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Feb 27 2019
Why Feedback Fails, and a Performance Thinking® Alternative

A recent article  in Harvard Business Review called The Feedback Fallacy debunks a number of widely accepted ideas about the effective use of feedback on human performance.  In particular, it addresses “the overriding belief that the way to increase performance in companies is through rigorous, frequent, candid, pervasive, and often critical feedback.”

Jan 14 2019
21st Century Performance Improvement!

Iconic.     Well, maybe some day...

Oct 29 2018
March 2019 Open Virtual Six Boxes® Practitioner Program

 
The next opportunity in 2019 to complete certification as a Six Boxes Practitioner in an open virtual program will begin on March 11, and continue in 2-hour virtual meetings twice per week, on Mondays and Wednesdays at 9-11 AM Pacific Time for 12 sessions through April 22. We follow the instructional sessions with 5 small group project coaching sessions, scheduled according to the pace at which participants can complete their projects – usually 2-6 weeks in between the meetings.  Enrollment is limited to 12 qualified professionals ready to learn a powerful performance improvement methodology, so it’s a good idea to sign up early to be sure to get a seat.

May 25 2018
More from Harvard Business Review

In the latest issue of HBR there's an article called Managers Can't Be Great Coaches All By Themselves.  I can't help but think of our Six Boxes® Performance Coaching as big solution for the issues they raise.

May 08 2018
Accomplishment-Based Systems: The Alternative to Competency Modeling

 

May 07 2018
YouTube: The Work of Robert E. Horn

Robert Horn is one of those creative geniuses whose contributions have come in waves. He has been acknowledged on our web site as one of the key sources of inspiration and technical influence underlying the work of The Performance Thinking Network, particularly our efforts to communicate widely about performance improvement.

May 04 2018
Noboby Wants to Be the Denominator!

In 1978, Thomas F. Gilbert rocked the world of training and performance improvement by pointing out the obvious in his book, Human Competence:  In the “world of work,” as he called it, the WORTH of any effort to improve organizational performance is equal to the VALUE of the accomplishments (or work outputs) produced or improved by that effort divided by the COST of the behavior. He pointed out very clearly that accomplishments are valuable, while behavior is costly.  We need to pay, support, provide resources for, and otherwise invest in the  behavior of people. What we hope to get from that behavior are valuable accomplishments or work outputs that are valuable because they contribute to organization-level business results, or perhaps to societal results.

Apr 30 2018
Why Competency Based HR Systems are Unfair and Ineffective

Competency-based human resource management and talent development systems are profoundly unfair to people, and are inherently flawed. Competency models have a stranglehold on many HR departments, performance management processes, learning management systems, and other forms of performance assessment and instructional design in organizations.  I have railed against them for decades from the perspective of performance engineering and behavior science. But it has often been hard to push back against something that is so often accepted without question. 

Mar 07 2018
The Problem with 360 Degree Feedback

Many organizations routinely arrange for 360 degree feedback for their managers and leaders.  They typically adopt processes and tools provided by external vendors, or sometimes execute the process themselves.  In either case, there are serious limitations with this approach, to the point where many experts think it is a waste of time and money.

Feb 16 2018
YouTube: Leaders & Managers Drive Continuous Talent Development

Here's a recent recording of a presentation that I did virtually for the Hampton Roads, Virginia, chapter of the International Society for Performance Improvement (ISPI).  Click here for the YouTube video .

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