Performance

• Highlights of the Private Forum Discussions by David Shaw, Ph.D., 9/11/96
  • Highlights: Good Topics for us too by Gil Levin, 9/17/96
    • THE GOOD OLD FORUM by ED, 9/26/96
      
      

There is indeed a simple model for driving performance in an organization. Unfortunately, the model is much simpler than the implementation of it in the typical disfunctional organizational setting.

Problems that get in the way:

-- Most people in management don't understand the very basics of behavioral science, so they don't see the importance of providing sufficient positive reinforcement for the behaviors thay want to measure and increase, or, more commonly, they think they are already doing it;

-- Most people in a leadership role don't think specifically enough. That is, they think (and speak)of behavior in broad generalizations such as "teamwork," and "tenacity." Until you pinpoint what you want to measure, you can't possibly deliver reinforcement that is focused enough to make a real difference.

An experienced consultant can draw out the specific "value-added" behaviors that will have a significant impact (strategic) on the performance of the organization, while setting up a system for frequently delivering the appropriate consequences for the desired performance.

I think you're on the right track with your thinking. Let's discuss this more...

• Performance by J. Singleterry, 11/3/98