Gene Taurman offers a suggestion to deal with performance and shared
vision:
>Measurements measurements measurements.
I'd suggest that if the system is not in reasonable control, measurement
of the outcomes of a person's activity will be totally misleading and
demeaning since that person cannot impact the system to the extent the
system can impact him and his work.
One of the best examples of the system's impact on the person working is
to be found in the Red Bead experiment, available from several sites on
the net. One of the great prohibitions is in regard to any focusing on
outcome-based performance, and/or the use of goals, objectives, numbers,
quotas, measurements etc, as linked to a worker's performance.
There is sufficient wealth of material in use by systems and
process-oriented consultants, and available on the net. (If you would like
more info, I'd be happy to offer.)
I would most strongly argue against the use of performance evaluations
AT ALL, as utilizing rat-box methodologies, and offering little long
term benefit either to the worker, the supervisor, or the company.
--Regards, John Constantine rainbird@trail.com Rainbird Management Consulting PO Box 23554 Santa Fe, NM 87502 http://www.trail.com/~rainbird "Dealing in Essentials"
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>