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Atheist? Some Self Criticism Would be Helpful
What I most viscerally detest about religion is how it is practiced by the so-called faithful. It is practiced in hypocrisy, conceit, intolerance, and anger. It is irrational with it's atrocities committed by it's hysterical zealots who do not only lash out against unbelievers in the most horrific ways, but lash out at anyone that disagrees with them.
Unfortunately, and with a great measure of embarrassment, I see fellow atheists expressing themselves and acting out that is almost as repulsive to me as when a religious person does it. I am more forgiving of the atheist, naturally because our position starts with experimental data, and even if you shout it out, or shout someone down armed with it, you're still right.
But then again, you're not. Their is one more reason why religion is an atrocity and why it has lost it's grip across the face of the earth and it's not the reason I'm naturally inclined to agree with, but it's not because it's based on the unprovable,
but it's because, that in addition to being unprovable, they are insufferable brutes.
If hypothetically a scientist whose experimental data is reproducible, and whose hypothesis, data, and conclusions have passed successfully through the grueling peer review process, and maybe even has their discovery perhaps lead to revising an established theory, and perhaps leading to a new theory, will completely destroy whatever he's gained by being a hypocritical, conceited, intolerant, angry, irrational, insufferable brute.
As a Six Sigma professional, it is completely unacceptable to inject emotion and your subjective prejudices or expectations into your project your DMAIC, or DFSS process.
It may subject you and your project to undue (and avoidable) criticism, and be a detriment to your project itself, and the benefits that project could produce.
We should police ourselves to ensure that we permanently rise above the insufferable
irrationality that surrounds us. And for that, we need abundant self criticism on how we express ourselves, particularly since we're the ones holding all the data.
Let's up our behavior under the scrutiny of the scientific method, and confirm whether we're spreading the word and getting involved in a manner that DOES NOT BACKFIRE.
Because I tell you, just as with a hypothetical Six Sigma project, the backlash with blow up in your face. It has worked against religion, let's not have it work against us.
Unfortunately, and with a great measure of embarrassment, I see fellow atheists expressing themselves and acting out that is almost as repulsive to me as when a religious person does it. I am more forgiving of the atheist, naturally because our position starts with experimental data, and even if you shout it out, or shout someone down armed with it, you're still right.
But then again, you're not. Their is one more reason why religion is an atrocity and why it has lost it's grip across the face of the earth and it's not the reason I'm naturally inclined to agree with, but it's not because it's based on the unprovable,
but it's because, that in addition to being unprovable, they are insufferable brutes.
If hypothetically a scientist whose experimental data is reproducible, and whose hypothesis, data, and conclusions have passed successfully through the grueling peer review process, and maybe even has their discovery perhaps lead to revising an established theory, and perhaps leading to a new theory, will completely destroy whatever he's gained by being a hypocritical, conceited, intolerant, angry, irrational, insufferable brute.
As a Six Sigma professional, it is completely unacceptable to inject emotion and your subjective prejudices or expectations into your project your DMAIC, or DFSS process.
It may subject you and your project to undue (and avoidable) criticism, and be a detriment to your project itself, and the benefits that project could produce.
We should police ourselves to ensure that we permanently rise above the insufferable
irrationality that surrounds us. And for that, we need abundant self criticism on how we express ourselves, particularly since we're the ones holding all the data.
Let's up our behavior under the scrutiny of the scientific method, and confirm whether we're spreading the word and getting involved in a manner that DOES NOT BACKFIRE.
Because I tell you, just as with a hypothetical Six Sigma project, the backlash with blow up in your face. It has worked against religion, let's not have it work against us.
Replies to This Discussion
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Permalink Reply by John D on -
I have to agree with Felch on this one, but I also understand where Roy is coming from.
DFSS and similar problem solving techniques are very useful. They help put organization and some reliable methods to engineering problem solving. None of the techniques used in Six Sigma are new. They are ideas based on proper experimental structure, data collection, and basic data analysis. It works pretty well in my experience.
The idea that it is a management "cult" also has some merit. I have actually been asked to run a DFSS study for situations where the techniques didn't even apply. When I suggested to my customer a different way to solve the problem they claimed I was stalling and didn't know my subject matter and that they knew DFSS would solve the problem...blah, blah, blah. I actually forced my work to fit into the DFSS format just to make them happy. A very sad day for good engineering!
Fair warning Roy - Most data is not normally distributed. Normal distributions are assumed because they are easy to work with and generally a good enough assumption. I've been burned more than once by this problem.
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Permalink Reply by Roy Batty on -
I agree to some extent on normal distributions. That's why it's important perform statistical tests on your data to determine if they are normal or not to begin with. There are analytical tools for either case. Secondly DFSS and the DMAIC process doesn't force reality to conform to it.
This discipline isn't a dogma. It can't be a cult. But it can be practiced by personalities who have a grandiose idea that it is the end all and be all. I don't think it is. It's a tool. It doesn't fit every nut, or bolt, or drive every nail. And I've had it out with some who think everything has to be shoe horned into a 6 sigma framework. I call BS more than is healthy career wise on that issue :)
About management. Let me say a few words on this. Just like ANYTHING in almost any organization where people are involved, any practitioner of any discipline can be thrashed about politically by management when the data and the conclusions doesn't fit the policy that must be true, or that must be false.
It's the familiar political situation where the conclusion must look for the data to support it, and ignore anything contradictory. Or else.
This self-serving aspect of human nature makes me wary of anyone who is obsessively worried which side the bread their livelihood is buttered on, or is a shameless suck up, or follower. No one is above being a political animal, who, whether they have a god or not, may sell out. Seen it with my own eyes.
Me? I have zero tolerance for selling out and never have and never will. I don't compromise with the facts, no matter where they lead, no matter how politically or emotionally unpopular. And if the facts in this forum upset an fellow atheist - hell I'm used to that, bring it on.
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Permalink Reply by John D on
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Roy - What is selling out? Is selling out the act of being political? Well, I think that we are all political and should use our skill as communicators to optimize an outcome.
People don't make decisions based on facts. They make decisions based on emotions. It is only later that people consider facts, and use the facts to make adjustments to their behaviors. This whole concept is well presented in the book "On Being Certain" by Burton. Check it out.... I think you will like it.
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Permalink Reply by Edward Teach on -
People don't make decisions based on facts. They make decisions based on emotions.
Too true! It requires constant effort to rationally process information. We are so wired to react emotionally.
Emotions are wonderful and give life flavor, but emotions are terrible tools for decision making.
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Permalink Reply by Johnny on -
yet, for peace of mind, we must adopt a moral code, ironically, which may be based on reason but is still enforced by emotions
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Permalink Reply by Edward Teach on
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based on reason but is still enforced by emotions
Even worse, I think a good moral code is based on feelings (empathy), but reinforced with reason...lol
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Permalink Reply by Фелч Гроган on -
Roy: Why is 6 Sigma a "management cult"? The fact is uses acronyms makes it suspect?
Yes. It is cult like. Anything that obscures reality by using unnecessary junk language and buzzwords is a cult. Obfuscatory language is to exclude people, and has no justification of necessity. It allows pompous consultants to extort vast sums of cash out of management by using magical sounding language to create the illusion they know what they are talking about. It allows middle management to likewise learn the weasel words and magical incantations, thereby also learning to create the illusion of competence.
Then physics is suspect as well? Botany? Zoology? Medicine?
No they're not. When they encounter the unique, they name it and stick to it. These management cults are purely a branding exercise size to give variations on the exact same common building blocks of knowledge the illusion of being new. They're not. It's amazing how easy it is to sucker people into it. It is more than cultish - it is almost religious. Haven't you ever read The Emperor's New Clothes ?
There is only one management cult that works - K.I.S.S.
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Permalink Reply by Roy Batty on
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I've been working in the corporate world 30 years. Been on the front lines of better knowing your data, better knowing what you're doing, and better be able to back it up for senior management and customers. I've seen this type of reaction before. Usually, though not always is stems of a problem with authority.
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Permalink Reply by Фелч Гроган on
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6 Sigma at work -
'Provide high value management to the Lean Six Sigma Team by developing and maintaining systems and driving Portfolio and Black Belt deliverables necessary to ensure appropriate governance ...Manage and coordinate strategic and tactical processes for the deployment of Lean Six Sigma throughout Asset Management Group to achieve deliverables within the Program ... Optimise the deployment of Lean Six Sigma resources at all levels by effectively managing the mentoring process and its outcomes for Black Belts and Green Belts'
Job advertisement for Program Coordinator Lean Six Sigma at Railcorp NSW.
Codewords and secret handshakes. Hey, it works for the Masons.
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Permalink Reply by Фелч Гроган on
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Roy: Felch. Have you considered counseling?
For what ? Bullshitophobia ?
I've been working in the corporate world 30 years. Been on the front lines of better knowing your data, better knowing what you're doing, and better be able to back it up for senior management and customers.
You are a model employee no doubt. Not all of us can turn eating shit and claiming it to be good into a way of life. Praising it as holy just means you're prepared to go the extra yard. Ever thought of trying Scientology ? I hear they're big on jargon and humiliating dumbasses who tell you the Emperor is naked.
I've lost count of the number of these management voodoo schools I've ever had to endure. They all blur into one and are ultimately indistinguishable from one another. The fact that you can still do it is a testament to either your determination or your gullibility. Not sure which: but without faith, you would have nothing.
I prefer clarity and simplicity to combat magical thinking. That is not something that can be taught - you either have it or you don't. If you have to use semantic conjuring tricks and smoke and mirrors to survive, then that's the intellectual equivalent of a boob job.
If it works, good for you. But clowns are for comedy, and your charades are amusing from a distance.
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Permalink Reply by Фелч Гроган on
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Haw haw.
"Once the idea of management for management's sake takes over, the organization, whatever it is, begins to skitter about aimlessly, following one expert system after another, obsessed by problem solving without really considering the problem in its own terms... A terrible fear of error possesses them, because in a pyramidal structure there is no admission of the possibility of error." -- John Ralston Saul, "The Unconscious Civilization"
He's great, kinda the James Randi of management mumbo-jumbo.
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