Philip Pogson in Employee Ranking LO16850 picks up on Ben's comment to
Roxanne about Square Wheels and appraisals and says:
>I am not convinced your understanding of the square wheel metaphor is
>sustainable even if legitimate. The question really is, "why use
>square wheels on a wagon when round wheels work better and give a more
>comfortable ride?" The idea of designing a deliberately uncomfortable
>ride just for the heck of it seems just a waste of time to me I am
>afraid.
and goes on to share a number of interesting ideas and comments.
But Philip also says:
>The first implication for ranking systems design from your
>interpretation of the metaphor is that it is good to make things
>rocky for people because that is in itself a good thing.
I do not think that is the INTENTION of anyone, just the reality. And
the Round Wheels of today do become the Square ones of tomorrow as an
organization continues on its journey. I believe that the intentions of
most if not almost all people are positive. It is only the realities of
their behavior on others that causes the problems!
I am reminded that:
"We judge ourselves by our intentions.
We judge others by their behavior."
(And I certainly take no offense (offence?) at the steroetyping of us
Americans that Philip was concerned about. But there are also a few
differences between Men and Women in the workplace across all cultures).
My take on the Square Wheels metaphor (and it is only a metaphor) is that
things go thump thump because they have ALWAYS gone thump thump. We do
rankings in appraisals because we have always done them that way.
--------aside------------
We rank students in school because we have always done so. I "ranked"
badly as an undergraduate - academic probation first term, graduating
with a 2.23 grade point. I also had 3 publications in refereed
journals, presentations at professional societies, a 3-month internship
at Duke (Go Tar Heels!) and GREAT recommendations from professors.
Being a consitent "Low Ranker" still elicits a set of negative emotions
in me, even after I finish up with a doctorate degree - (And who'da
guess it?).
--------------------------
The process of ranking occurs because the rankers in the ranking process
are the ones who have been successful in the ranking process. Competitive
evaluations occur because those making the decisions are those who have
done well in competitive situations.
I'm reminded that 50% of the people in most organizations are "below
average" - (well, some are right on the average but there is no need to be
perfect in a metaphor, eh?).
But Philip also says:
>My experience of organisations is that these days they are often
>uncomfortable enough without an uncomfortable performance management
>system thrown in.
...and here we are in total agreemeent.
This is what I mean by my concept of "Dis - UN - Empowerment" --- the need
to remove the things that are inhibiting people from performing to their
potential. Caterpillars into Butterflies, or as Philip puts it, "Dregs"
into "Stars."
My thinking is that continuous continuous improvement is the key and that
can only be accomplished when a large percentage of the people are focused
on organizational and personal learning and development. It is about
constantly stepping back from the wagon to look for improvement
possibilities and not EVER accepting one solution as the final answer.
And that is a most difficult proposition for people and organizations.
I sense Rol and I are in agreement about engaging and challenging people
to continuously improve their performance, impacts, operations and
results.
But I've yet to see a formal appraisal / ranking system touch the
potential of the people - most "effectively" (pun) work to set up a
negative system of consequences and self-fulfilling expectations that
are,
-- NOT For the Fun of It!Scott J. Simmerman SquareWheels@compuserve.com Performance Management Company -- We support consultants and trainers worldwide with products like -- -- The Search for the Lost Dutchman's Gold Mine -- www.clicknow.com/stagedright/dutchman/
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>