I’ve written prior to now concerning the implausible decade of police and total authorities, instructional and personal sector enchancment in Madison, Wisconsin starting within the mid-Eighties. I proceed to name this era a “golden age.” I say this as a result of it may have offered a means ahead for the continual enchancment of police and metropolis companies. Sadly, it didn’t.

And the rationale it didn’t will both fall upon my technology’s failure to go the torch — or the unwillingness of younger leaders to understand onto it. You possibly can resolve.

Now, a lot of leaders within the Madison space who had been actively concerned on this city-wide experiment in turning the concepts of Dr. W. Edwards Deming into operational follow have come collectively to share their highly effective tales. 

I had the chance to put in writing the primary chapter on this essential guide relating to our efforts to develop police companies which had been actually neighborhood and customer-oriented.

Right here’s an excerpt from my chapter and the way in which during which we leaned easy methods to “bend granite;” that’s, successfully main customer-focused organizational change:


“Neighborhood policing empowers individuals each to unravel their very own issues and to work along with police to unravel issues collaboratively.

“On this mannequin, law enforcement officials are much less enforcers and extra keepers of the
peace—as in preserving everybody safer. This was the imaginative and prescient of policing that
I had after I turned the chief of police in Madison. And the neighborhood policing rules corresponding to decentralized decision-making, listening to our ‘clients,’ searching for root causes, and utilizing information for decision-making had been the embodiment of high quality administration. However even the founding father of what got here to be generally known as ‘the standard enchancment’ motion, W. Edwards Deming, doubted that this sort of method would work
in authorities. But the years the town of Madison started implementing
Deming’s concepts into its police and different metropolis companies had been golden. And
that’s not simply in my biased opinion. 

“I like this definition:

‘High quality is a complete method to the group and the design of labor processes. It’s a means to consider stuff. It’s a solution to deal with one another. It’s a solution to consistently enhance the whole lot we lay our arms on.’ (Cheaney and Cotter, 1991)

“I served as Madison’s chief of police from 1972 to 1993. I name them
the ‘golden years.’ These days had been a time when distinctive, difficult
concepts about methods, groups of individuals, and work caught hearth and raised
the hearts, spirit, and productiveness of metropolis employees. Many people who
had been in a position to combine these new concepts about methods, groups, and work
noticed the constructive outcomes. The common rules of main change by specializing in systematic enchancment that had such constructive impacts then are the very ones wanted now in each sector of our nation. Right here is my story…”


You should purchase the guide HERE.

Take pleasure in — and, maybe revisit these strategies and values and use them and the teachings we realized alongside the way in which to place belief again into our nation’s policing.

High Leaders Reward Bending Granite —

“Written with easy readability, Bending Granite reveals how leaders at each stage can carry individuals collectively to alter the world. This path is there for the taking.” — Peter Block, creator, The Empowered Supervisor; Stewardship; and The Ample Neighborhood

“Take it from individuals who modified the world — from Gandhi to Oprah: One of the best ways to make a lesson memorable is to inform a riveting story that embodies it. Bending Granite does simply that, with methods and inspiration for individuals prepared to rework their organizations round them.” — Donna Shalala, Former Secretary, U.S. Division of Well being and Human Companies

“Bending Granite illustrates via true tales how the ability of actual individuals working collectively can rework a neighborhood.” — Michelle Mason, President and CEO, ASAE and the Middle for Associational Management



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