People often ask why the work of W. E. Deming and his mentor, Walter Shewhart, figure so promintenlty in my thinking about the nature of human endeavor and the human enterprise as a whole. My answer is that these two men recognized that the human faculty for predicting the future is what sets we humans apart from all other creatures. Prediction is the bread and butter of our existence and the quality of our predictions determines whether we live or die. Deming and Shewhart understood that our principal aim in acting must be to reduce variation, and thereby, increase predictability.
Our penchant for prediction is more than a hobby, it is a genetically hardwired obsession that causes us to imagine patterns, cycles, and rhythms in all events related to our activities. To our minds, the regularities of events, real and imagined, are the keys to predictions by which we organize our actions along useful lines. We call these patterns “systems”.
Based on this understanding, Deming and Shewhart both concerned themselves with methods for recognizing useful and meaningful patterns and, given our limited powers, for reducing the variability of those patterns in order to enhance our ability to predict the outcomes of our activities.
Two articles in todays NYT deserve our attention. Both deal with instances in which we, who rely on predictability for our survival, have by our own misguided actions, increased variability and thereby reduced predictability.
In Weather Chaos, a Case for Global Warming
Double Dip? A Tipping Point May Be Near
Everything varies, but it is not the direction of change that matters most but rather, the range of change that threatens our survival as a species.
