What’s the deal with the change?

A few weeks ago, a student asked me a very interesting question, following a discussion about her frustration with improper Quality Assurance practices in the organization where another student, her friends, works. The question she asked was: “What’s the deal with the changes you’re always talking about? Is it really necessary in Quality Assurance to always make changes? Can’t we leave something that works as is?”

Well, the short answer is: that’s right, we must constantly make changes.

The longer answer is this article, triggered by the conversation.

First, I must note that in this particular case we cannot use the phrase “something that works”, for clearly, it doesn’t work. It is completely clear that the practices in place are not as they should be. There are frustration and the feeling of “nothing she can do”. Therefore, evidently, things do not “work”, so there is really no question whether or not we must change something that doesn’t “work”.

Second, status quo (leaving things as they are) is one of the natural enemies of Quality Assurance.

Allow me to elaborate.

Quality Assurance motto, as we all know, is “Constant Improvement”. It is our purpose, it is our function, it is the very reason for our existence.

However, few thing of the meaning of this “constant improvement” expression, and I mean its meaning regarding change.

It is believed that Einstein once said:

“The definition of insanity is doing the same thing over and over again and expecting a different result”.

The businessman and author Clement Stone said:

“If you always do what you have always done, you will always be where you are right now”.

squirrel in a wheel

Then, if we would like to achieve improvement, which would mean a better result, we may clearly not get it by maintaining status quo, or, in other words, standing still. We cannot continue to do the same thing over again, seeking a different result.

It follows, that the only way to achieve improvement would be by changing something in the process whose results we wish to improve, be that process what it may, in your organization or in life in general.

The conclusion is, therefore, clear: if it is to improve without change, and if the very reason for our existence is making constant improvement, then we must perform constant change.

At this point, someone would wish to say that there surely is no sense in constantly changing what does “work”.

I completely agree.

However, in all of my professional life, whether as a Quality Assurance Engineer/Manager or as a Consultant, I am yet to discover an organization where everything “works”, where all processes work as we have intended and produce the best possible results. I have never seen an organization with no processes requiring improvement.

There must be processes in your organization that “work”, perform well and to your satisfaction. Then, is it necessary to make constant changes in them? Of course not. Concentrate on processes, which do not work as smoothly or not well at all, whose results are unsatisfactory. Perform small changes anywhere you encounter some nonconformance or see the potential for such. You shall have a lot of work to do.


Thus said, I must draw your attention to something, which is not self-evident to most in our profession:

It is necessary to sometime make changes even for well-performing processes. Why do I insist they must be changed? Because:

  • anything may be done better and more efficiently;
  • the customers want price reductions with respect to other products/processes;
  • what “works” fine today may become outdated tomorrow;
  • your competitors make progress, the technology advances, so standing still will not assure your place in the changing world; to retain Quality, you must always strive to be better than you were yesterday, lest your competitors catch up with you.

More reasons may probably be found for changing what “works”.

Another aspect I may introduce for changing what seems to be “working” is leadership. Warren Bennts said:

“The manager accepts the status quo; the leader challenges it”.

challenge the status quoGood leaders know the truth about the status quo: it may create the feeling of security and stability, still, security and stability are but an illusion. There is no such thing in our world as security, it’s a human invention. What exists in life is risk, life is not an attempt at security, but risk management.

The other side of risk is opportunity. Thus, a Quality Assurance manager who strives for security and stability not only lives in complete illusion but also wastes opportunities by giving them up altogether.

The nature of opportunities is to come and go, they tend to not remain in one place. Giving up an opportunity means it has come and now it’s gone.

A good leader searches for risks and the way to optimize them against opportunities. He wants to catch the opportunities when they present themselves, and that always involves change.

ever-changing natureAnd finally, Nature does not stand still. It is ever-changing, ever-flowing from one moment to the next and from one place to another. The only stillness is death, and even then it only seems that way: the death of one thing gives life to another. The meaning of standing still is, therefore, an attempt to live violating the Laws of Nature. Whatever it is you do, you are an integral part of Nature (however much we would like to kid ourselves that we are not) and cannot, therefore, exist outside its Laws. This makes maintaining status quo a mere illusion, it will eventually burst, and it shall not be pretty.

To sum up: whichever way you ponder the question whether change is necessary in Quality Assurance, the answer is yes.

We are not merely the heralds of change or the ambassadors of change. We are the bringers of change, the enablers of change, the facilitators of change. For one of the things you probably all know about people is the fact that most of them resist change. It is up to us, then, to introduce the change and ease it in in such a manner that will allow the people to adopt it willingly on their own, through full cooperation and minimum resistance. Only then may we have real change and not passive or hidden resistance. This is the most difficult, the most amazing and the most compensating part of our job.

Still, in order to accept and embrace your job as change facilitators for the people working in your organization, you must first learn to accept and embrace the necessity of constant change yourselves. To allow and facilitate the change in you.

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Quality Assurance Engineer ICQE since 1996, Aerospace Engineer B.Sc., Technion graduate. Lecturer in Quality Assurance Engineering for ICQE qualification and in QA since 1996; first at the Kinneret Academic Colledge, the external studies department, then also at other colledge up North (Krayot, Shelomi). Since 2008 - self employed at Maof Dvora: consulting, holding seminars and lectures at plants in the North of Israel. Involved in a wide range of activities and work: education, website design, art, coaching, Judaism and more.

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