import { createDownloadButton } from "../../../assets/scripts/functions.js"
createDownloadButton([
viewof activity_11a_point1_rating, viewof activity_11a_point1,
viewof activity_11a_point2_rating, viewof activity_11a_point2,
viewof activity_11a_point3_rating, viewof activity_11a_point3,
viewof activity_11a_point4_rating, viewof activity_11a_point4,
viewof activity_11a_point5_rating, viewof activity_11a_point5,
viewof activity_11a_point6_rating, viewof activity_11a_point6,
viewof activity_11a_point7_rating, viewof activity_11a_point7,
viewof activity_11a_point8_rating, viewof activity_11a_point8,
viewof activity_11a_point9_rating, viewof activity_11a_point9,
viewof activity_11a_point10_rating, viewof activity_11a_point10,
viewof activity_11a_point11_rating, viewof activity_11a_point11,
viewof activity_11a_point12_rating, viewof activity_11a_point12,
viewof activity_11a_point13_rating, viewof activity_11a_point13,
viewof activity_11a_point14_rating, viewof activity_11a_point14,
viewof activity_11a_disease1_rating, viewof activity_11a_disease1,
viewof activity_11a_disease2_rating, viewof activity_11a_disease2,
viewof activity_11a_disease3_rating, viewof activity_11a_disease3,
viewof activity_11a_disease4_rating, viewof activity_11a_disease4,
viewof activity_11a_disease5_rating, viewof activity_11a_disease5
], "activity_11a.txt")ACTIVITY 11–a
~ 3 min reading + activities
This Activity is as those on Day 10, but now in connection with Part C: “Theory of Knowledge” (check back to Day 10 page 16 if need be). However, here I would recommend a widening of emphasis. Most of the System of Profound Knowledge is concerned with why things should be done or not done. But parts of the Theory of Knowledge are more about how to do things rather than why they should be done. As an example, the PDSA Cycle is concerned with how to learn and to improve rather than to why we should try.
Therefore, in this Activity, you could consider alternative questions linking into the Points and Diseases, e.g. how important is it to apply the Theory of Knowledge if we are to adopt this Point or to cure this Disease effectively?—i.e. the opposite kind of link compared with those usually considered so far. But a link is a link, in whichever direction it goes! So, in each case, allocate your 0–5 scores according to whichever kind of link strikes you as the more important and relevant.
POINT 1. Create constancy of purpose. (Day 4 pages 16–17.)
POINT 2. Adopt the new philosophy. We are in a new economic age, created in Japan. (Day 4 pages 18–19.)
POINT 3. Eliminate the need for mass inspection as a way to achieve quality. (Day 4 pages 20–21.)
POINT 4. End the practice of awarding business solely on the basis of price tag. (Day 4 pages 22–23.)
POINT 5. Improve constantly and for ever the system. (Day 4 pages 24–25.)
POINT 6. Institute modern methods of training. (Day 4 pages 26–27.)
POINT 7. Adopt and institute leadership aimed at helping people to do a better job. (Day 5 pages 2–3.)
POINT 8. Encourage effective two-way communication and other means to drive out fear throughout the organisation. (Day 5 pages 4–5.)
POINT 9. Break down barriers between departments and staff areas. (Day 5 pages 6–7.)
POINT 10. Eliminate the use of slogans, posters, and exhortations. (Day 5 pages 8–9.)
POINT 11. Eliminate work standards that prescribe quotas for the workforce and numerical goals for people in management. (Day 5 pages 10–11.)
POINT 12. Remove the barriers that rob hourly workers, and people in management, of their right to pride of workmanship. (Day 5 pages 12–13.)
POINT 13. Institute a vigorous programme of education, and encourage self-improvement for everyone. (Day 5 pages 14–15.)
POINT 14. Clearly define top management’s permanent commitment to ever-improving quality and productivity. (Day 5 pages 16–17.)
DISEASE 1. The crippling disease is lack of constancy of purpose. (Day 5 pages 18–19.)
DISEASE 2. Short-term thinking defeats constancy of purpose. (Day 5 pages 20–21.)
DISEASE 3. The effects of performance appraisal are devastating. (Day 5 pages 22–23.)
DISEASE 4. Mobility of management causes instability. (Day 5 pages 24–25.)
DISEASE 5. One cannot be successful on visible figures alone. (Day 5 pages 26–27.)