Deming’s 95/5 Principle Negates Individual Coaching

In the world of organisational improvement and performance enhancement, W. Edwards Deming’s principles have had a profound impact. One of his most famous principles, the 95/5 rule, suggests that 95% of performance issues are attributable to the system and processes, while only 5% are due to the individual worker. This principle has however not led many organisations to prioritise systemic changes over individual development initiatives. So does Deming’s 95/5 principle entirely negate the value of individual coaching? Let’s explore.

The 95/5 Principle: Putting Systems First

According to Deming’s 95/5 principle, the vast majority of performance problems stem from flawed organisational systems, processes, and cultures. Focusing on individual skill development or coaching would be akin to treating the symptoms without addressing the root cause. Deming advocated for a systems thinking approach, wherein organisations critically examine and optimise their practices, policies, and culture to create an environment conducive to success.

In the context of collaborative knowledge work, this principle suggests that individual coaching efforts will have limited impact when the underlying organisational systems and processes are not optimised for effective collaboration, knowledge sharing, and collective problem-solving.

The Shortcomings of Individual Coaching

Proponents of Deming’s philosophy argue that individual coaching alone is insufficient in addressing performance issues within collaborative knowledge work environments. Even if individuals receive coaching to enhance their communication, teamwork, or creative thinking skills, these efforts will be undermined or rendered ineffective when the systems and culture within which they operate are counterproductive or siloed.

For example, imagine a scenario where knowledge workers receive coaching on effective knowledge sharing practices, but the organisation lacks a robust knowledge management system or has rigid hierarchical structures that discourage cross-functional collaboration. In such cases, the individual coaching will yield limited results due to systemic barriers.

Organisational Transformation: The Key to Collaborative Success

According to Deming’s principle, our primary focus should be on transforming organisational systems and culture to foster an environment conducive to collaborative knowledge work. This could involve:

• Optimizing communication channels and knowledge sharing platforms
• Breaking down departmental silos and promoting cross-functional collaboration
• Fostering a culture of continuous learning and improvement
• Implementing agile and flexible processes that adapt to changing needs
• Establishing clear roles, responsibilities, and accountability mechanisms
• Organisational psychotherapy – enabling the organisation to surface and reflect on its shared assumptions and beliefs

By prioritising systemic changes, organisations create an enabling environment where individuals can thrive and collaborate effectively, minimising the need for extensive individual coaching.

The Verdict: Individual Coaching Has Limited Value

While individual coaching may provide some marginal benefits, Deming’s 95/5 principle suggests that it has limited value in the grand scheme of enhancing collaborative knowledge work. Organisations that solely rely on individual coaching initiatives without addressing the underlying systemic issues will experience suboptimal results and inefficiencies.

The path to success lies in embracing a systems thinking approach, transforming organisational assumptions and beliefs, structures, and culture to create an environment that fosters collaboration, knowledge sharing, and collective problem-solving. Only then can organisations unlock the full potential of their knowledge workers and achieve sustainable performance improvements.

In conclusion, Deming’s 95/5 principle entirely negates the value of individual coaching as a standalone solution for enhancing collaborative knowledge work. Instead, it calls for a fundamental shift towards organisational transformation, where systemic changes wrought through i.e. organisational psychotherapy take precedence over individual development initiatives.