A "Tale of Three Villages"

Re-engineering and TQM:Approaches to OrganizationalChange :
David Chaudron, PhD

The chiefs of three villages each set out to build bridge across a wide chasm. If they could build this bridge, the trade that came would enrich the lives of villagers for generations to come. The first chief told his workers, "Go forth and work. Do whatever is necessary to build that bridge." The villagers established a frenzied pace, for this chief abused those workers who did not follow his commands. The first chief boasted to the other two leaders about the speed of his construction. Unfortunately, because no one coordinated these worker's efforts, the bridge was a haphazard collection of nails and boards.It soon collapsed.

The second chief was watching this mess and decided to learn from the first chief's mistakes. Sheorganized her workers into teams, and gave them a plan to build a bridge. At first, these workers hadsuccess, and built the bridge straight as an arrow far over the chasm. She boasted to the two other chiefs about the accomplishments of her workers. Unfortunately, the the next major storm destroyed the bridge for the chief did not know how to build structural supports. Her workers became discouraged and abandoned their efforts.

The third chief was watching their efforts and decided to learn from the other chiefs' mistakes. Hesent his workers to the other villages to learn what they had done, and what they hadn't done. His workers then developed a plan. In their first step,they did not build the bridge at all, but focused oncreating the support columns they would need. When they completed this task, they rapidly finished the bridge.

Many organizations are like the first village in implementing Total Quality Management (TQM). They start with vague directives with little clarity on what to do. Their successes are sporadic and likely to fail. Other organizations are like the second village, and become victims of their own success.Their initial quality improvement teams may be so successful they rapidly create more teams, without the qualitative organization-wide changes necessary to sustain a permanent effort. Some of these changes are obvious, in that companies must facilitate, recognize and encourage these teams. However, other qualitative changes also may be necessary.

Professionals are requested to comment on any new changes they have implemented in their respective organisations.

"People are lonely because they build walls instead of bridges." -
Joseph F. Newton Men