I'll review only part one of this brief book in this blog. First impressions: the book is a bit dated (copyright 1994) and too short for my expectations. However, its brevity means that you could read the entire book in one evening (it's only 120 pages), and considering the continued fascination with Deming and management models derived from his work, a 14 year old book isn't THAT old. From the Library of Congress description...
"The control theory manager: combining the control theory of William Glasser with the wisdom of W. Edwards Deming to explain both what quality is and what lead-managers do to achieve it."
Part One: Managing For Quality
... is broken down into 4 chapters, the most interesting of which, in my opinion, are the first two chapters describing why Dr. Glasser wrote the book and why followers of Deming ought to study Glasser's work. The next two chapters appear, to me, to be setting up the reader to learn the "Control (Choice) Theory in a Nutshell" approach to the core essence of Dr. Glasser's life work. I think I'd have liked it better if Dr. Glasser had included more links back to Deming's theories, practices and methods. In fact, I think I have a new book idea for Dr. Glasser: analyze each unique aspect of Deming's core work - in the light of explanations from Choice Theory. Glasser could point out why each of Deming's 14 points is important to the successful implementation of any quality reform in an organization - and how it relates to cognitive psychology via Choice Theory.
In the first two chapters of The Control Theory Manager, Glasser does these things (as mentioned), but not in any great depth; its more of an overview. In fact the entire book feels like an overview, but what I want and I believe the world needs is not an overview, but a step-by-step of how to move from Boss-Managing to Lead-Managing. Glasser doesn't give this detailed information out in this book. Bummer for all of us.
That's not to say this book isn't worth reading! It is worth the effort to read. Glasser does repeatedly weave his theory in with Deming's approach throughout the book, and he manages to use some real-life examples and applications. This is where I'd like another improvement in the book: more real-life scenarios. Other books detail using Reality Therapy in real-life situations, why can't this one have more of that functionality? Glasser doesn't give a step-by-step of how to move from Boss to Lead Managing, but he does lay the foundation for the reader to begin charting his/her own course to make that journey.
I have presented to others in my own organization that Glasser's theories basically explain why Deming's work is successful and remains important today. One person recapped my explanation this way, "Deming struck the flint rock and made sparks, but Glasser explained the science of making sparks." I thought that summarized it rather well. Deming's work is quintessential for the new management paradigm, and is at the core of other management approaches such as Six Sigma and Lean Management. However, what Deming missed and these others also missed, is the secret ingredient which makes all of them successful: understanding psychology.
This is where Glasser shines! His theories shed light on the methodologies of Deming and his followers. And where they might be guessing about a new approach or technique, Glasser's theories can explain why it will either succeed or fail with great certainty: doing quality work is need satisfying. To use my previous analogy: where Deming might wonder if this type of rock might also make sparks, Glasser could say with certainty that only these types of rocks will make sparks - no need to guess because we know the science behind the sparks!
If you're not familiar with either Glasser or Deming, this book might be of little interest or use to you. However, it does give an overview of both men's work, as well as a very easy way to familiarize yourself with the core teachings of Dr. Glasser. This book is need satisfying to me because I want to learn more about applying Deming's and Glasser's work in my professional life in order to see true, positive organizational change at my work place. We must learn to achieve quality and maintain it. Deming's work with Glasser's explanations can help chart that path for me.
Next, I'll blog about Part Two: Control Theory...
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