welcome! performance architecture: the art and science of improving organizations dr. roger m....
TRANSCRIPT
Welcome!Performance Architecture:
The Art and Science of Improving Organizations
Dr. Roger M. Addison, CPT
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Exercise: Where’s My Biggest Performance Block?
• Think about improving your own performance
• Improving in which one of the following areas would enable you to do a better job?
• Write the number of the area that would most help you improve on the dot you received
• Place the Post-it on the wall chart
Exercise: Improvement Areas
1. Receiving clear performance expectations and relevant feedback
2. Access to tools, resources, and materials to achieve your performance goals
3. Adequate pay and non-pay incentives made contingent upon your performance
4. Intrinsic motivation to do your job
5. A match between your skills and the requirements of your job
6. Systematically designed training that matches the requirements of your job
Behavior Engineering ModelInformation Instrumentation Motivation
Data
1. Relevant and frequent feedback about the adequacy of performance
2. Descriptions of what is expected of performance
3. Clear and relevant guides to adequate performance
Resources
1. Tools, resources, time and materials of work designed to match performance needs
Incentives
1. Adequate financial incentives made contingent upon performance
2. Non-monetary incentives made available
3. Career-development opportunities
4. Clear consequences for poor performance
Knowledge
1. Systematically designed training that matches the requirements of exemplary performance
2. Placement
Capacity
1. Flexible scheduling of performance to match peak capacity
2. Prosthesis or visual aids
3. Physical shaping
4. Adaptation
5. Selection
Motives
1. Assessment of people’s motives to work
2. Recruitment of people to match the realities of situation
Indi
vidu
al
Envi
ronm
ent
Gilbert’s Behavior Engineering Model
Stolovitch and Keeps, Training Ain’t Performance, 2004, page 40
Why We’re Here…
Purpose:Use the principles, tools, and models of Performance Architecture to explore the three organizational levels: Worker (People), Work (Processes), Workplace (Organization)Benefits:• Increase skills to pinpoint the sources of a
performance issue• Increase the tools in your repertoire and expand your thinking
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A Journey of Discovery
• Baylor University– WIST: School Projects– Upward Bound
• Wells Fargo: Three stories– Back Issue Case Study – Is it training or what?
• Performance Architecture– Building Performance
Systems
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Wells Fargo
• Back Issue• Performance Map
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Back Issue
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Is it training or what?
Three Factors
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Three Factors Model
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• Culture• Competence• Confidence
Culture
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• The way we do things around here.
• The way people:– Solve problems– Interact with time,
each other and the environment
Culture Factors: The DNA of organizations are their culture codes
• Vision • Mission• Values• Beliefs• Management practices• Line – Staff relationships• Power and status
• Policies and procedures
• Communication• Motivational
systems• Stories and legends• Corporate identity• Branding• Physical workspace
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If you pit strategy against culture; culture always wins.
Competence
• Skills• Knowledge• Abilities
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Confidence
• Accomplishments• Behaviors• Attitudes• Contributions
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A Diagnostic Tool
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Performance Architecture
Making It Visible
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Performance Architecture
Performance Architecture provides a way to organize information you already know into terms, models, tools that can facilitate your work in performance improvement.
April 2011 ISPI Conference 19
Integration
• Worker/people – Individual or team
• Work/Process
• Workplace/Organization, enterprise
• World/Society
April 2011 ISPI Conference 20
Current and Desired States
• Describe current performance – the “is”– Establish baseline measurement
• Describe desired performance – the “should”– Set goal– Measure results post-implementation
April 2011 ISPI Conference 21
Performance Landscape
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Unpack the Landscape
• Work Environment: Where we work– Worker, Individual and Teams– Work, Operations, Process/Practice– Workplace, Enterprise– World, Society
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How We Think: System View Point
• Receivers – Stakeholder results
• Outputs– Product and services
• Processes– Management– Business– Support
• Inputs • Conditions• Feedback
– Value– Performance
• Culture
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What We Do: Diagnose/Prescribe
• Apply a systematic approach/phases– Discovery – Diagnostic Performance Analysis– Prescription – Implementation– Evaluation
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Apply Basic Principles: RSVP+
• Focus on results (start with the end) • View the organization as a system, taking into
consideration the larger context including competing pressures, resources constraints and anticipated changes
• Add value to how we do our work and show evidence • Utilize partnerships, partner with clients and other
performance professionals• Remain solution neutral during our analysis/diagnosis
and solution appropriate in our prescriptions• Make a business case, focus on the business
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Performance Integration
• Worker• Work• Workplace• World
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Performance Improvement Technologies
Technology Focus
Organizational Development
Organization
Six Sigma/Lean Manufacturing
Operational Processes
Human Resources Individuals
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Performance Improvement Technologies
Technology Focus
Organizational Development
Organization
Six Sigma/Lean Manufacturing
Operational Processes
Human Resources Individuals
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Performance Improvement Technologies
Technology Focus
Organizational Development
Organization
Six Sigma/Lean Manufacturing
Operational Processes
Human Resources Individuals
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Performance Technology: The Integrator
Technology Focus
PT
The Integrator
Organizational Development
Six Sigma
Lean Manufacturing
Human Resources
The Organization
Operational Process
Individuals/Teams
Workplace
Worker
Work
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Mapping an Organization: Total Performance System
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Performance occurs in this direction
We analyze Performance in this direction
Tip Tip
Total Performance System
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Total Performance System
RESULTS
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Total Performance System
RESULTS
•Business Processes•Management Processes•Support Processes
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Total Performance System
RESULTS
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Total Performance System
RESULTS
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Total Performance System
RESULTS
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Total Performance System
RESULTS
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Total Performance System
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Process or Practice?
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Processes/Practices Alignment
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Based on the work of Don Tosti
Governance
Integrated Performance System
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• World• Workplace• Work• Worker
What Question Do You Have?
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