Roxanne, BRAVO
Evidence of the confusion about the appropriate use of qualitative vs.
quantitative approaches are evidenced throughout our social systems.
A notable example of our confusion is the positivistic approach which
still predominates in our educational systems. From the time we begin our
educational experiences, our attention is turned toward achieving the
statistical requirements necessary for "a good grade". Some of us happen
to learn something on the way to a good grade....many of us don't. When
we think back over our careers, many of us have had experiences where
individuals with the "right educational pedigree" are tasked to a piece of
work which they are unable to complete.
This is not to say that positivist, quantitative studies do not have their
place in our social systems. How many quantitative studies on the hazards
of cigarette smoking did it take for us to 'believe' that cigarette
smoking is hazardous to our health? Lots and lots.....which points to the
fact that when there is 'data' we often don't believe it anyway. (Another
problem with performance management systems, as well.)
I wonder about a performance management system which focuses on the
strengths of an individual...what those of us in organizational
development are regarding as an "appreciative view". World class coaches
understand that the best remedy is to focus on strengths. In fact,
notable athletic coaches play to their protege's strengths. A story I
read recently about Dr. Chang, coach to the world's tennis table champion,
said that Dr. Chang did not attempt to focus alot of time and attention on
the champion's back-hand weaknesses. By focusing on the champion's strong
fore-hand, the coach hoped to placed the champion in a position where he
would never have to use his back-hand. This type of thinking may well
lead us to a new way of viewing performance management and the related
organizational problems is causes.
I concur that it is time to grace our workplace with meaningful dialogue
about performance which transcends the current systems of thought in
performance management. But, wait a minute, that means that we need to
give time and attention to really thinking deeply about the people we work
with, caring both about the peak performance of the company and peak
performance of the individual. Indeed, peak performance of knowledge
workers is about building the capabilities of the individual so that the
organization can achieve its peak performance. Never before have we as
social scientists realized the intricate relationship between the
individual and the collective. Knowledge workers are bringing a brand new
understanding to "self as tool". As they bring their knowledge and
awareness to their tasks, how well they are functioning as individuals,
where they are strong, how their strengths together lend to a collective
strength, affects the ability of the system at large to perform well.
It is unnecessary to create win-lose scenarios in our workplaces. Our
challenge is to believe in ourselves enough to create a new paradigm of
health and vitality in our workplaces where each of us can shine through
contributing our best.
This does not belie the problem of distribution of scarce
resources....notably $$$. Perhaps the reward in $$$ is what drives us in
the wrong direction. Are there more suitable recognitions which foster
growth for the individual and the organization?
Warm regards,
Linda S. Wing
Organizational Development Consultant
Human Systems Design, Inc.
Minneapolis, Minnesota
--Linda Wing <lwing@usinternet.com>
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>