In a classic article for the Journal for Strategic Performance Measurement, Margaret Wheatley and Myron Kellner-Rogers explain that behaviors – “commitment, focus, teamwork, learning, quality”(...), people paying “attention to those things that contribute to performance (...) are never produced by measurement. They are performance capabilities that emerge as people feel connected to their work and to each other. They are capacities that emerge as colleagues develop a shared sense of what they hope to create together (...). Each of these qualities and behaviors (...) is a choice that people make”. However, “measurement is critical” and the authors provide some insightful perspectives on design criteria for measure processes.
Is it more important to have rules to guide employees away from doing wrong, or better to instill a corporate culture where rules are less pronounced because everybody who works there knows they are expected to do what is right?
Via Alexis Assimacopoulos
After studying workplace dynamics for the past decade, I’ve found that these changes have set the stage for takers to flounder and givers to flourish.
Liz Rykert's insight:
Fav Quote form htis article on the shifts in workplace dynamics from hierarchies to cross-functional teams is: "After studying workplace dynamics for the past decade, I’ve found that these changes have set the stage for takers to flounder and givers to flourish."
The power of reciprocity and the value of giving is key to the new shared or "network" leadership styles.
If your organization is seeking to create a continuous change capability, it must have a strong focus on increasing its organizational agility. As you use the Change Planning Toolkit™ to kick off your next project or your next change initiative, keep thinking about what the minimum viable progress (MVP) might be in order to maintain momentum. This is very similar to the idea of a minimum viable product, a key lean startup concept popularized by Eric Ries, author of the bestselling book, The Lean Startup. Continue reading →
Via Alexis Assimacopoulos
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