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Full Description
Imagine your best possible organizationcontinuous improvement, communicate clearly and honestly, freely share information, respect their colleagues and leaders, make a difference -- and achieve truly extraordinary levels of performance, even in tough times. Using this book's powerful Work/Life Approach, you can build that organization. World-renowned performance consultants Dr. Gene Fusch and Richard Gillespie offer a step-by-step blueprint for developing a true performance culture, where people bring a relentless focus and selfless collaboration to bear on the organization's most fundamental goals. A Practical Approach to Performance Interventions and Analysis walks through every step of the process: analyzing business problems, identifying performance gaps, selecting the best interventions, measuring results, and more. You'll learn how to integrate your organization's goals with the beliefs and needs of your people; foster unity without conformity, and diversity without division; how to overcome the fear and distrust that makes organizations dysfunctional; and how to build an organization where everyone really takes ownership of their "fraction of the action." Along the way, they present 50 dynamic models that tightly connect theory to real-world business practice, are ROI-driven, are fully measurable, and can be utilized by all leaders and practitioners in HR, organizational development, and training. With their guidance, you can choose and execute the performance initiatives that deliver the greatest positive impact on culture, business metrics, and the lives of all your people.
Contents
Preface xivChapter 1 Creating a Living Endowment for Ensuring Performance 1Organizational Performance 4Performance Analysis 6Gap/Cause Analysis 11Intervention Strategy 15Design an Evaluation Plan to Measure End Results and Your Return on Investment 20Design, Develop, and Deploy the Intervention 24Measure End Results and Calculate Return on Investment 25Conduct a Performance Analysis 25Summary 26Chapter 2 Starting with the Desired End Results 29Principles of the Work/Life Approach 31Organizational Bill of Rights 32Understanding and Clarifying What People Were Hired to Do 33Understanding and Clarifying the Expected End Results of People's Work 34Understanding and Clarifying How the Expected Results Are Measured 34Understanding and Clarifying the Needed Knowledge, Experience, and Skills to Perform Well on the Job 35Understanding and Clarifying the Resources Needed: Financial, Physical, and Time 37Understanding and Clarifying to Provide and Receive Regular Feedback 37Understanding and Clarifying What Is Required to Be Paid for Performance 41The Celestial Approach to Managing 43Communication and the Flow of Work 44Additional Thoughts to Help You Realize Your Desired End Results 45Batting Averages 46Tell and Persuade 46Focus on the Work 50Summary 50Chapter 3 Focusing on the Work 53Organizational Mission 53Vision 54Acquiring Wealth 56Stakeholders 56Values 57Growth 59Social Responsibility 59Longevity 60Our People 60Mission Statement 61Focus on the Work 61Summary 65Chapter 4 Increasing the Flow of Useful Information 67Sharing Ideas 67Useful Information 69Levels of Information 71Shelf Life of Useful Information 72Communicating Useful Information 73Respectful Communication 75Summary 76Chapter 5 Getting Others to Own Their "Fraction of the Action" 77Sapiential Authority 77Understanding, Acceptance, and Support (UAS) 83Understanding 83Acceptance 86Support 86Arc of Distortion 88Summary 90Chapter 6 Valuing Behavior: Increasing Trust and the Bottom Line 93Valuing Behavior 96Stress Reduction 100Validations 102The Whole Person Model 105Summary 106Chapter 7 Owning the Present Condition Helps Define the Future Condition 109Managing System Overview 110Strategic Arena 110Planning 111Organizing 112Directing 112Leading 113Controlling 113Iterative 114Operational Arena 114Quality Management 115Mosaic 118Summary 121Chapter 8 Fifty Years of Problem Solving: A Magnificent Obsession 123Prioritizing and Time Management 124The Basics of Solving Problems and Making Decisions 129Problem Solving: Analyzing the Situation, Expectations, and Actions 131Decision Making 133Summary 135Chapter 9 Why Play the Blame Game? 137Self Assessment and Analyzing the Situation 138Summary 144Chapter 10 Fostering Change to Enhance End Results 147Change Management 148Resistance to Change 150Memories 153Habits 154Labeling 156Beliefs 157Vision 157Summary 160Appendix A Measuring End Results: The Return-on-Investment Plan 163Step 1: Collect, Evaluate, and Isolate Data on the Effects of the Intervention 167Participants' Post-Initiative Questionnaires 171Step 2: Convert the Effects of Performance Intervention into a Monetary Value 175Direct Observation 175Interviews with Participants, Coworkers, and Supervisors 176Interviews with Participants' Customers, Vendors, and Supply Chain as Appropriate 177Focus Groups Can Add to the Synergy of a Group's Output 177Measuring a Change in Production 177Reduction in Customer Complaints, Customer Callbacks, and so on as Applicable 178Reduction in the Amount of Time Needed to Perform a Task 179Reduction in Scrap/Waste 179Step 3: Calculate the Total Cost of a Performance Intervention 180Step 4: Calculate the Net Benefit of a Performance Intervention 184Step 5: Calculate the ROI 184Summary 185Appendix B The Authors and Their Perspectives 187About the Authors 188Gene E. Fusch, PhD 188Richard C. Gillespie 189References 191Index 195
