Journal for Quality and Participation - Summer 2005 - ASQ

Journal for Quality and Participation - Summer 2005

Volume 28 • Number 2

  • Editor's Notebook (PDF, 53 KB)
    It's Not What You Say
  • On the Trail to a Solution… (PDF, 142 KB)
    Part 4: Getting to the Bottom of Things
    This article is the fourth installment in a seven-part series on ways to improve your organization's problem-solving efforts, making them more fun and rewarding for team members.
    James Rooney and Deborah Hopen
  • Practical Tips (PDF, 2 KB)
    How Many Causes Should You Pursue?
    Does your organization's problem-solving process involve the elimination of the most significant root cause? Every identified root cause or something in between? This article addresses the pros and cons of each of these approaches.
    Lee Vanden Heuvel and Christine Robinson
  • Creating a Shift (PDF, 49 KB)
    Stop Me Before I Kaizen Again
    Kaizen events can foster collaboration and breakthrough ideas-if they fit your organizational culture, are well planned, and have appropriate sponsor support.
    Rick Maurer
  • Up for Debate (PDF, 63 KB)
    Is E-mail a Time Saver?
  • Resources for Success (PDF, 48 KB)
    Books and articles/conference proceedings from ASQ’s Quality Information Center that provide more information on handling team disruptions and contingency/disaster planning.
  • This Issue in Summary (PDF, 48 KB)
    Overviews of the featured topic and general interest articles in this issue to help you prioritize your reading.

Feature Topic: Communicating.Really

  • Fostering a Culture of Deep Inquiry and Listening (PDF, 67 KB) Open Access
    When leaders make the effort to practice exceptional communication skills-particularly those related to asking questions to increase understanding and listening receptively to the answers-they can create an organizational culture that cultivates a creative, respectful exchange of ideas and collaboration.
    Jamie Walters
  • Become a Better Communicator by Keeping Your Mouth Shut (PDF, 59 KB)
    Two hallmarks of management include the abilities to think quickly and respond rapidly to any situation that arises. Inadvertently, these two attributes actually may undermine most employees' interest in and potential for participating in the change process and contributing to the organization's success.
    Kenny Moore
  • E-mail: Toxic or Terrific? (PDF, 70 KB)
    E-mail has made it possible for us to communicate with people all over the globe.and even those who sit in the office next to ours. Less formal than a written memo and less time-consuming than a meeting, e-mail seems like an ideal method for improving communications. Those of us who are deluged with mountains of poorly written, nonessential, and occasionally thoughtless messages may question whether its ease and efficiency is overshadowed by its ineffective application.
    Sue Hershkowitz-Coore

Of General Interest

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Summer 2005

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