Transition to Performance Improvement Workshop In 2008 Roger Addison, Lynn Kearny, Geary Rummler and Klaus Wittkuhn facilitated the Transition to Performance Improvement Workshop in New York City. During the three days Lynn captured the follow of the course in a series of graphics. Here is our story. Day One: Chart 1

Geary, Klaus, Roger and Lynn welcomed the class to Making the Transition to Performance Workshop. The workshop flow was:

• Roger introduced the group with a four question exercise and debrief • Roger introduced the question “Is it training or what?” • Geary introduced the Performance Consulting model • Geary made the case for the training function to transform 6 areas • Geary introduced consulting assumptions and factors determining the path to follow

Day One: Chart 2

Chart two continued our introduction to performance consulting:

• Geary continued the performance consulting assumptions • Roger introduced the performance detective: “Who killed results?” • Roger introduced Performance Architecture and reinforced 3 levels of performance • Geary told his analysis physician story: Physician/Diagnostician. To analyze and diagnose

requires a knowledge of anatomy • Geary introduced three Key Points • Roger introduced the definition of Performance Technology

Day One: Chart 3

Chart 3 started developing our understanding performance as a system

• Geary gave an overview of the Anatomy of Performance (AOP) model • Geary identified the 3 levels of performance and the results chain:

o Critical Business Issue (CBI) o Critical Process Issue (CPI) o Critical Job Issue (CJI)

Day One: Chart 4

Day one chart 4 introduces core tools and concepts of Performance Technology

• Roger reviews what is performance technology o Defines performance o Introduces models and tools o Shows how to make sense of proliferating models in the field

• Roger introduces the Levels of Performance and introduces the need for alignment and harmony between them

• He clarifies the meaning of three key terms: Systematic, Systemic, and Systems • Roger explains what Performance Consultants do

Day One: Chart 5

Chart 5 starts with Level 1 of performance: the Job or Performer Level (Worker)

• Geary reviews Gilbert’s Behavioral Engineering Model - BEM • He focuses first on the performer in the system • Geary gives his airport ticket agent case as an example of how consequences drive

performance • He identifies the “should” state of a human performance system • He also explains the balance of consequences

Day 2: Chart 1

Day 2 begins with a summary of day one

• Geary reviews the balance of consequences • Geary adds a template for analysis and design for the Job/Performer level (Level One) • Geary briefly introduces Level Two: he breaks out the process level from AOP

Day 2: Chart 2

Day 2 chart 2 begins System Thinking and Performance Improvement (PI)

• Klaus presents an overview of System Thinking and PI • Klaus presents a Job Model Analysis job aid. He explains that this is Western-centric:

other societies do not see performance in the same way • Klaus cautions us about the limits of models and the need to seek disconfirming

evidence

Day 2: Chart 3

Day 2 chart 3 continues the system thinking discussion

• Klaus introduces Trivial and Non-Trivial Systems • Klaus introduces performance as an Emergent Property of a system (vs part of a system) • He recommends how to use a model without becoming blinded by it • Klaus introduces Balancing Loops • Klaus reviews characteristics of a Social System

Day2: Chart 4

Day 2 chart 4 takes the system thinking discussion deeper

• Klaus refines our understanding of what we can and cannot “engineer” • He points out that we can’t improve performance by working on a person, we can only

improve performance by working on a system • Klaus further refines our understanding of models: their limits, and how best to use

them in our work

Day 2: Chart 5

Day 2 chart 5 Introduced the Process Level of Performance

• Geary started the discussion on processes • Jobs are just costs until hooked to a process • Functional flows can be broken down into job models, but this breakdown is costly so

limit it to critical performance • Geary introduced process hierarchy and the Critical Process Issue • To map: start with Critical Business Issue, then map Value Chain (chunk as Launched,

Sold, Delivered), Next map the Processes for each, and finally break down to Job/Task level

• Shift focus of Executive Management team from managing functions to managing value chains

• Geary ended with how to get process results

Day 2: Chart 6

Day 2 chart 6 Introduction to Performance Architecture (PA)

• Roger introduced the PA job aid • He led a case study using the job aid to engage management and lead them from a

training request to performance thinking

Day 3: Chart 1

On the last day of the workshop we presented a summary of the models and answered question from the participants.

• Geary reviewed the performance system and added the super system to the AOP • We ended with building a library of maps and tools to add to your PI tool kit

For additional PI resources visit https://hpttreasures.wordpress.com