In viewing a system as a network of interdependent components that work together, Deming emphasizes that a system must have an aim.

In fact, "Without an aim, there is no system." Further, the system must be managed. Consequently, an organization reaches optimum performance by orchestrating the efforts of all components toward achieving the stated aim. In this case, cooperation within an organization must replace the prevailing use of competition. While life will always vary, the reduction of variation plays an important role in the quest for quality. Obviously (beyond certain minor limits), interchangeable parts should not vary in order to fit and work properly. In the same way, in the service sector, the emptying of an express mailbox must not vary from the posted schedule. An early pick-up, tor example, would miss the parcel that is deposited on time. Indeed, in all sectors of the economy, an unfavorable variation from the customer's expectations is considered poor quality. Deming's section on the theory of knowledge helps us to understand why "management in any form is prediction," In addition, he states that "rational prediction requires theory and builds knowledge through systematic revision and extension of theory." Then, in comparing information with knowledge, Deming emphasizes that information is not knowledge. Further, "knowledge comes from theory. Without theory, there is no way to use the information that comes to us on the instant." His discussion on psychology focuses on individuals, society, and change. The sections dealing with motivation will be of interest to many readers, especially leaders and behavioral scientists. The commentary on intrinsic and extrinsic motivation goes beyond the conventional human resource management rhetoric and furnishes some challenging thoughts. This book is one of the truly outstanding publications on quality. Indeed, it is a classic in the field. Also, it complements his earlier book Out of the Crisis. Those who are interested in quality management should read both ot these books, starting with The New Economics. The time for the transformation is now and the route is clearly described by Dr. W. Edwards Deming, Hopefully, we will heed his advice.
74

Leading SelfDirected Work Teams: A Guide To Developing New Team Leadership Skiiis
Kimball Fisher (New York: McGraw-Hill, 1993), 263 pp.

Reviewed by Kevin B. Lowe Florida International University

The author states that "the rapid infusion of new technologies, new worker expectations, and customer demands of the last few years have not fit well with the restrictive job boxes, status-laden levels of hierarchy, and narrowly focused functions of traditional organizational thinking," What is needed in this "second industrial revolution" a new organization and a fundamental change in employer values and employer attitudes toward the worker. Far too often, organizations haveunder the guise of being results orientedfocused on controlling rather than enabling the worker. The cost of this control is a bureaucracy that slows innovation, de-skills workers, and reduces employee motivation. Kimball Fisher offers the self-directed work team as one path toward achieving the organizational flexibility and responsiveness needed to compete In the marketplace, fvlembers of these work-centered teams take direction from the work itself, rather than relying on procedure and supervision. This approach encourages initiative and risk-taking, within the framework ot an overriding mission and an overriding sense of purpose. The book is targeted to the leader of the selfdirected work team (SDWT). Although "self-directed work team leader" seems to be an oxymoron, it is a role that is clearly needed. The SDWT leader procures resources, represents the team, problem-solves, and coaches team members. In the traditional organization, the leader schedules work, coordinates departmental activities, and implements improvements. Instead, the SDWT assumes these responsibilities.

Parts one through three of the book explain why we need SDWTs, and what fundamental attitude changes are necessary for their implementation. The author then turns his attention to defining the role of the team leader. He lays out a schedule for role adaptation and identifies problems that will likely be encountered. This book does not depict the shift from a traditional hierarchical structure to an SDWT as a panacea. The author's experience indicates it generally takes three years to reap the substantial benefits (lower costs, higher quality, increased productivity) of SDWTs. Productivity may actually decline in the early years, as the unit devotes time to employee education and as members struggle to define their roles. Additionally, the company will need to expend resources to realign information flows, focusing on getting information to work teams rather than gathering information to support controls. The author cautions us that employers should not jump on the SDWT bandwagon without a realistic expectation of time and initial costs. Implementing an SDWT without the resolve to stay the course is an expensive undertaking and will sour employees on another attempt to implement the SDWT. The author acknowledges that for some organizations the required culture change is so severe that it makes a successful transformation impossible. He doesn't offer these organizations a solution, but he notes that history is replete with the carcasses of large organizations that were unable to adapt to a changing environment. The author has considerable experience in SDWTs, including as a member of SDWTs and as a consultant on their implementation. As a result of his experience, the author provides a balanced treatment of the subject. Fisher can state, with authority, that the switch to the SDWT approach is a transformational, painful, and lengthy process even when implemented correctly. This experience strengthens the book's usefulness as a reference for potential team leaders. The book not only prescribes measures for effective team leadership, but also anticipates problems that a unit is likely to encounter in each phase of transformation. Fisher's presentation is excellent and engaging. He explains concepts clearly, and illustrates applications with real-life examples and vi-

gnettes interspersed throughout the text, A concept is introduced, often by example, and the text that follows seems to anticipate the reader's questions. Simple, easy-to-read tables summarize key points, often contrasting the traditional paradigm with the SDWT philosophy. The practitioner will find these useful for understanding the philosophy, as well as its application. The book closes with a pair of evaluation tools. The first is used to determine if you have what it takes to be a team leader. The second is a behavioral frequency test to determine the effectiveness of a team leader. Although reward systems are not the book's primary emphasis, the author reminds readers that developing a reward structure to support the SDWT concept is critical. But here the author fails to give the examples and prescriptions of effective and ineffective actions so readily available for other key points in the text. Perhaps a sequel is in order. Overall, this book provides a compelling argument for considering self-directed work teams. Organizations considering implementing an SDWT approach should buy this book for their team leaders. Editor's Note: An early account of Mr. Fisher's experiences with self-directed teams appeared in the Winter 1989 issue of Organizational Dynamics.

Making Quality Work: A Leadership Guide for the ResultsDriven iUianager

George Labovitz, Y S. Chang, and Victor Rosansky, (New York: Harper Collins, 1993), 210 pp., $25.

Reviewed by T. L. Brink
Crafton Hills College, Yucaipa, California Total quality management (TQM) is 90 percent attitude, the authors say. Specifically it is the attitude of listening to customers. In fact, this book's clear and consistent theme

75