1411 lines
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1411 lines
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) or <strong>https://</strong> means you’ve safely connected to the .gov website. Share sensitive information only on official, secure websites.
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<h1 class="nist-page__title">Hertz Has a Better Razor</h1>
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>
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<div class="daterange"><time datetime="2021-08-31T12:00:00Z">August 31, 2021</time>
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<span>By: </span>
|
|||
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<a href="/blogs/blogrige/authors/harry-hertz-baldrige-cheermudgeon" hreflang="en">Harry Hertz “The Baldrige Cheermudgeon”</a>
|
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<img loading="lazy" src="/sites/default/files/styles/960_x_960_limit/public/images/2021/08/24/hertz-razor.png?itok=Zejzks1B" width="960" height="600" alt="Hertz' Razor, shave off the unlikely. Established in 2021." typeof="foaf:Image" />
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<div class="nist-image__credit">
|
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<span class="nist-image__credit-label">Credit:</span>
|
|||
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Oleg and Polly/Shutterstock
|
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<h3>Razors</h3>
|
|||
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|||
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<p>This blog post was conceived when I was recently reminded of <a href="https://en.wikipedia.org/wiki/Hanlon%27s_razor">Hanlon's Razor</a>, a rule of thumb that states, <em>One should never attribute to malice something that is adequately explained by stupidity</em>. The razor led me to contemplate work environments focused on punishing the employee (perpetrator) when an error is made, essentially attributing it to intent or malice. In most cases, I would contend that the cause of the error is neither malice nor stupidity. This logic led me to propose Hertz' Razor. But, I will keep you in suspense for a while...</p>
|
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<p>I next wondered, why is Hanlon's Razor called a razor? A <a href="https://lifelessons.co/critical-thinking/philosophical-razors/">"philosophical razor"</a> is a rule of thumb used to eliminate ("shave off") an unlikely explanation for an observed phenomenon. There are a number of such razors that have received wide attention, starting with Occam's Razor, which states, <em>Entities should not be multiplied without necessity</em>. More commonly explained, it means that the best and correct explanation is usually the one with the fewest assumptions. Occam is William of Ockham, an English friar, philosopher, and theologian who was believed to have been born in the English town of Ockham in 1285.</p>
|
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<p>In doing some research, I discovered several additional razors of interest. One of particular value to this blog is Hitchens' Razor, which states, <em>What can be asserted without evidence can also be dismissed without evidence</em>. I interpret this statement to mean that we should manage by fact, a <a data-entity-substitution="canonical" data-entity-type="node" data-entity-uuid="d409d323-38a1-4501-9898-f35840b344eb" href="/baldrige/core-values-and-concepts" title="Core Values and Concepts">Baldrige core value</a>.</p>
|
|||
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|
|||
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<h3>Hertz' Razor</h3>
|
|||
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|
|||
|
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<p>I am in fundamental agreement with Hitchens' Razor (no surprise) and fundamental disagreement with Hanlon's Razor. Since it seems to be an emerging trend to have razors that begin with "H," I humbly put forth Hertz' Razor:</p>
|
|||
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|
|||
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<ul>
|
|||
|
|
<li><em><span><span><span><span>One should never attribute errors to employee malice or stupidity or any other employee intent, but instead seek process defects or lack of information/data as the likely cause.</span></span></span></span></em></li>
|
|||
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</ul>
|
|||
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<p><span><span><span><span>Employees are proud of their work and seek to make improvements, not to sabotage the work. Furthermore, they seek training, education, and developmental opportunities to further their own learning and their contributions to the organization. Indeed, the Baldrige definition of organizational performance excellence originally comprised (1) delivering ever-improving value to customers and stakeholders and (2) improving the organization's overall effectiveness and capabilities. However, many years ago, based on our learnings from role-model organizations, the definition was expanded to include (3) learning for the organization and for people in the workforce.</span></span></span></span></p>
|
|||
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|
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<p><span><span><span><span>Given the Baldrige definition of performance excellence, a corollary to Hertz' Razor is </span></span></span></span></p>
|
|||
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|
|||
|
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<ul>
|
|||
|
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<li><span><span><span><span><em>Organizations should strive for error prevention and innovation, not error correction, as the primary means of improvement.</em></span></span></span></span></li>
|
|||
|
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</ul>
|
|||
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|
|||
|
|
<h3>Achieving Hertz' Razor</h3>
|
|||
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|
|||
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<p>Hertz' Razor and its corollary are really a metaphor for using the <a data-entity-substitution="canonical" data-entity-type="node" data-entity-uuid="00b6643c-f609-4ef9-baab-8a71ecca6aa9" href="/baldrige/publications/baldrige-excellence-framework" title="Baldrige Excellence Framework">Baldrige Excellence Framework</a> and its <a data-entity-substitution="canonical" data-entity-type="node" data-entity-uuid="04881de3-55aa-4c9b-bc62-65aac27dc41d" href="/baldrige/baldrige-criteria-commentary" title="Baldrige Criteria Commentary">criteria for performance excellence</a>. Let me exemplify with a few of the key criteria components:</p>
|
|||
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|
|||
|
|
<ol>
|
|||
|
|
<li>Item 1.1, <strong><a data-entity-substitution="canonical" data-entity-type="node" data-entity-uuid="04881de3-55aa-4c9b-bc62-65aac27dc41d" href="/baldrige/baldrige-criteria-commentary#senior" title="Baldrige Criteria Commentary">Senior Leadership</a></strong>, asks how senior leaders participate in the development of future leaders and how they create a focus on action that will improve the organization's performance.</li>
|
|||
|
|
<li>Item 2.1, <strong><a data-entity-substitution="canonical" data-entity-type="node" data-entity-uuid="04881de3-55aa-4c9b-bc62-65aac27dc41d" href="/baldrige/baldrige-criteria-commentary#strategy-development" title="Baldrige Criteria Commentary">Strategy Development</a></strong>, asks how your organization's strategy development process stimulates and incorporates innovation.</li>
|
|||
|
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<li>Category 4, <a data-entity-substitution="canonical" data-entity-type="node" data-entity-uuid="04881de3-55aa-4c9b-bc62-65aac27dc41d" href="/baldrige/baldrige-criteria-commentary#measurement" title="Baldrige Criteria Commentary"><strong>Measurement, Analysis, and Knowledge Management</strong></a>, asks how your organization selects, gathers, analyzes, manages, and improves its data, information, and knowledge assets; how it uses review findings to improve its performance; and how it learns.</li>
|
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|
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<li>Item 5.2, <a data-entity-substitution="canonical" data-entity-type="node" data-entity-uuid="04881de3-55aa-4c9b-bc62-65aac27dc41d" href="/baldrige/baldrige-criteria-commentary#engagement" title="Baldrige Criteria Commentary"><strong>Workforce Engagement</strong></a>, asks how your learning and development system supports the personal development of workforce members and your organization's needs and how you manage career development for your workforce and your future leaders.</li>
|
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|
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<li>Item 6.1, <a data-entity-substitution="canonical" data-entity-type="node" data-entity-uuid="04881de3-55aa-4c9b-bc62-65aac27dc41d" href="/baldrige/baldrige-criteria-commentary#processes" title="Baldrige Criteria Commentary"><strong>Work Processes</strong></a>, asks about key requirements for your work processes, how you manage and improve processes, and how you pursue opportunities for innovation.</li>
|
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|
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<li>Item 6.2, <a data-entity-substitution="canonical" data-entity-type="node" data-entity-uuid="04881de3-55aa-4c9b-bc62-65aac27dc41d" href="/baldrige/baldrige-criteria-commentary#operational-effectiveness" title="Baldrige Criteria Commentary"><strong>Operational Effectiveness</strong></a>, asks how you prevent defects, service errors, and rework.</li>
|
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<li>Category 7, <a data-entity-substitution="canonical" data-entity-type="node" data-entity-uuid="04881de3-55aa-4c9b-bc62-65aac27dc41d" href="/baldrige/baldrige-criteria-commentary#results" title="Baldrige Criteria Commentary"><strong>Results</strong></a>, asks about your organization's performance and improvement in all key areas.</li>
|
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</ol>
|
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<p>In summary, the Baldrige Excellence Framework takes a holistic approach to organizational performance and how high performance is achieved. It recognizes that high performance is achieved through effective strategy; high-performing, motivated employees; well-structured operational processes; process improvement; and innovation.</p>
|
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<p>The Baldrige Scoring Guidelines characterize organizations that have no systematic processes and that react to problems as their primary improvement mechanism as very immature. The Guidelines describe stages of maturity as organizations move toward role-model performance characterized by fully deployed, systematic processes; innovation; and the development of best practices.</p>
|
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|
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<p>Even the most immature organizations are not characterized in Baldrige as looking for employees as the cause of problems. Is your organization practicing Hertz' Razor and working on high performance through its corollary?<br>
|
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</p>
|
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<hr>
|
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|
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<div class="grid-col-3">
|
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<figure class=" align-center nist-image" role="group">
|
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<div>
|
|||
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|
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<img alt="2021-2022 Baldrige Excellence Framework Business/Nonprofit feature image" height="300" loading="lazy" src="/sites/default/files/styles/960_x_960_limit/public/images/2020/12/17/2021-2022-Baldrige-Excellence-Framework-featured-cover_0.jpg?itok=bk3KBYWd" title="2021-2022 Baldrige Excellence Framework Business/Nonprofit feature image" typeof="foaf:Image" width="233">
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|
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|
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</div>
|
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<div class="grid-col-9">
|
|||
|
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<h2>Baldrige Excellence Framework</h2>
|
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|
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|
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<p>The <a href="https://www.nist.gov/baldrige/publications/baldrige-excellence-framework">Baldrige Excellence Framework</a> has empowered organizations to accomplish their missions, improve results, and become more competitive. It includes the Criteria for Performance Excellence, core values and concepts, and guidelines for evaluating your processes and results.</p>
|
|||
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|
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|
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<h3><a href="https://www.nist.gov/baldrige/publications/baldrige-excellence-framework"><strong>Purchase your copy today!</strong></a></h3>
|
|||
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|
|||
|
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<p>Available versions: <a href="https://www.nist.gov/baldrige/publications/baldrige-excellence-framework/businessnonprofit">Business/Nonprofit</a>, <a href="https://www.nist.gov/baldrige/publications/baldrige-excellence-framework/education">Education</a>, and <a href="https://www.nist.gov/baldrige/publications/baldrige-excellence-framework/health-care">Health Care</a></p>
|
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</div>
|
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|
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>
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<div class="nist-tags">
|
|||
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<a href="/blogrige-categories/baldrige-excellence-framework-criteria" hreflang="en">Baldrige Excellence Framework (Criteria)</a> and <a href="/blogrige-categories/self-assessing" hreflang="en">Self-Assessing</a></div>
|
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>
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<h2
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class="nist-block__title"
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>About the author</h2>
|
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<div class="nist-field nist-field--label-hidden entity-reference">
|
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<div class="nist-field__item">
|
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<article
|
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about="/blogs/blogrige/authors/harry-hertz-baldrige-cheermudgeon" class="nist-teaser"
|
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>
|
|||
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<div class="nist-teaser__image">
|
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<div class="entity-reference"> <a href="/blogs/blogrige/authors/harry-hertz-baldrige-cheermudgeon" hreflang="en"><img loading="lazy" src="/sites/default/files/styles/thumbnail/public/images/baldrige/dr-_harry_hertz_photo.jpg?itok=A_2psdFg" width="71" height="100" alt="Dr. Harry Hertz Photo" typeof="foaf:Image" />
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</a>
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</div>
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</div>
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<div class="nist-teaser__content-wrapper">
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<header>
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<h3 class="nist-teaser__title"><a href="/blogs/blogrige/authors/harry-hertz-baldrige-cheermudgeon"><span>Harry Hertz “The Baldrige Cheermudgeon”</span>
|
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</a></h3>
|
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|
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</header>
|
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<div class="nist-teaser__content">
|
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<div class="text-with-summary"><p>I am Harry Hertz, the Baldrige Cheermudgeon, and Director Emeritus of the Baldrige Program. I joined the Program in 1992 after a decade in management in the analytical chemistry and chemical sciences laboratories at the National Institute of Standards and Technology (NIST), the home of the Baldrige Program. I started my career at NIST (NBS) as a bench analytical chemist.</p>
|
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|
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<p>My favorite aspects of the Baldrige Program are: (1) the opportunity to interact with leading thinkers from all sectors of the U.S. economy who serve as volunteers in the Baldrige Program, who participate in the Baldrige Executive Fellows Program, and who represent Award applicants at the forefront of the continuous journey to performance excellence, and (2) the intellectual challenge of synthesizing ideas from leading thinkers and from personal research into <em>Insights on the Road to Performance Excellence</em> and other blogs that tackle challenges at the “leading edge of validated leadership and performance practice,” and contribute to the continuous revision of the Baldrige Performance Excellence Framework.</p>
|
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|
|||
|
|
<p>Outside of work I spend my time with family (including three beautiful granddaughters), exercising, baking bread, traveling, educating tomorrow’s leaders, and participating on various boards and board committees.</p></div>
|
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</div>
|
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</div>
|
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</article>
|
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</div>
|
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</div>
|
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</div>
|
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</div>
|
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<div
|
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class="views-element-container nist-block"
|
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>
|
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|
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<h2
|
|||
|
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class="nist-block__title"
|
|||
|
|
>Related posts</h2>
|
|||
|
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|
|||
|
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<div><div class="js-view-dom-id-47f6eb59397d6ed384740afa260f1a0fcffa99fef049bebce02b126768a90ca2">
|
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<div>
|
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|
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|
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<article
|
|||
|
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about="/blogs/blogrige/100-satisfaction-guaranteed" class="nist-teaser"
|
|||
|
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>
|
|||
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<div class="nist-teaser__image">
|
|||
|
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<div class="entity-reference"> <a href="/blogs/blogrige/100-satisfaction-guaranteed" hreflang="en"><img loading="lazy" src="/sites/default/files/styles/thumbnail/public/images/2025/02/06/Satisfaction-Guaranteed.jpg?itok=ThnLiBh5" width="100" height="63" alt="A home with hurricane shutters next to a ladder." typeof="foaf:Image" />
|
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</a>
|
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|
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<div class="nist-teaser__content-wrapper">
|
|||
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<header>
|
|||
|
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<h3 class="nist-teaser__title"><a href="/blogs/blogrige/100-satisfaction-guaranteed"><span>100% Satisfaction Guaranteed</span>
|
|||
|
|
</a></h3>
|
|||
|
|
<div class="nist-teaser__date">
|
|||
|
|
<div class="daterange"><time datetime="2025-02-18T12:00:00Z">February 18, 2025</time>
|
|||
|
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</div>
|
|||
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|
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</div>
|
|||
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</header>
|
|||
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<div class="nist-teaser__content">
|
|||
|
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<div class="text-with-summary"> 100% satisfaction guaranteed. A simple statement. Easy to understand. But…. My story begins with Hurricane Milton, one of two tragic hurricanes to hit the west
|
|||
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|
|||
|
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</div>
|
|||
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|
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|
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|
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</article>
|
|||
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</div>
|
|||
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<div>
|
|||
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|
|||
|
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<article
|
|||
|
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about="/blogs/blogrige/more-reasons-apply-be-2025-baldrige-examiner" class="nist-teaser"
|
|||
|
|
>
|
|||
|
|
<div class="nist-teaser__image">
|
|||
|
|
<div class="entity-reference"> <a href="/blogs/blogrige/more-reasons-apply-be-2025-baldrige-examiner" hreflang="en"><img loading="lazy" src="/sites/default/files/styles/thumbnail/public/images/2025/01/07/More-Reasons-to-Apply-to-Be-2025-Examiner.jpg?itok=ot0YShWL" width="100" height="63" alt="Why Apply to be a 2025 Baldrige Examiner showing a man holding an iPad displaying the online application." typeof="foaf:Image" />
|
|||
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|
|||
|
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</a>
|
|||
|
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</div>
|
|||
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|
|||
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</div>
|
|||
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<div class="nist-teaser__content-wrapper">
|
|||
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<header>
|
|||
|
|
<h3 class="nist-teaser__title"><a href="/blogs/blogrige/more-reasons-apply-be-2025-baldrige-examiner"><span>More Reasons to Apply to Be a 2025 Baldrige Examiner</span>
|
|||
|
|
</a></h3>
|
|||
|
|
<div class="nist-teaser__date">
|
|||
|
|
<div class="daterange"><time datetime="2025-01-14T12:00:00Z">January 14, 2025</time>
|
|||
|
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</div>
|
|||
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|
|||
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|
|||
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</header>
|
|||
|
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<div class="nist-teaser__content">
|
|||
|
|
<div class="text-with-summary"> In a blog last week, I provided a multitude of reasons to apply to be a 2025 Baldrige examiner®. The benefits of serving in this volunteer role were conveyed by
|
|||
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|
|||
|
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</div>
|
|||
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|
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|
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|
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</article>
|
|||
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|
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<div>
|
|||
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|
|||
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<article
|
|||
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about="/blogs/blogrige/why-apply-be-2025-baldrige-examiner" class="nist-teaser"
|
|||
|
|
>
|
|||
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<div class="nist-teaser__image">
|
|||
|
|
<div class="entity-reference"> <a href="/blogs/blogrige/why-apply-be-2025-baldrige-examiner" hreflang="en"><img loading="lazy" src="/sites/default/files/styles/thumbnail/public/images/2025/01/07/Why-Apply-to-Be-2025-Examiner.jpg?itok=eCEy9jXg" width="100" height="63" alt="Why apply to become a Baldrige Examiner showing a woman holding an iPad with the examiner application on the screen." typeof="foaf:Image" />
|
|||
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|
|||
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</a>
|
|||
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</div>
|
|||
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|
|||
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|
|||
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<div class="nist-teaser__content-wrapper">
|
|||
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|
<header>
|
|||
|
|
<h3 class="nist-teaser__title"><a href="/blogs/blogrige/why-apply-be-2025-baldrige-examiner"><span>Why Apply to Be a 2025 Baldrige Examiner?</span>
|
|||
|
|
</a></h3>
|
|||
|
|
<div class="nist-teaser__date">
|
|||
|
|
<div class="daterange"><time datetime="2025-01-08T12:00:00Z">January 8, 2025</time>
|
|||
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</div>
|
|||
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|
|||
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</div>
|
|||
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</header>
|
|||
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<div class="nist-teaser__content">
|
|||
|
|
<div class="text-with-summary"> IYKYK. * But if you don’t know why it’s beneficial to be a Baldrige examiner®, I invite you to find out what experienced Baldrige examiners have discovered
|
|||
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|
|||
|
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</div>
|
|||
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|
|||
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|
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|
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|
|||
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<h2
|
|||
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class="nist-block__title"
|
|||
|
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>Comments</h2>
|
|||
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|
|||
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<section>
|
|||
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<h2>Add new comment</h2>
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<em>Please be respectful when posting comments. We will post all comments without editing as long as they are appropriate for a public, family friendly website, are on topic and do not contain profanity, personal attacks, misleading or false information/accusations or promote specific commercial products, services or organizations. Comments that violate our comment policy or include links to non-government organizations/web pages will not be posted.</em>
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<div><a href="https://www.x.com/BaldrigeProgram" class="nist-social nist-social--x" title="X (Twitter)" ><span>X (Twitter)</span></a><a href="https://www.youtube.com/playlist?list=PL914FB9D44BF49C14" class="nist-social nist-social--youtube" title="Youtube" ><span>Youtube</span></a><a href="https://public.govdelivery.com/accounts/USNIST/subscriber/new?topic_id=USNIST_29" class="nist-social nist-social--envelope" title="GovDelivery" ><span>GovDelivery</span></a></div>
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<h2
|
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|
|
class="nist-block__title"
|
|||
|
|
>About this blog</h2>
|
|||
|
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|
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|
|
<div class="text-long"><p>Blogrige, the official blog of the <a href="https://www.nist.gov/baldrige">Baldrige Performance Excellence Program</a>, shares practical guidance, success stories, examples, and inspiration on how Baldrige resources can support your long-term success, whether your organization is large or small, has one site or worldwide locations, and is just getting started or continuously improving.</p>
|
|||
|
|
|
|||
|
|
<p>The Baldrige Program offers a comprehensive and proven leadership and management <a href="https://www.nist.gov/baldrige/publications/baldrige-excellence-framework">framework</a> that focuses on results in all areas of your organization. Learn more about the <a href="https://www.nist.gov/baldrige">Baldrige Program</a>, the <a href="https://www.nist.gov/baldrige/products-services">products and services</a> available to help your organization succeed, and how to <a href="https://www.nist.gov/baldrige/self-assessing">self-assess</a> using the Baldrige framework.</p>
|
|||
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|
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|
|
<p>If you have any questions about Blogrige, please contact Baldrige Customer Service at <span class="spamspan"><span class="u">baldrige</span> [at] <span class="d">nist.gov</span><span class="t"> (baldrige[at]nist[dot]gov)</span></span>.</p>
|
|||
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|
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|
|
<p>The views presented here are those of the author and do not necessarily represent the views or policies of NIST.</p></div>
|
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<a href="tel:301-975-2000">301-975-2000</a>
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