{"id":2408,"date":"2019-11-12T01:00:26","date_gmt":"2019-11-12T08:00:26","guid":{"rendered":"https:\/\/www.qimacros.com\/lean-six-sigma-blog\/?p=2408"},"modified":"2021-06-21T12:09:20","modified_gmt":"2021-06-21T18:09:20","slug":"what-ought-to-be-vs-what-is","status":"publish","type":"post","link":"https:\/\/www.qimacros.com\/lean-six-sigma-blog\/what-ought-to-be-vs-what-is\/","title":{"rendered":"What Ought To Be vs What Is"},"content":{"rendered":"\r\n<p>Some people get confused about what ought to be and what is, especially in Lean Six Sigma. 21st Century Quality requires us to work on what is, not on what ought to be.<\/p>\r\n\r\n\r\n\r\n<p><iframe loading=\"lazy\" src=\"https:\/\/player.vimeo.com\/video\/358891050?title=0&amp;byline=0&amp;portrait=0\" width=\"720\" height=\"405\" frameborder=\"0\" allowfullscreen=\"allowfullscreen\"><span data-mce-type=\"bookmark\" style=\"display: inline-block; width: 0px; overflow: hidden; line-height: 0;\" class=\"mce_SELRES_start\"><\/span><\/iframe><\/p>\r\n\r\n\r\n\r\n<p>&#8220;I was reading Psychology Today and the editor\u2019s introduction kind of caught my attention. She was talking about what they call \u201cThe Moralistic Fallacy.\u201d This fallacy is committed when a truth that disturbs people is deemed false. I see quite a bit of this actually in Quality Improvement. It&#8217;s the difference between \u201cWhat Ought To Be\u201d versus \u201cWhat Is.\u201d<\/p>\r\n<p>&#8220;When we talk about Quality, &#8220;Leadership should be on board with Quality&#8230;&#8221; Well, they are on board with Quality. They expect you to be producing quality&#8230; Duh! But the level of commitment that is required to really get engaged in Quality is quite different from what I think most people think their leadership team is doing.<\/p>\r\n<p>&#8220;I see these articles all the time talking about Deming\u2019s 14 points; I bet there aren\u2019t three companies in America that are attending to all 14 of Deming\u2019s points, so to pretend that that&#8217;s the way to go is idiotic because it&#8217;s not what IS. That&#8217;s not how leadership is going, that&#8217;s not the 21st century, that is not the speed at which everything is changing these days, so let&#8217;s not pretend \u201cWhat Ought To Be\u201d and [think] \u201cOh well, gee, if my leadership team would simply get on board with Quality, we&#8217;d be good.\u201d No, YOU need to get on board with Quality; be the person you want them to be. When you embrace it and you run that way, guess what? People around you will start to say, \u201cHe&#8217;s out of his dang mind,\u201d but they&#8217;ll notice your results and they will follow you, right?<\/p>\r\n<p>&#8220;So let&#8217;s not pretend that \u201cThe Way It Used To Be\u201d is \u201cThe Way It Ought To Be.\u201d Let&#8217;s not pretend that two weeks and four weeks of belt trainings are the right way to go. It&#8217;s not \u201cWhat Is.\u201d That&#8217;s not \u201cWhat&#8217;s Now,\u201d that&#8217;s not the 21st century.<\/p>\r\n<p>&#8220;So that&#8217;s my Improvement Insight for this week: Just because it&#8217;s always been done that way doesn&#8217;t mean you&#8217;ve got to do it that way to be successful. Not true; the world has changed and you need to change with it. Let&#8217;s create a hassle-free America. Let&#8217;s go out and improve something this week.&#8221;<\/p>\r\n","protected":false},"excerpt":{"rendered":"<p>Some people get confused about what ought to be and what is, especially in Lean Six Sigma. 21st Century Quality requires us to work on what is, not on what ought to be. &ldquo;I was reading Psychology Today and the editor&rsquo;s introduction kind of caught my attention. She was talking about what they call &ldquo;The [&hellip;]<\/p>\n","protected":false},"author":4,"featured_media":4797,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[320,290,7],"tags":[276,166,118,168,140,170],"class_list":["post-2408","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-agile-lean-six-sigma","category-improvement-insights","category-six-sigma","tag-agile-lean-six-sigma","tag-lean","tag-lean-six-sigma","tag-qi-macros","tag-quality-improvement","tag-six-sigma"],"_links":{"self":[{"href":"https:\/\/www.qimacros.com\/lean-six-sigma-blog\/wp-json\/wp\/v2\/posts\/2408","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.qimacros.com\/lean-six-sigma-blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.qimacros.com\/lean-six-sigma-blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.qimacros.com\/lean-six-sigma-blog\/wp-json\/wp\/v2\/users\/4"}],"replies":[{"embeddable":true,"href":"https:\/\/www.qimacros.com\/lean-six-sigma-blog\/wp-json\/wp\/v2\/comments?post=2408"}],"version-history":[{"count":7,"href":"https:\/\/www.qimacros.com\/lean-six-sigma-blog\/wp-json\/wp\/v2\/posts\/2408\/revisions"}],"predecessor-version":[{"id":3660,"href":"https:\/\/www.qimacros.com\/lean-six-sigma-blog\/wp-json\/wp\/v2\/posts\/2408\/revisions\/3660"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.qimacros.com\/lean-six-sigma-blog\/wp-json\/wp\/v2\/media\/4797"}],"wp:attachment":[{"href":"https:\/\/www.qimacros.com\/lean-six-sigma-blog\/wp-json\/wp\/v2\/media?parent=2408"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.qimacros.com\/lean-six-sigma-blog\/wp-json\/wp\/v2\/categories?post=2408"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.qimacros.com\/lean-six-sigma-blog\/wp-json\/wp\/v2\/tags?post=2408"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}