Linking Quality Management and Emotional Intelligence to Workplace Spirituality

Organization Development Journal, Winter 2008 by Marques, Joan F, Allevato, Eugene, Holt, Svetlana

Abstract

Six Sigma, emotional intelligence, and workplace spirituality each represent areas of intense research as well as practical application. Each of these topics also seems to be gaining ground in our increasingly diversifying contemporary work environment. Why is that? Should these phenomena all be seen as distinctive elements, or is there an interconnected approach possible? This paper reviews that option. First, an overview is provided of each of these phenomena as elements in the organizational setting. Subsequently, the phenomena are linked in a conclusive section, illustrated with a figure to enhance readers' understandability.

Introduction

Six Sigma, emotional intelligence, and workplace spirituality are all terms that seem to be gaining ground in our increasingly diversifying contemporary work environment. Why is that? Should these phenomena all be seen as distinctive elements, or is there an interconnected approach possible? This paper reviews that option. First, an overview is provided of each of these phenomena as elements in the organizational setting. Subsequently, the phenomena are linked in a conclusive section, illustrated with a figure to enhance readers' understandability.

The Elements of Quality Management

An initial hint that can be given toward the possible linkage of Six Sigma, emotional intelligence, and workplace spirituality is that all of these terms are enjoying increased interest from scholars worldwide at the same time. Six Sigma, a tool that has been in circulation for almost three decades now, has evolved toward a more humanistic approach. Emotional intelligence, having been around as a pertinently visible phenomenon for about two decades, has grown into a steady element in workplace reviews where the importance of the human factor is illuminated. Spirituality at Work, finally, has emerged as a serious work related tendency in the past two decades. Senses of meaning and human connectivity seem to play an overarching role in all of these themes, which may explain their current gain in popularity, at a time of tremendous changes in the global business and work environment.

Six Sigma

A recently published study about the use of scenario and contingency (S&C) planning tools, with six sigma among them, has demonstrated an increased satisfaction rate with these tools and techniques in more than 8,500 companies reviewed so far (Rigby and Bilodeau, 2007). "This growing satisfaction is probably due to improvement in the S&C tools, increased experience with them, and a broader appreciation for them, as global events have underscored their value" (Rigby and Bilodeau, 2007, p. 22).

Six Sigma, one of the S&C tools referred to in the above-mentioned study, is a data driven methodology for eliminating problems in manufacturing that focuses on efficiency, customer relations, and other business activities. "Six Sigma is an example of a comprehensive quality program that emphasizes the importance of a structured method" (Choo, Linderman and Schroeder, 2007, p. 918). Six Sigma is a methodology of quality control where a measuring process is developed to recognize waste, and where critical examination is done and control measures are implemented. "Six Sigma performance measures are employed at different levels of the organization, in service and administrative as well as manufacturing processes" (Choo, Linderman and Schroeder, 2007, p. 922). It is a process of data collection and extensive statistical analysis to better understand a process and consequently promote optimization, customer satisfaction and business success. Focus and analysis are part of a continuous cycle of improvement implementation and control. "In a Six Sigma project, the team's problem-solving effort depends heavily on the use of a stepwise problem solving model: define, measure, analyze, improve, and control (DMAIC)" (Choo, Linderman and Schroeder, 2007, p. 922). "The aim of Six Sigma is to eliminate defects to six standard deviations between the mean and the nearest customer specification limit. The Six Sigma standard is 3.4 problems per million opportunities" (Martin, 2007, p. 24).

Over time, Six Sigma has proven its value in major corporations, such as Motorola. Kleasen explains how the Motorola Corporation started using Six Sigma in the 1980's, and worked toward the evolution of this tool from "a process improvement methodology that relied on statistical analysis . . . to a broader management framework that addresses people issues, cultural change and leadership issues within organizations" (p. P37). Kleasen shares the conviction that "When successfully utilized as part of an organization's culture, Six Sigma contributes to the bottom line by improving quality, decreasing process variability, reducing cost and measuring outcomes" (p. P37). Choo, Linderman and Schroeder concur, "Six Sigma has been cited as an effectively integrated approach" (p. 921). These authors continue, "If Six Sigma is integrated, then its extensive use of common metrics, from a coordination and alignment standpoint, can be viewed as the integrative component of the Six Sigma methodology" (p. 921).