Why did TQM Fail?

-	Employees take their cues from mgmt. more
-	Executive & middle mgmt. oversights more
-	Didn't integrate quality into organizational structure more

Why do major change initiatives fail?

-	Part 1: The eight major reasons for failure.
-	Part 2: Consequences of these errors?

Confessions of a shot messenger

Despite what we've all been taught, "statistics" is not an arcane set of techniques used to "massage" data.

In the current atmosphere of "accountability," there seems to be a new tendency for performance goals to be imposed from external sources, resulting in:

• Mass-produced tables complete with variances and rankings,
• Perceived trends being acted upon to reward and punish,
• Neanderthal budgeting processes,
• Labels such as "above average" and "below average" getting attached to individuals/institutions,
• People (especially politicians) being "outraged" by certain results and imposing even "tougher" standards.

• Help expose the severe limitations of "traditional" statistics in real world settings,
• Create awareness of the unforeseen problems caused by the exclusive use of arbitrary numerical goals, "stretch" goals, and "tougher" standards for driving improvement,
• Demonstrate the futility of using heavily aggregated tables of numbers, variances from budgets, or bar graph formats as vehicles for taking meaningful management action,
• Create proper awareness of the meaning of the words "trend," "above average," and "below average," and
• Enable people to ask better questions in response to everyday data issues.

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