Sapiens in Quality Management
In this edition of the Qualiexpert newsletter, we bring you insights from the best-seller Sapiens: A brief history of humanity from the publisher Companhia das Letras, of Yuval Harari, applied to the reality of Quality Management.
We live in times when access to knowledge has never been easier, whether by audiobook, Kindle or the good old paper book. At Qualiexpert we know that more important than how we read is what we do with what we read. A good book has the power to change the way we think, act and see the world.
Below we highlight the 3 concepts we have chosen (from among the many available in the book), which is why we have transcribed them directly from the book (in italics), and how these ideas come to life in day-to-day corporate practice. Let's get to them:
Concept 1: Difference between describing “how” and explaining “why”
Describing “how” means reconstructing the series of specific events that led from one point to another. Explaining the “why” means finding causal connections for the occurrence of that particular series of events, and not all the others.
In Quality Management: In a non-conformity, describing the “how” helps to understand what happened, detailing the facts. Explain the “why” makes it possible to improve the process and prevent new errors. The “why?” is fundamental in root cause analysis and is present in the traditional quality tool.
Concept 2: Difference between “objective” and “subjective”
An objective phenomenon exists independently of human consciousness and beliefs.
In Quality Management: A digital thermometer indicates that the temperature of the industrial oven is 345 °C. This value is objective, it can be verified by anyone with the same calibrated equipment, regardless of belief, opinion or perception. In the same way, if a caliper shows that the thickness of a workpiece is 9.83 mm, this is a measurable fact and can be audited.
A subjective phenomenon is something that depends on the consciousness and beliefs of a single individual. It disappears or changes if that particular individual modifies their beliefs.
In Quality Management: “My team isn't motivated” is a subjective perception, it depends on the sensitivity of the manager, their relationship with those they lead and emotional factors. Someone else could evaluate the same team and have a different opinion. To transform this perception into something more reliable, you need to measure it: carry out a climate survey, listen to employees or observe engagement indicators.
Concept 3: Culture and prohibitions
Culture tends to argue that it only forbids what is unnatural. However, from a biological perspective, there is nothing that is unnatural. Whatever is possible is, by definition, also natural. Behavior that is in fact unnatural, that goes against the laws of nature, simply cannot exist and therefore would not need to be prohibited. No culture has ever bothered to stop men from photosynthesizing, women from running faster than the speed of light, or negatively charged electrons from attracting each other.
In Quality Management: Structural prejudices, such as gender inequality in leadership positions or low racial representation, are not natural, although culture tries to normalize them.
In the phrases “This position requires a more masculine profile” or “Let's not expose this topic here, it could cause discomfort”, we are dealing with cultural constructions, not real or biological limitations.
Quality has a duty to question cultural patterns that generate exclusion. And it can do this in practice, for example, by establishing clear and objective criteria, reducing the space for subjective judgments.
Conclusion
Reading Sapiens shows us that understanding human nature is essential to transforming a system. In our routine, we deal with processes, beliefs, perceptions and cultural patterns that repeat themselves and often limit continuous improvement. By bringing a more conscious and objective approach, Quality Management can and should be a tool for real change.
Finally, we always stress that reading is the ideal fuel for identifying points for improvement in our management system.
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