26 min
How to Start Setting Operational Definitions: Deming in Education with David P. Langford (Part 13) In Their Own Words
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- Management
Now that we understand Operational Definitions (see Part 12), it's time to figure out how to use them to get the improvements and results you want. Andrew and David talk about examples of useful Operational Definitions and how they can impact all aspects of education (and beyond!)
TRANSCRIPT
0:00:00.0 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 David P. Langford, who has devoted his life to applying Dr. Deming's philosophy to education, and he offers us his practical advice for implementation. Today's topic is how to start setting operational definitions. David, take it away.
0:00:27.1 David Langford: So in a previous podcast, we talked a lot about the need for operational definitions, and how that improved systems, and why do you wanna do that. Well, that's part of what Deming talked about with profound knowledge and systems thinking, and it's really important. But the nuts and bolts about how do you begin doing that. Well, the first thing you need to do is to figure out what system am I working on, is the number one thing. What am I trying to improve or design? Am I trying to improve the system of behavior? Am I trying to improve the system of the learning in the classroom? Or whatever it might be. Or maybe you're a principal and all of a sudden you realize, "My teachers, they don't all show up on time to the staff meetings," Right? So staff meeting's supposed to start at 3:40, and we don't ever get a staff meeting going till four o'clock, so... I know when I go places and they're not getting started promptly, etcetera, I'll say things like, "What time do you usually start your eight o'clock meetings?"
[laughter]
0:01:42.3 DL: Yeah, it usually gets people to go, Oh, yeah... Sometimes they'll say, "Well, usually about nine o'clock, so."
0:01:47.9 AS: And, David, I have a story I wanna share that I think can kind of lead into this, is that I was involved with a master's in marketing program here, about 75 students every time. And then I'm also involved with a MBA, an executive MBA program with another university. And one of the things that's interesting is the master's in marketing program, 75 students, so these classes are big, pretty big, 75 students, not one of them was late, ever. All 75 were in the classroom, door closed, when it was time to start the class and I started. And the other one I was just meeting out there, and we were at an event where I was teaching, and they said, "Look, really sorry, we try to pull everybody together but they're always late," and all that.
0:02:31.4 AS: And I was just like, this is interesting, the difference here. 'Cause it's the same cohort of people, it's the same group of executives and smart people in Thailand that are pursuing a degree. And the guy asked me, and I told him the story about the other university, and he said, "How do they do it?" And I said, "Well, they set a pretty clear standard of, look, this is important to us that you're on time, and we're gonna lock the door, and if you're not there at the time that it starts, you can't go in until the break. And we're gonna get class leaders to support this, we're gonna get alumni to support this, to say, this is part of what makes us unique."
0:03:06.9 DL: There you go.
0:03:08.1 AS: And I saw a very different outcome.
0:03:10.7 DL: So there you go. That's an operational definition. And whether or not you agree with it or not, you can see by having that operational definition at the one university, you've got a level of function that you don't have at the other university, you got a level of dysfunction, because they haven't taken the time to really do that. Really define what does that mean? And so when that happens, then you're dealing with all this variability, variation from students, variation from professors, variation from everybody in the system, an
Now that we understand Operational Definitions (see Part 12), it's time to figure out how to use them to get the improvements and results you want. Andrew and David talk about examples of useful Operational Definitions and how they can impact all aspects of education (and beyond!)
TRANSCRIPT
0:00:00.0 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 David P. Langford, who has devoted his life to applying Dr. Deming's philosophy to education, and he offers us his practical advice for implementation. Today's topic is how to start setting operational definitions. David, take it away.
0:00:27.1 David Langford: So in a previous podcast, we talked a lot about the need for operational definitions, and how that improved systems, and why do you wanna do that. Well, that's part of what Deming talked about with profound knowledge and systems thinking, and it's really important. But the nuts and bolts about how do you begin doing that. Well, the first thing you need to do is to figure out what system am I working on, is the number one thing. What am I trying to improve or design? Am I trying to improve the system of behavior? Am I trying to improve the system of the learning in the classroom? Or whatever it might be. Or maybe you're a principal and all of a sudden you realize, "My teachers, they don't all show up on time to the staff meetings," Right? So staff meeting's supposed to start at 3:40, and we don't ever get a staff meeting going till four o'clock, so... I know when I go places and they're not getting started promptly, etcetera, I'll say things like, "What time do you usually start your eight o'clock meetings?"
[laughter]
0:01:42.3 DL: Yeah, it usually gets people to go, Oh, yeah... Sometimes they'll say, "Well, usually about nine o'clock, so."
0:01:47.9 AS: And, David, I have a story I wanna share that I think can kind of lead into this, is that I was involved with a master's in marketing program here, about 75 students every time. And then I'm also involved with a MBA, an executive MBA program with another university. And one of the things that's interesting is the master's in marketing program, 75 students, so these classes are big, pretty big, 75 students, not one of them was late, ever. All 75 were in the classroom, door closed, when it was time to start the class and I started. And the other one I was just meeting out there, and we were at an event where I was teaching, and they said, "Look, really sorry, we try to pull everybody together but they're always late," and all that.
0:02:31.4 AS: And I was just like, this is interesting, the difference here. 'Cause it's the same cohort of people, it's the same group of executives and smart people in Thailand that are pursuing a degree. And the guy asked me, and I told him the story about the other university, and he said, "How do they do it?" And I said, "Well, they set a pretty clear standard of, look, this is important to us that you're on time, and we're gonna lock the door, and if you're not there at the time that it starts, you can't go in until the break. And we're gonna get class leaders to support this, we're gonna get alumni to support this, to say, this is part of what makes us unique."
0:03:06.9 DL: There you go.
0:03:08.1 AS: And I saw a very different outcome.
0:03:10.7 DL: So there you go. That's an operational definition. And whether or not you agree with it or not, you can see by having that operational definition at the one university, you've got a level of function that you don't have at the other university, you got a level of dysfunction, because they haven't taken the time to really do that. Really define what does that mean? And so when that happens, then you're dealing with all this variability, variation from students, variation from professors, variation from everybody in the system, an
26 min