Deming rationalized that at the expense of leadership, management had over-expressed organizational control, thus devoting a majority of their time worrying only about outcomes. He pushes them to concentrate their efforts in improvements by making company visions actual actions of the corporation.
Corporate leaders should center their attention on finding the source of any problems and correcting them in the system rather than blaming certain individuals for these inefficiencies. In correcting wrongs in this sense, a horizontal focus is formed between all employees because managers seek advice from all levels and give equal insight to their opinions. In effect management focuses on larger issues rather than minute details which saves time and money in the long-term.
This also prevents management from depriving the lower levels of their opportunities to promote their abilities and assume accountabilities for their performances. Without the stress of overseers rating them while they are working, these employees usually perform at higher standards because they feel management trusts their skills.
Allowing them freedom of performance creates extra time for managers to perform urgent managerial duties such as correcting essential problems and adhering to the demands of higher levels without the extreme pressures felt under vertical hierarchies.
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