The Deming System of Profound Knowledge: Applying It to a Doctor's office

THE DEMING SYSTEM OF PROFOUND KNOWLEDGE: APPLYING IT TO A DOCTOR'S OFFICE

The very root of effective management is the lost art of communication, which is why the Deming System of Profound Knowledge focuses so greatly upon its resurgence into contemporary society. Whether a small family business of fifteen people or a conglomerate with tens of thousands, Deming (2000) illustrates how the fundamental basis of communication is not only the byproduct of profound knowledge but is also the one, single-most effective tool one can develop, particularly within the environment of a doctor's office.

Deming's System of Profound Knowledge is key to understanding why effective business communication is an essential component in today's medical environment. Without it, there can be little if any cohesion among employees, management and patients. In order to establish this basis of communication within the workplace, doctors and their office managers have had to abandon their supervisory egos in exchange for an atmosphere of openness, encouragement and teamwork, all of which is acquired when one allows himself to be transformed, a manifestation that encourages one to "perceive new meaning to his life, to events, to numbers, to interactions between people" (Deming, 2000, p. 92).

What is generally realized when people are imparted with the ability to openly communicate with one another is they are now able to form a collective opinion with respect to problem solving, decision making and innovative ideas. Indeed, it can readily be argued that unrestricted communication amidst a doctor's office borne out of Deming's System of Profound Knowledge is akin to implementing the concepts of group dynamics. Truly, the sense of connectiveness among a group's members can far outweigh any singular weakness that may be apparent in just one person. Logically speaking, a group thrives or fails because of its members; for any group dynamic to work, each of the members must be able to get along and communicate on a clear and concise level. This ability to successfully communicate is directly related to whatever interpersonal skills each member brings to the group. However, even if certain individuals lack basic communication skills, the Deming System of Profound Knowledge will nurture them so the whole group may flourish and provide the individual with the ability to:

• Set an example

• Be a good listener, but will not compromise

• Continually teach other people

• Help people to pull away from their current practice and beliefs and move into the new philosophy without a feeling of guilt about the past (Deming, 2000, p. 93).

If one likens a doctor and/or his office manager to that of gardener and his employees the roots of a very large tree, it becomes easy to see how the actions of this one person can make or break the health of that tree. Sowing the seeds of trustworthiness and respect are vitally important to the bottom line, a intrinsic coupling easily established through the efforts of Deming's System of Profound Knowledge. The roots of a tree may not be visible under normal conditions yet if they are not tended to on a regular basis, this lack of attention begins to break down the tree's very foundation; soon, employee problems begin to manifest (Eng, 1997). In short, neglect the individual and communicative needs of the tree and it will not prosper for the organization.

If the source of poor communication leads directly back to poor management, what is the best way to rectify the problem? Ideally, removing the offender is at the top of the list yet is not always an option, as those who have seen this type of person promoted time and time again can testify. The next option would be to get the person to understand his or her negative approach and attempt to change it by way of Deming's (2000) transformation via profound knowledge, an action that requires four distinctive parts: appreciation for a system; knowledge about variation; theory of knowledge; and psychology (Deming, 2000). Deming (2000) is