The influence the system of profound knowledge has on the development of leadership and management within an organisation

In his last major works, Deming provided an overarching framework for the implementation of quality management within an organisation – “the system of profound knowledge”. This approach summarises a lifetime of dedication to the field of quality management. Presented as a simple framework, it is in reality a complex set of interactions that requires a precise fit to an organisation, and the individuals that constitute that organisation. After its initial implementation within a particular organisation a process of constant development is also essential. Gapp provides two models, which were used to assist in the establishment of the system of profound knowledge within an existing successful TQM organisation. During the implementation of the system of profound knowledge, leadership and management variables were measured. As clearly stated by Deming and supported by Kohn, McNary, Gapp and McGregor, the leadership required for the establishment of the system of profound knowledge must encompass intrinsic motivation, co‐operation and collaboration. This research investigated the proposed uptake of the above characteristics within the existing leadership of the organisation.