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In Their Own Words

In Their Own Words

By: The Deming Institute
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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
  • A New Lens with Balaji Reddie (Part 4)

    A New Lens with Balaji Reddie (Part 4)
    Jun 29 2026
    What if better management starts with seeing connections that were there all along? In this conversation, Balaji Reddie and Andrew Stotz unpack one of the most powerful and overlooked ideas in management: that everything is connected. Drawing on Dr. W. Edwards Deming's systems thinking, he explains why the problems we face today were set in motion long before we noticed them, and why the solutions are rarely where we think to look. Along the way, a cup of coffee becomes a window into five years of invisible effort, hydrogen and oxygen defy everything we'd expect, and a classroom game reveals that cooperation isn't a soft ideal — it might just be human nature. Whether you run a team of two or a global organization, this episode will quietly shift the way you read a situation, ask a question, or respond to a problem. TRANSCRIPT 0:00:02.2 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 discussions with Balaji Reddie, an educator and trainer in the teachings of Dr. Deming and quality management generally. The topic for today is connectedness, which will help you see things you normally would not see. Balaji, how are you? 0:00:30.7 Balaji Reddie: I'm good, I'm fine. 0:00:32.5 Andrew Stotz: Nice to connect with you. 0:00:34.1 Balaji Reddie: Yes, same here. 0:00:35.3 Andrew Stotz: Connectedness day. 0:00:36.5 Balaji Reddie: Yeah, connectedness, absolutely. Yeah, we chose this term very carefully, right? 0:00:42.6 Andrew Stotz: I suspect you have, given your precision. [laughter] 0:00:47.4 Balaji Reddie: Yeah, to see things that you normally would not see, let me attribute this to Henry Neave, who said that he heard Deming say this during his last three or four seminars in England, right? In Britain rather. Yeah, I think it was mostly in England. And he said, when he heard him say that, he said, "I am not here to teach you anything new. I'm here to make you see things that you normally would not see." And I would like to just expand on that and say when you see things differently, obviously, you observe, you record different things. And when you record different things, you ask different questions. When you ask different questions, you get different answers. And when you get different answers, you draw different conclusions. When you draw different conclusions, you take different decisions. And when you take different decisions, you get different results. It's insanity to expect different results by asking the same questions every single time. So management is not so much about giving the right answers as much as it is about asking the correct questions. And I think Dr. Deming helps you do that. He helps you ask the correct questions. 0:02:02.2 Balaji Reddie: Now coming to the word connectedness. We spoke about the System of Profound Knowledge, a unified theory of leadership and management, where Dr. Deming brings together four sciences. And the first one he says about systems thinking, or what he called as appreciation for a system, appreciation for a fact that everything is systemic. There's nothing that happens in isolation, right? And the second one, of course, he said was understanding variation, then understanding theory of knowledge and understanding psychology. But he said, all four are equally important, et cetera. And then comes the, I won't say contradictory, but a chapter before Profound Knowledge on systems especially. So that's where I decided to use the word connectedness, that all these are connected. What did he mean by that? So I believe he wanted people to learn about connectedness and systems first. 0:03:01.6 Balaji Reddie: So let's dive right there. What did he always say about systems, or connectedness as we say here? And let's get into his definition for system. And he says that "a system is a network," right, "of interdependent components that work together to achieve the aim of the system." And then he says "every system must have an aim. Without an aim, there is no system." And very well articulated throughout this book which he wrote, he always began with aim of the chapter. Even in Out of the Crisis, he always started with aim of a chapter. So network of interdependent components. So let's just break it down, because the three important words are network, interdependent, and aim. And he says aim comes first because without the aim, there is no system. 0:04:00.6 Balaji Reddie: Right. And he goes on to tell us what the aim of a system should be. Okay. He says here that the recommended aim should be for everybody to gain. Now, in one of the paragraphs there, management's job, where he says should be to make it clear, the first step is clarification. Everyone in the organization must understand the aim and how to direct their efforts towards the aim, right? And everyone must understand, okay, this is important. The danger and loss to the whole ...
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    41 mins
  • A New Lens with Balaji Reddie (Part 3)

    A New Lens with Balaji Reddie (Part 3)
    Jun 22 2026
    "I'm not here to teach you anything new. I'm here to make you see things that you normally would not see." — Dr. W. Edwards Deming In this episode, Deming educator Balaji Reddie reveals the practices that are hiding in plain sight within most organizations. Practices that feel normal. That get celebrated. And that quietly undermine everything you're building. One example: arbitrary targets. An employee collected 2 million rupees in a single day — four times his target. He told no one and did nothing for four days. Because he knew his manager would just raise the bar. That single moment of silence cost the company a genuine breakthrough. This is what Deming called a "faulty practice." And there are many more where that came from. Host Andrew Stotz and Balaji dig into Chapter 2 of The New Economics — Deming's most overlooked chapter. They cover why ranking employees is built on a mathematical illusion. Why chasing quarterly results destroys long-term value. And why the best leaders, from Steve Jobs to Walt Disney, ignored the pressures that trap most organizations. 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 discussions with Balaji Reddie. He's an educator and a trainer in the teachings of Dr. Deming and quality management generally. And the topic for today is becoming aware of faulty practices. Take it away, Balaji. 0:00:26.0 Balaji Reddie: Good morning. Thank you, Andrew. So part three of our series, what we're looking at. So last time we met, we spoke about essentially Point number 14, because we outlaid his profound knowledge. And then I always said that he gave us a lot of clues as to what needed to be done. So I started out by reading some of the excerpts from the book, which we tend to ignore. And then he said, "Here's what I expect." So he expected leadership, a critical mass to be created, and then he gave attributes of a leader. So we listed 17 of those points, which we said principles of leadership. And now once you've created that critical mass and there's someone who's taken the lead and there are a bunch of leaders, maybe, so what do we do next? So when you start becoming aware that you are now in a prison, so to say, because that's what he said here, that they feel it's a fixture, and this is the way things are, this is how things always have been. So he says, "No, you need to understand that these things are wrong." Right? And you first need to become aware, and then we need to look at what needs to be done, perhaps. So he's given some suggestions, and you could always adapt and adopt this. So most of this would be taken from the book, The New Economics, chapter two, which he has titled as "The Heavy Losses." Now, remember, when he wrote this book, it was after the other book, Out of the Crisis, where he had listed his 14 Points. Yes, but he also listed diseases and obstacles. And people tend to ignore that. 0:02:18.9 Balaji Reddie: In fact, I remember having a chat with Bill Bellows on this, and I said, "Diseases and obstacles." And he said, "Obstacles?" I said, "Yes, he has listed 16 obstacles in Out of the Crisis." And he said, "Oh, wow." And he took his copy and he said, "Oh, yeah, you're right. There are 16 of them." And so sometimes you see things that you normally would not see. So when he wrote this, initially, I think many people thought that it was just an extension of those Diseases. But when you start looking deeper, you'll find that he became more elaborate in what he listed as the heavy losses. So he says here that these are things that you start observing and you say, "This is not normal." So the language that he's used is pretty, pretty clear. Present practice, so faulty practices. The present practice, and he says these are only reactive. You only need certain skills and not nearly any theory of management. Whereas when you opt to go to a better practice, you need a theory. So let's start with the very first faulty practice. And this stems from his 14 points too. He says, "Lack of constancy of purpose, short-term thinking, and emphasis on immediate results. Think in the present tense, no future tense." And then he becomes more elaborate and says, "Keep up the price of the company's stock and maintain dividends." 0:04:02.0 Balaji Reddie: Which, well, okay, it seems like you should not do that. No. He says here, you fail to optimize through time. Make this quarter look good, ship everything on hand at the end of the month or quarter, never mind its quality, mark it as shipped, show it as accounts receivable, and defer till the next quarter repairs, maintenance, and orders for material. Just a word here, in the new edition of The New Economics, there's been a spelling mistake there. So if anyone's listening, you can just correct it in the next edition that comes out. Instead of "defer till the next quarter," he's written "defer ...
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    54 mins
  • A New Lens with Balaji Reddie (Part 2)

    A New Lens with Balaji Reddie (Part 2)
    Jun 15 2026
    What does great leadership actually look like? Can you make a difference even if you're in the middle of the hierarchy? "If you think you're too small, you've not spent the night under a bedsheet with a mosquito." In this episode, educator and Deming practitioner Balaji Reddie explains why W. Edwards Deming was far more practical about leadership than many people realize. Drawing on both The New Economics and Out of the Crisis, Balaji shares stories and examples that bring Deming's 17 principles of leadership to life. From creating trust and joy in work to understanding variation, coaching people, and improving systems, this conversation challenges conventional management thinking and offers a clear path toward transformation. TRANSCRIPT 0:00:02.2 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 continuing my discussion with Balaji Reddie, who is an educator and trainer in the teachings of Dr. Deming and quality management generally. And the topic for today is Principles of Leadership. Balaji, take it away. 0:00:27.9 Balaji Reddie: Good morning. Thank you so much, Andrew. We had left our last session with that, we'd be dealing with this. And of course, Dr. Deming gave us the outline of Profound Knowledge and he gave us 14 points. He also gave us the deadly diseases and the 16 Obstacles. So people often talk about the diseases, but very often they forget the obstacles. And there are 16 of them which he highlighted for us. And if you think that they're outdated, they're as relevant as they ever were. So you need to keep revisiting those. I think if you start working on removing the obstacles, it's like you're taking your foot off the brake rather than pressing on the accelerator. 0:01:11.3 Balaji Reddie: So you're removing the things that actually stop you before you actually take things forward. But nevertheless, we start with point number 14 where he says, take action to complete, to make the transformation. And he says that there should be a critical mass of people that you need to educate and train and get them on the same page as you are. I'm gonna quote Hazel Cannon here, who is current president of the British Deming Forum. And she talks about the time when she was very young and she attended the Deming four-day seminar, I think in Birmingham. And at the end of those four days, she was overwhelmed as you normally are when you hear how the man speak. And he spoke... He wanted you to make drastic changes. It's not just tinkering here and there. 0:02:08.2 Balaji Reddie: And so she went up to him and she said, "I'm really taken up by what you just said." And then she made a statement, "I'm too small to make these changes in my organization." I believe she worked as a lab assistant in a chemical manufacturing company. They used to make chemicals for cosmetics. So she said, "I'm too small." And Deming just interrupted her and said, "Never think you're too small. If you think you're too small, you've not spent the night under a bedsheet with a mosquito." So make a change where you are and take it from there. So I would like to now quote Dr. Deming from Out of the Crisis. This is Plan for Action: Take action to accomplish the transformation. So he writes there, there are three points and then I'll come to what he writes below that. 0:03:01.8 Balaji Reddie: So he says, "Management in authority will struggle over every one of the above 13 points, the deadly diseases, and the obstacles. They will agree on their meaning and on the direction to take. They will agree to carry out the new philosophy. Management in authority will take pride in their adoption of the new philosophy and in their new responsibilities. They will have courage to break with tradition, even to the point of exile among their peers." So he talks about courage. He talks about courage of conviction. And then he says, "Management in authority will explain by seminars and other means." So I think he leaves it to people of the ways and means. And now today there are a lot of means of doing that. DemingNEXT is one of them. And he says, "To the critical mass of people in the company why change is necessary and that the change will involve everybody." 0:04:00.9 Balaji Reddie: Now he writes something very interesting. He says, "This whole movement may be instituted and carried out by middle management speaking with one voice." So he gave instructions. Why are people saying that he did not tell us what to do? It is just that he expected maybe a lot. And now let's get to that middle management and what he expected. He says here... Let's see here. I'm coming to chapter four now in The New Economics where he says, "A System of Profound Knowledge. The aim of this chapter: the prevailing style of management must undergo transformation." So we just heard that, that what we need to do. And he says, "A system cannot understand itself. The ...
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    56 mins
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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

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