Talent and Perfor...
Follow
Find tag "systems"
868 views | +2 today
Talent and Performance Development
Making sense of performance and talent development systems to create & sustain high performance in organizations. For the BEST of the BEST curated news in performance, change, agile learning, innovation, motivation, social media and careers, SUBSCRIBE to Reveln.com/Tools/
Your new post is loading...
Your new post is loading...
Scooped by Deb Nystrom, REVELN
Scoop.it!

Classic, Systemic Performance Insight > Better: A Surgeon's Notes on Performance

Classic, Systemic Performance Insight > Better: A Surgeon's Notes on Performance | Talent and Performance Development | Scoop.it

Why the best doctors are so good, and how the rest can learn to improve.  These are useful, classic lessons for all of us in better understanding performance, both individual and systemic.


Excerpts:


Gawande divides the essays into three sections — “Diligence,” “Doing Right” and “Ingenuity” — based on the components “for success in medicine or in any endeavor that involves risk and responsibility.”

Each essay focuses on a problem — the importance of hand-washing, health care delivery in India, the role of physicians in executions — that Gawande uses to anchor wide-ranging reflections.

...Gawande shows us that hand-washing turns out to be a profoundly complex and... that the moral obligations of physicians to death-row patients are not as clear as life and death, and that providing care to the poorest in the world takes a degree of ingenuity that should be categorized not simply as “better” but as downright heroic.


Related tools & posts by Deb:

      

  • Stay in touch with Best of the Best news, taken from Deb's  NINE multi-gold award winning curation streams from @Deb Nystrom, REVELN delivered once a month via email, available for free here, via REVELN Tools.

         

              

      
Deb Nystrom, REVELN's insight:

I highly recommend this well written collection of insightful performance stories.   

Gawande demonstrates how focusing on patients, performance and the big picture, the system, leads to improvement for people and the profession.    So much change fails, as he illustrates, without systemic intervention and peer-to-peer learning and engagement.

He uses history, story, numbers and his own experience to provide compelling insights useful to understanding systems thinking in performance.  

His early examples and accounts of of controlling infection in hospitals provides an excellent view of how difficult it is to make changes in systems, and that it also is possible, and heroic to affect change with the right approach as well as dogged determination. ~ D

more...
Deb Nystrom, REVELN's curator insight, February 20, 2:19 PM

The book isn't new, but its insights into improving performance is compelling in using case examples for how challenging it is to help  change take hold in complex, resistant to systems - even when the intent to change is strong. ~ D

Richard Platt's curator insight, February 25, 9:39 AM

This is also an excellent example of how to understand and create Use Cases.  


The original curator of this scoop, Deb from Revelyn Highly recommended this collection of insightful performance stories.  

Gawande demonstrates how focusing on patients, performance and the big picture, the system, leads to improvement for people and the profession.  

He uses history, story, numbers and his own experience to provide compelling insights useful to understanding systems thinking in performance.  His early examples and accounts of of controlling infection in hospitals provides an excellent view of how difficult it is to make changes in systems, and that it also is possible, and heroic to affect change with the right approach as well as dogged determination.

Scooped by Deb Nystrom, REVELN
Scoop.it!

10 Ways to Change Performance Management Circa 2013 ~ Bacal

10 Ways to Change Performance Management Circa 2013 ~ Bacal | Talent and Performance Development | Scoop.it

Ten shifts that are necessary to modernize and update how we manage performance.


Excerpts:


1) Negotiating Goals and Objectives, Not Dictating


3) Individualizing Expectations Even For Employees Doing The Same Job

Each person ....bring their unique strengths to the job. So, people in the same position often do quite different things, and should be ...recognized for their unique contributions.


4) Managers Understand Employee Engagement Can Be Fostered Through Proper Management of Performance

Performance management is THE tool to help establish meaning of work, because it helps employees understand how their jobs fit into the whole.


Managers need to understand, also, that the reliance on rating forms for evaluation is a waste, and tends to squash employee engagement.


8) Recognize Employee Performance Is Not Always Under Their Control and Focus On The System

...much ...of what employees do is dictated and influenced by the environments they work in. ....discuss ALL barriers to employee performance, ...and move to remove those barriers.


9 ) Human Resource Departments Need To Enable Managers, Not Insist On Conformity

Human Resources (HR) needs to enable managers by providing them with a variety of tools, rather than dictate a one-size-fits-all system that is imposed upon managers and staff.


- See more at: http://performance-appraisals.org/Bacalsappraisalarticles/articles/tenways.htm#sthash.NdhA5cod.dpuf


Deb Nystrom, REVELN's insight:

I've been following Robert Bacal for more than a decade.  For those ready to begin to take initial steps to let go of outdated performance practices that have low ROI, this is a helpful site and guide.  

He is also of the ilk of behaviorists including Aubrey Daniels.

For those who want to make the big leap, Robert Bacal's approach would be more incremental change, not transformational.    For those perspectives, stay tuned.  


~  Deb

more...
No comment yet.
Scooped by Deb Nystrom, REVELN
Scoop.it!

Research team systemic learning

"...one early response chastised us for being 'too ambitious'...Why is it that corporate entities can have ambitious plans but researchers are expected to think in isolated minutiae? "


Excerpted from the blog post:


Why not start with an open system rather than adding openness on as an afterthought once systems are already established?


To address the need for openness of platforms, algorithms and ensure that the learning process remains a key focus, a group of us have proposed the development of an open learning analytics architecture/platform.


We’ve posted our (beta) vision online: Open Learning Analytics: an integrated & modularized platform (.pdf). 


We are interested in hearing from, and partnering with, others – researchers, educators, universities, schools, startups, and corporate partners (learning and development departments).


We have submitted several grant applications and have a few more that will be submitted in the next six months (one early response chastised us for being “too ambitious”. I solidly reject that assertion. Why is it that corporate entities can have ambitious plans but researchers are expected to think in isolated minutiae?


Researchers need to think in systems and platforms in order to have an impact).

 

Source:  Envisioning a system-wide learning analytics platform ~ George Siemens December 8, 2011 Shanghai, China


Related posts from Deb:



Deb Nystrom, REVELN's insight:

Leadership research by the famed Warren Bennis established that many "Great Groups" in history are staffed by younger people who tend to be more innovative and less constrained criticism of what can't be done.  

This  Open Learning wiki and this SlideShare seem to "solidly reject" such constraints.   


Kudos to them and us for reading about and paying attention to these Agile Learning concepts and working to make an impact in data-driven learning - making it real.  ~  Deb 

more...
No comment yet.
Scooped by Deb Nystrom, REVELN
Scoop.it!

Talent Management and Health System Performance: 16 Findings & the Bottom Line

Talent Management and Health System Performance: 16 Findings & the Bottom Line | Talent and Performance Development | Scoop.it
Here are 16 statistics on the link between talent management and other realms of healthcare organizations' performance.


While these initiatives may sound soft in the business sense of healthcare, they do seem to affect health systems' financial, clinical and workforce performance, according to a whitepaper from Witt/Kieffer. 


Results from the Healthcare Talent Management Survey 2012 are based on responses from 142 executives, mostly chief human resource officers (61) and vice presidents of human resources (43). Organizations represented in the survey mostly consisted of multi-hospital health systems (113).

The "success factors" of talent management include:

  • top management team support,
  • performance management processes,
  • talent assessment practices,
  • leadership development culture (or the process for designating and promoting high potential employees),
  • pay practices (such as using incentive pay for talent management) and onboard programs or practices for new leaders. 
Deb Nystrom, REVELN's insight:

People systems DO affect the bottom line!  Heh.  ~  Deb

more...
No comment yet.