Triangle - 1999 June

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1999 June

THE EXPONENT: Volume 99, Number 4

"Our goal is simple -- You achieving yours."

"Those who are victorious plan effectively and change decisively. They are like a great river that maintains its course but adjusts its flow...they have form but are formless. They are skilled in both planning and adapting and need not fear the result of a thousand battles, for they win in advance, defeating those that have already lost." -- Sun Tzu

"Unlike the mediocre, intrepid spirits seek victory over those things that seem impossible...It is with an iron will that they embark on the most daring of all endeavors...to meet the shadowy figure without fear and to conquer the unknown." -- Ferdinand Magellan

This is the last issue of the Exponent for this school year (well, really many schools are already on Summer term). Even though the editorial staff typically takes the Summer "off," we want you to know that alumni can get as much from the Exponent as actives. This thing is for all Triangles, not just members still in school! Actives may take this season to prepare themselves anew for the upcoming school year, but every member should find ways to prepare themselves to be better the next day. Triangle is not for the mediocre and Triangles are not afraid to be better, individually and as a group, today than yesterday!

Contents

We Need Metacraftsmanship: Steve David
CEO, Skymark

What is Metacraftsmanship?

When I think of craftsmanship, I always think of Harold Baker. "Bake" used to work in the gear pot assembly area in Joy Manufacturing's huge mining machinery plant in Franklin, Pa. His work was systematic, meticulous, quick and actually beautiful to watch. Joy machines are complex monsters, and their gears have to stand up to all sorts of abuse. He was just one of many contributors to the whole assembly process, but he made sure that the gear pots that left his area were perfect. He combined technical proficiency, hard work, and artistry.

If you look way back in human history, you see small groups of people living in simple societies. There was probably some specialization almost from the start: women took care of children and cooked, while men hunted. Some people would have particular talents for tool-making, or for medicine, or for leadership, and would become craftsmen in those roles.

For a couple of million years, there wasn't much specialization beyond that. Then something happened, and there was an agricultural revolution which meant that a smaller (though still substantial) fraction of people could provide enough food to feed all the people. Towns grew up, and chiefs became kings, and, though many new crafts were now developing, each was growing narrower. Quite suddenly, really, society was getting very complex. Then, only a few thousand years later, the so-called industrial revolution followed, and complexity took another leap upward.

Nowadays, the solo craftsman is a rarity. Instead, we have organizations with thousands of employees, mass production, assembly lines, robot welders, and so on. There has been a tremendous rise in productivity, but there is a dark side. Whenever you add a person to a process, you get two potentials: 1) they provide a spark, a key element that raises group productivity, and 2) they increase the likelihood of a "failure to communicate." Too often, the latter is the bigger effect, and we get whopping organizational or social costs. In fact, Dr. Brian Joiner, one of management's leading lights, suggests that up to half of all work is wasted effort.

How do we get a whole bunch of people to act as if they were one big smart craftsman - a meta-craftsman? How do we coordinate things so that we get the creative sparks, but not the breakdowns? That is the challenge for management today. There are a lot of ideas kicking around - in the next edition of this series we will try to make sense of some of them.

Principles of Metacraftsmanship

In some ways, the 20th century could be called the Age of Management. It started with Frederick Taylor's scientific management, and is ending with The Witch Doctors. There's been an explosion of publishing, training and consulting, and it shows no signs of abating. Why?

There is a demand for the stuff. Why?

People who are managing organizations are struggling. Why?

Because making a whole bunch of people, even well-adjusted people with noble motives, work as one is not trivial.

The various ideas for improving management, although they sometimes compete for acceptance, are not as disparate as they seem. If you boil them down, you can derive a set of fundamental principles for good work, rather like the famous "14 Points" of the late W. Edwards Deming. These principles, taken as a whole and put to work, produce what we call "metacraftsmanship."

The most basic set of these principles, eight in all, are briefly described in what follows.

Our ultimate ends must be to produce goods and services that serve the long-term needs of society. It is possible to make money and keep economies going by producing things that add no real value and reinforce human frailties. In the big picture, these are not quality products no matter how well they work. Instead, we need to appreciate and strive to fulfill the long-term needs of human society. Significantly, stewardship of resources, both natural and human, is a concept of growing importance in management today.

We must focus on producing goods and services which are useful and delightful to our customers. Henry Ford once wrote, "Success is based solely upon an ability to serve [the] customer to his liking." In order to foster this ability, we must spend as much time considering what we do, who we do it for, and why we do it as we spend fixing how it is done. What's more, we must both anticipate unexpressed customer needs and respond to expressed ones.

We must focus on specific ends that fit present and planned capabilities and align all work with those ends. Constancy of purpose ultimately depends on shared values and goals within an organization, but sheer size can make this difficult to achieve. Metacraftsmanship adopts methods to help re-link the pieces of an organization. For example, the Japanese use a planning system called "catch-ball," where ideas are tossed back and forth between groups until a workable consensus is reached. Organizations are also removing layers, creating self-directed work teams, and improving two-way communication.

We have to create and support those things that motivate people to do good work and remove things that discourage them. Metacraftsmanship pulls together many ideas about human motivation. For example, Frederick Herzberg believed human needs exist on two planes. "Animal" needs - survival, safety - are on the plane of avoiding pain or unhappiness. "Human" needs of personal growth and fulfillment exist on the plane of creating happiness and satisfaction. Meeting animal needs through appropriate working conditions and job security avoids dissatisfaction, but happiness and motivation are derived only through achievement, recognition, learning, and creativity.

We produce goods and services through processes in which work is done to add value. Metacraftsmanship recognizes that systems and processes, not individual workers, are responsible for the vast bulk of problems with work and quality. Through the use of systems thinking methods and an explicit focus on processes, organizations can improve quality and productivity. Essentially , metacraftsmanship resuscitates the idea that the accomplishment of quality work relies on an appreciation for and understanding of the whole process and its context."

Knowledge about a process is diffused among the people who are part of it. These people can work together to gain the perspective needed to improve the process. When you zoom in to get a close-up view of something, you trade off context for detail. In the world of work, we have been gradually zooming in for many decades, with each worker seeing more detail, gaining more specialized expertise, but losing perspective. With metacraftsmanship, we purposefully regain perspective by working in teams and studying systems, without sacrificing detail. Just like the craftsman of old, the team can master all aspects of the process and produce quality work.

We can continually improve work processes to provide better quality and reduce costs. Metacraftsmanship is applied through the use of tools. These tools are built around the scientific method, articulated centuries ago by Francis Bacon, and the basis for Dr. Deming's well-known Plan-Do-Check-Act cycle, in which ideas and experiments uncover reality.

Plan: Recognize and analyze the problem. Formulate possible solutions.
Do: Test the most likely or effective solution.
Check: Audit results for real improvements.
Act: Replace the old process with the successful solution.

The cycle is then repeated, striving for new levels of quality and customer satisfaction.

The tools and the PDCA cycle allow for both creative and analytic thinking. Creative or divergent thinking encourages many ideas and new possibilities, to break through paradigms and see beyond the current way of doing things. But creativity must be tempered by analysis or convergent thinking that brings ideas back together in a usable form.

Experts and corporations have added custom approaches to problem-solving onto the PDCA cycle. Some models highlight customer research or searching for opportunities or monitoring. Regardless, the PDCA cycle usually remains at the heart of these models, in spirit if not in name.

Making these principles the foundation of an organization requires strong visionary leadership. Creating both the systems and culture for metacraftsmanship requires strong influence and support from the very top of any organization. The leadership necessary for success cannot be delegated or ignored. Inspiring others, listening, challenging fears, participating in the action - all are required of the CEO in the move to metacraftsmanship. The leader will fight apathy, skepticism, and resistance to change. To win, he or she must lead by doing the work of improvement - both personal and systemic - with everyone else.

In Conclusion...

The goal of metacraftsmanship is, in its widest sense, to maximize the returns from human endeavor. The principles of metacraftsmanship can improve an organization in any industry by raising the quality of its output, making processes that produce its output more effective, and striving to satisfy customers. Essentially, metacraftsmanship can help reduce the costs of specialization by stepping back, considering the facts, and finding better ways of doing things that include only value-added activities.

PathMaker is designed to support the practice of metacraftsmanship in all its forms. We hope that it serves you well.

Iowa State Chapter Receives Award: Matt Ostanik is97
Active President, Iowa State Chapter

I am proud to announce that the Iowa State Chapter of Triangle Fraternity received a Cardinal Circle Award as part of the President's Awards for Fraternal Excellence. This award recognizes that our chapter has achieved 80% or more of thirty-three criteria for fraternal excellence in the areas of scholarship, educational programming, external relations, campus involvement, new member education, recruitment, alumni relations, community service, and risk management.

The chapter also received a presidential commendation recognizing us as one of the top two fraternities at Iowa State in the area of external relations. This commendation was bestowed specifically in recognition of the involvement of our members' parents through the Triangle Parents Association and of the success of our Leadership Advantage program.

These are incredible accomplishments for our chapter, even more so because this is the first time our chapter has ever completed an application for these awards. The men of our chapter have much to be proud of, and I know this is only the start of many more accomplishments to come. A special thanks to all of you who have supported us over the past year and beyond as we have striven for a new standard of excellence at Triangle Fraternity.

Thoughts About Life: Author unknown

My dear friends and family,

I have learned that my attitude affects everything: other people, work, play, health, soul, and even plants in the garden. Steve, age 51.

WHAT HAVE YOU LEARNED?

I've learned that I like my teacher because she cries when we sing "Silent Night." Age 6

I've learned that you can't hide a piece of broccoli in a glass of milk. Age 7

I've learned that when I wave to people in the country, they stop what they are doing and wave back. Age 9

I've learned that just when I get my room the way I like it, Mom makes me clean it up. Age 13

I've learned that if you want to cheer yourself up, you should try cheering someone else up. Age 14

I've learned that although it's hard to admit it, I'm secretly glad my parents are strict with me. Age 15

I've learned that silent company is often more healing than words of advice. Age 24

I've learned that brushing my child's hair is one of life's great pleasures. Age 26

I've learned that wherever I go, the world's worst drivers have followed me there. Age 29

I've learned...that if someone says something unkind about me, I must live so that no one will believe it. Age 39

I've learned that there are people who love you dearly, but just don't know how to show it. Age 41

I've learned that you can make someone's day by simply sending them a little card. Age 44

I've learned that the greater a person's sense of guilt, the greater his need to cast blame on others. Age 46

I've learned that children and grandparents are natural allies. Age 47

I've learned that singing "Amazing Grace" can lift my spirits for hours. Age 49

I've learned that motel mattresses are better on the side away from the phone. Age 50

I've learned that you can tell a lot about a man by the way he handles these three things: a rainy day, lost luggage, and tangled Christmas tree lights. Age 52

I have learned that my attitude affects everything: other people, work, play, health, soul, and even plants in the garden. Age 51.

I've learned that keeping a vegetable garden is worth a medicine cabinet full of pills. Age 52

I've learned that regardless of your relationship with your parents, you miss them terribly after they die. Age 53

I've learned that making a living is not the same thing as making a life. Age 58

I've learned that if you want to do something positive for your children, try to improve your marriage. Age 61

I've learned that life sometimes gives you a second chance. Age 62

I've learned that you shouldn't go through life with a catcher's mitt on both hands. You need to be able to throw something back. Age 64

I've learned that if you pursue happiness, it will elude you. But if you focus on your family, the needs of others, your work, meeting new people, and doing the very best you can, happiness will find you. Age 65

I've learned that whenever I decide something with kindness, I usually make the right decision. Age 66

I've learned that everyone can use a prayer. Age 72

I've learned that it pays to believe in miracles. And to tell the truth, I've seen several. Age 73

I've learned that even when I have pains, I don't have to be one. Age 82

I've learned that every day you should reach out and touch someone. People love that human touch -- holding hands, a warm hug, or just a friendly pat on the back. Age 85

I've learned that I still have a lot to learn. Age 92

Summit Program Reminder: Al Evon ar88
Executive Director

Each year at a banquet held in conjunction with Convention or Leadership School, Triangle Fraternity recognizes outstanding chapters with the presentation of awards. In 1996, chapter recognition for the Summit Program was added to these awards.

All chapters are encouraged to apply for awards in one or more Summit Program categories. The process of preparing an award application will assist the chapter in evaluating its programs and services to members. The submission of an application gives the chapter an opportunity to have its programs evaluated by outside experts who will provide feedback and suggestions.

Awards are presented on two levels:

Road to the Summit Awards (RSA)
Road to the Summit Awards (RSA) may be presented to chapters whose applications in a particular programming category indicate outstanding achievement.

A chapter may submit applications for one, several, or all RSA categories. Awards will be presented to all chapters that qualify in each programming category. A chapter may win more than one RSA.
The Summit Award
The Summit Award may be presented to one Chapter which demonstrates overall excellence in each of the RSA categories. A chapter wishing to qualify for the Summit Award must submit applications for all RSA categories.

Triangle reserves the right not to present an award in a particular division/category if none of the applications received demonstrate performance significantly above the standards set by the Fraternity.

The programming categories, chosen for their contribution to a full fraternity experience are:

Scholarship
Leadership & Educational Development
Social/Risk Reduction & Management
Communication
Public Relations
Chapter Management
Self-Governance & Judicial Affairs
Membership Recruitment
Community Service

All award applications are due to the National Headquarters by 5 p.m. on Friday, June 4, 1999 (they must be received by that time, not just postmarked).

To assist you in developing your application, we have provided instructions on the Triangle web page. Follow them carefully to ensure your application receives full credit.

Convention Reminder: Al Evon ar88
Executive Director

Triangle Fraternity's 92nd Anniversary Convention will be held from August 7-10, 1999, at the Wyndham Orlando Resort (formerly the Orlando Marriott International Drive) in Orlando, Florida. The combination of our spectacular location and fantastic programming make Triangle's Convention the perfect family vacation. The convention site is located just 10 minutes from Walt Disney World and 3 minutes from both Sea World and Universal Studios.

In addition to an outstanding program for Triangle members, the schedule includes area outings suitable for significant others and family members.

Optional events include a golf outing at Disney's Celebration Golf Club and a group trip to Universal Studios Islands of Adventure.

Registration materials (for active members or alumni members) may be obtained through the National Headquarters or from the Triangle web site.

Tim Eiler minn87
Triangle Fraternity National Council Past President
Engineering Project Manager - Digi International
Former U.S. Astronaut Technical Educator
baSIcs: Something Innovative in business administration consulting services
RELENTLESS pursuit of EXCELLENCE!!!