Last year I was invited to give a lecture on critical thinking to the U.S. Navy. I opened my presentation with a story I’d read in Reader’s Digest magazine as a child.

Our industry embodies many aspects, but “Big Q” quality generally involves issues affecting management, measurement, and methodologies. This week on QDL, we covered all of them, and more. Let’s look closer:

All organizations are looking to increase the competency of their employees and, hopefully, of themselves. Looking at this from the base level up, in a practical sense our competency evolves with experience, expertise, and possibly, time.

Whether you are booking a hotel room, choosing a restaurant, deciding on what movie to see, or buying any number of things, it is likely you have read online reviews before making your decision.

In his book, The ONE Thing: The Surprisingly Simple Truth Behind Extraordin

I am writing today about “bootstrap kaizen.” This is something I have been thinking about for a while.

Leaders lead. Those two simple words conceal the complicated fact that being a change agent means confronting the failures of the past and confidently facing the promise of the future.

It takes guts to come to the heart of high tech, in San Francisco, and preach a message that is about putting people—women, no less—onto the assembly lines of America’s factories.

Traditionally, managers have relied on the annual performance review to provide employees with feedback.