Almost 50 years ago Dr. W. Edwards Deming announced that systems management was fundamental to what we can now call quality science[1], and he introduced a “system of profound knowledge[2]” as a framework for transformation of our organizational work and our entire economy[3].  He said that “An integral part of the system of profound knowledge is appreciation for a system.” But while his system of profound knowledge got a lot of attention for about 10 years, interest waned when no one could figure out how to structure or measure systems.  Continue reading →