Before proceeding, I have to reveal my bias. I have to good fortune to be friend of the author. Dr. Ed Baler. He and I co-facilitated several Deming 4 day seminars and have kept in touch over the years. It is doubtful that there is much that Ed would say about the subject of Deming's teachings with which I would disagree. This book, however, clarifies and extends those teachings considerably.
A variety of metaphors are used to present the basic concept of systems thinking and the implications of these insights for managers. Of those used, I thought the illustrations using the metaphor of the symphony the most helpful. Ed continually points out that it is the coordination of the talent contained within the orchestra that produces the sound. The interactions of the players produces an effect over and above the sum of each's individual efforts.
It is this concept of interaction that I think is made particularly clear. Some people use the word interaction to mean inter-relationship, but in the sense used here (and by Deming), it means more than that. The interaction is an effect over and above the sum of the parts. This is an important distinction as this book points out clearly, because the interactions must then be considered in any attempt to manage the enterprise as a whole.
The first part of the book is given over to some clarification of the nature of systems generally. They operate over time, they are far-reaching, they are nested within other, larger, systems, and, as pointed out above, a system is more than simply a collection of parts. As someone once pointed out to me, if you divide a pile of sand (not a system) in half, you have two piles of sand. If you divide a cow in half, you are not left with two cows.
The book then draws out the implications of these principles of systems for the human enterprise that operates at the core of any organization. It is disheartening to hear some managers continue to divide organizations into `people problems' and `technical problems'. Surely we know by now that these are all people problems and the technical state of the art at any point in time is usually given.
There is, in Chapter II, a discussion of the interaction between the individual and the enterprise which is right on the money and shows clearly one of the major problems with any policy of pay raises or advances based on individual rating and ranking. Separating the contribution of the individual and the enterprise is virtually impossible. The authors description of the `Enterprise-in-the-Individual' shows clearly how the enterprise molds the activities of those who work in it, and the `Individual-in-the-Enterprise' shows the converse.
More than half the book is taken up with a fairly specific discussions of the requirements of leadership given the foregoing. There are some general points made such as the echoing of Deming's caution about managing by visible figures, and there are some very specific suggestions such as the Interactions Matrix and it's list of "do's and don'ts".
Finally there are some specific examples of enterprises that have operated to one extent or another with these some of the principles as a basis.
All in all, a book well worth reading not only for those who manage enterprises, but also for those who help them. It would be nice to see similar, companion pieces on some of the other aspects of Deming's teachings such as variation and his Theory of Knowledge.