Quality is never an accident. It is always the result of intelligent effort.
- John Ruskin
There is a psychology behind quality control – a belief system. This is not a new train of thought as there are books written about the psychology of quality as a relational concept. As a person who holds an MBA and an MSW, who specializes in cognitive restructuring on the unconscious level, I have the ability to identify and quantify people’s UNCONSCIOUS thought processes. If an organization or company refuses to create and properly implement quality control procedures, there is an UNCONSCIOUS belief system driving that decision. That distorted thinking is costing the organization or company money whether they realize it or not. It is possible to generate revenue on one level, totally oblivious to the fact that a great deal of revenue is missing. I heard a wise person say, “It’s a terrible thing to steal from yourself and not realize something’s missing.”
There are some companies and organizations that do NOT have ANY quality control measures in place. Then there are some companies and organizations that have quality control measures in place in name only – they don’t REALLY control anything. Then there are those companies and organizations that GET IT! They have quality control measures in place that ensure their customers/clients are receiving quality products and services. The first article in this series will examine the mindsets of the companies and organizations that have NO quality control measures in place. First, let us define Quality Control.
One source defined Quality Control as, “A process through which a business seeks to ensure that product quality is maintained or improved and manufacturing errors are reduced or eliminated. Quality control requires the business to create an environment in which both management and employees strive for perfection. This is done by training personnel, creating benchmarks for product quality, and testing products to check for statistically significant variations.” I would add “service quality” to the definition. Quality Control measures should be in place not only for products, but for service delivery too. Now, let’s define psychology.
The dictionary defines psychology as, “The science of the mind or of mental states and processes.” Another definition of psychology is, “The scientific study of the mind and behavior.” Much of the mental processing of a person is unconscious. The brain is developed; the mind is programmed. The mind is programmed, primarily, during the formative years by how one is treated and by what one observes. For example, people who blame others for their actions are often doing so based on an unconscious belief such as, “Blame others for your actions.” Those individuals do not go around introducing themselves saying, “Hello. My name is Chuck, and I blame others for my actions. Here’s my card.” Individuals who accept the blame for other people’s mistakes are doing so based on an unconscious belief such as, “Everything is your fault.” Those individuals do not go around introducing themselves saying, “Hello. My name is Robert. I take the blame for situations and problems that are in no way my fault. Here’s my card.” Now, let’s blend the definition of quality control with the definition of psychology adding the unconscious component.
The Psychology of Quality Control is defined as, “The conscious and unconscious perception, reasoning, and decision-making mindset of leadership who develop processes through which the business seeks to ensure that product and service quality is maintained or improved, and manufacturing errors and service errors are reduced or eliminated.” Organizations and companies that do not have quality control procedures in place are operating out of a distorted belief system. Some are living in the “Land of Should,” should-ing on themselves. One of my undergrad professors, who taught “Customer Service Strategies,” taught us the difference between “should” and “is.” He said, “Do not tell customers what ‘should’ have happened when they complain. They already know what ‘should’ have happened, and they know it didn’t happen and that is why they are complaining. Address what ‘is’ going on.” I would add that after addressing “is,” quality control procedures need to be in place to manifest SHOULD on a regular basis. Ladies and Gentlemen, there is a psychology that leadership needs to possess to incorporate SHOULD quality control measures into the manufacturing and delivery of products and services.
Let’s discuss a few of the dysfunctional, unconscious beliefs that can cause leadership NOT to have quality controls measures in place.
Dysfunctional, Unconscious, Belief: People are at the mercy of your decisions.
o Leadership would have to individually, or collectively as a whole, believe that the customer is at the mercy of their decisions not to ensure there are quality control procedures in place for products and services. They would have to believe that no matter how high the error margins, their customers will stick with them. Leadership would HAVE to believe their customers are at the mercy of their decisions not to regulate the quality of their products and services – as if their customers have no other options.
Dysfunctional, Unconscious, Belief: You can continuously mistreat people as long as you apologize.
o Leadership would have to individually, or collectively as a whole, believe that they can apologize to customers, continuously, for poor quality products and services (maltreatment of customers) as long as they apologize. They would have to believe that as long as they say, “We are so sorry the product was defective” or “We are so sorry the service was poor,” that the customer will return. Leadership would HAVE to possess this distorted belief if they do not take steps to reduce the likelihood that the product or service error will be repeated.
Dysfunctional, Unconscious, Belief: Talk very profoundly about the situation but take no action to change anything.
o Leadership would have to individually, or collectively as a whole, believe that they can insult the publics’ intelligence by marketing meaningless slogans and not deliver on those promises. It’s one thing to say, “Our customers are our number one priority! Excellence is our standard!” It’s quite another thing to have REAL quality control measures in place to ensure customers are receiving excellent products and excellent services. This belief is especially apparent in companies and organizations in which there have been repeated problems with product and service quality, and the solution was another profoundly worded, meaningless slogan. Leadership would HAVE to believe they can hypnotize customers with slogans and jargon rather than regulate quality.
Dysfunctional, Unconscious, Belief: You have a right to put unrealistic expectations on others and they have to meet them or else!
o Leadership would have to individually, or collectively as a whole, believe that they have a right to put unrealistic expectations on customers to continue buying their products or services no matter what happens. What is the “or else?” Accept the unregulated quality of our products or services OR you can go somewhere else! That’s exactly what a GREAT deal of customers will do!
Dysfunctional, Unconscious, Belief: Most people are stupid!
o Leadership would have to individually, or collectively as a whole, believe that most of their customers are stupid if they believe they won’t notice the inconsistent quality of products and services. They would have to believe that their customers are too unintelligent to find other providers, who regulate quality, from which to purchase those goods and services. Leaders would HAVE to believe that their customers will believe any ridiculous excuse and empty promise given when the customer complains of poor product quality and/or poor customer service.
Remember, these beliefs are UNCONSCIOUS. The distorted beliefs that individuals struggle with don’t wait in the car when they go to work. Those beliefs don’t wait in the staff lounge when leadership assembles in the conference room to design, or NOT design, policies and procedures. The examples of distorted, unconscious beliefs listed in this article are just a FEW!
The next article in this series will identify some of the dysfunctional, unconscious, beliefs of leadership who have quality control procedures in place in name only – they are not REALLY measuring or guaranteeing anything.
Copyright © 2017 Anneshia Freeman. All Rights Reserved.
Anneshia Freeman MBA, MSW, CADC, is a Program Developer, Trainer, Therapist, Consultant, Life Coach, Author, President and CEO of Anneshia Freeman and Associates Consulting
Services, LLC, and founder of “The Lies That Bind®” Program.
