Seeing is Believing

But believing is much better than seeing. The aim of putting our process improvement above all else in the organisation is to create an atmosphere of total belief that everything could be solved if we had the perfect process. Any actual evidence which challenges the idea that things are improving should be written off as something outside of our control which should be ignored.

By believing that the perfect process would yield the perfect results, we can throw common sense to the four winds and focus, instead, on whatever trendy ideas we can get our hands on. We can reinforce this with some sensible truisms:

If we have the wrong process things will be bad.
We need to do good things...

... etc etc etc.

Anyone who questions this should be likened to that rude child who told everyone that the king was, in fact, naked.