to have your own theories and then understand them better. 0:04:34.9 Balaji Reddie: But that's what we saw last time. Now we're gonna get to, funnily, what he espoused as his philosophy [chuckle] when he first presented it in the United States in a structured form, right? These were the 14 Points. Now, first of all, the 14 Points are not his philosophy, but they're 14 consequences of his philosophy. You can never really set out to say, "I'm gonna ...
    Show more Show less
    43 mins
adbl_web_anon_alc_button_suppression_t1
All stars
Most relevant
Maybe I got something out of it (more my own thoughts triggered by their dialogue than their content itself-- hint: emphasize the Run Chart!), so I won't say it's valueless, but it's certainly very light for anyone, even beginners.

On the plus side, at least it's short! Less than an hour, much less if you listen at 1.4 X speed or so.

I'd comment more but there's very little substance to comment on, Deming-related or otherwise.

At the very end they say to research Deming and quality, etc., more. Yeah, no kidding! In fact, that's what you should do first, before or even instead of listening to this half hour of little to nothing.

Very, very light on substance

Something went wrong. Please try again in a few minutes.