In a message dated 7/18/99 5:44:21 PM Pacific Daylight Time,
rwfc@odyssee.net writes:
Dear Rick,
I didn't intend to offend, but you remind me that not everyone would take
such a subject as lightly as I did in this instance and e-mail is
certainly not a great medium for conveying tone. Perhaps I have become
extraordinarily jaded given the Clinton-Lewinski-Starr debacle. I do
apologize.
On the other hand, I have seriously pondered Rebecca's question and I am
interested to see what kind of responses will come forth. Where I am
struggling is exactly how one would write that up "morals" in a
performance appraisal -- cutting as I tend to do down to the pragmatic.
Truly, how does one do that? What's the measurable outcome? The desired
product? How does one rate quality of performance? Who judges? Is
assessment based on evidence -- or lack of? Or does it just come down to:
"Here's what we will pay you and if you want the job and the salary, here
are the "standards" -- as arbitrary as they are -- by which we expect you
to perform. We make no claims as to their objectivity or measurability
and we certainly don't suggest we follow them ourselves. Take it or leave
it." I suppose that can work in the private sector, but the question was
about the public sector. And I do agree with you that in that arena,
there are a myriad of checks and balances, but I still have to wonder how
a middle or executive level manager -- who is expected to demonstrate
"leadership"
I, too, would really like to know whether and how anyone has made such a
concept operational, though it may not be a thread that many others find
interesting in terms of a learning organization, in spite of the
discussions that have taken place about leadership. Harriett.
--Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>