Mine is a sad experience ... I have never seen a 360° evaluation process that works as advertised.
To be more precise: I have never seen a 360° evaluation process that can be clearly tied to a lasting improvement in customer satisfaction.
The Emperor, they say, has new clothes.
Fungus
Showing posts with label measurement. Show all posts
Showing posts with label measurement. Show all posts
Sunday, March 28, 2010
Wednesday, March 3, 2010
Feedback
If I could, I would stop performance reviews ...
To be more precise, I would stop their use to negotiate salary and bonuses.
Performance reviews are a source of fear, and contribute to skewed measures.
Would you dare to openly confess your errors under threat of stick and carrot.
Let me be very clear:
I fully support respectful non-manipulative feedback.
I am against manipulation.
Fungus
To be more precise, I would stop their use to negotiate salary and bonuses.
Performance reviews are a source of fear, and contribute to skewed measures.
Would you dare to openly confess your errors under threat of stick and carrot.
Let me be very clear:
I fully support respectful non-manipulative feedback.
I am against manipulation.
Fungus
Tuesday, February 24, 2009
Problem
This is my favorite checkist.
Problem solving 101
1. Document the desired state (where you want to be).
If you don't know where you are going, any road will get you there.
(L. Carroll)
Describe it in a SMART way: Specific, Achievable, Measurable, Relevant, Time framed
2. Document the present state (where you are today)
If you don't know where you are, a map won't serve.
(W. Humphrey)
In measurable terms comparable to #1
3. Understand the system through one or more of:
3.a. SWOT analysis (Strengths, Weaknesses, Opportunities, Threats)
3.b. Ishikawa (or fishbone) root cause analysis
3.c. Process diagrams (process charts)
3.d. Activity flowcharts
3.e. Value stream maps
3.f. Ask 5 times "why?"
3.g. Expert analysis
... there are others, but this is good enough to start with.
4. Document the reasons why you are not where you want to be (aka root causes) and group them in: communication, training, process, product and tool.
5. Fix the process to improve communication, training, process, product and tool as needed.
6. Measure the results
(are you closer to your goal?)
... and go back to square one.
This is as easy as 123, but most of us don't do it.
We say it's boring. It does not let creativity flow. We think we are better than that.
And maybe, just maybe, some managers don't appreciate the quiet and systematic solution of problems. They want to see struggle long hours, working weekends, heroes and casualties. The whole nine yards.
After all, John Wayne, James Bond, Dirty Harry and Catwoman never used a checklist.
Fungus
Problem solving 101
1. Document the desired state (where you want to be).
If you don't know where you are going, any road will get you there.
(L. Carroll)
Describe it in a SMART way: Specific, Achievable, Measurable, Relevant, Time framed
2. Document the present state (where you are today)
If you don't know where you are, a map won't serve.
(W. Humphrey)
In measurable terms comparable to #1
3. Understand the system through one or more of:
3.a. SWOT analysis (Strengths, Weaknesses, Opportunities, Threats)
3.b. Ishikawa (or fishbone) root cause analysis
3.c. Process diagrams (process charts)
3.d. Activity flowcharts
3.e. Value stream maps
3.f. Ask 5 times "why?"
3.g. Expert analysis
... there are others, but this is good enough to start with.
4. Document the reasons why you are not where you want to be (aka root causes) and group them in: communication, training, process, product and tool.
5. Fix the process to improve communication, training, process, product and tool as needed.
6. Measure the results
(are you closer to your goal?)
... and go back to square one.
This is as easy as 123, but most of us don't do it.
We say it's boring. It does not let creativity flow. We think we are better than that.
And maybe, just maybe, some managers don't appreciate the quiet and systematic solution of problems. They want to see struggle long hours, working weekends, heroes and casualties. The whole nine yards.
After all, John Wayne, James Bond, Dirty Harry and Catwoman never used a checklist.
Fungus
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