1. Strategy to Action: The Power of HSD Session 2: HSD and Performance Management October 8, 2008 Glenda H. Eoyang, Ph.D. geoyang@hsdinstitute.org geoyang@hsdinstitute.org Jennifer Schuster-Jaeger Jennifer.Schuster-Jaeger@co.hennepin.mn.us Jennifer.Schuster-Jaeger@co.hennepin.mn.us

2. © 2008. HSD Institute.2 Why HSD? Is change coming at you too fast? Are you surprised more too often? Do you know what to do but you can’t explain why? Do the old solutions not work on new problems? Have you heard about chaos and complexity and wonder how they can help you cope?

3. © 2008. HSD Institute.3 HSD Assumes Success is about fit. Dialogue is only the beginning. Understanding is not enough. Prediction may be impossible, and control is expensive. Valuable insights are TRUE and USEFUL. Opportunities for tomorrow are locked into today’s realities. Answers have a short shelf-life, but good questions last forever.

4. © 2008. HSD Institute.4 Series Goal Improve your performance as you: Manage projects Plan for change Train and develop capacity Manage performance Communicate Lead virtual teams

5. © 2008. HSD Institute.5 Series Overview Introduction to HSD July 9 HSD & Project Management September 10 HSD & Performance Management October 8 HSD & Planning for Change November 5 HSD & Communications December 10 HSD & Training and Development January 7 HSD & Virtual Teams February 11

6. © 2008. HSD Institute.6 Your Guide... Glenda Eoyang geoyang@hsdinstitute.org Experience with performance management since 1981 Multiple roles: Project leader Entrepreneur and CEO Consultant Process designer Program evaluator Theoretician and practitioner

7. © 2008. HSD Institute.7 Your Guide... Jennifer Schuster-Jaeger Jennifer.Schuster-Jaeger@co.hennepin.mn.us HSDP Associate Manages performance Many roles: Managed workgroups, teams and projects since 1996 Varied roles a large local government organization Performance management involves three distinct roles  Individual supervisor  Team developer and manager  Up-line management on behalf of individuals and the team

8. © 2008. HSD Institute.8 Today we will... Recognize when management by objectives isn’t good enough. Use HSD tools to manage performance in complex change. Recommend ways to see and influence performance more effectively.

9. © 2008. HSD Institute.9 Today we will... Apply five HSD tools to issues in performance management: Three Kinds of Change Complex Adaptive Systems Landscape Diagram Adaptive Action Process Decision Map

10. © 2008. HSD Institute.10 Three Kinds of Change Static Object at rest Dynamic Smooth movement Dynamical Unpredictable movement

11. © 2008. HSD Institute.11 Adaptive Performance Management StaticDynamicDynamical Gaps Resistance Capacity Personality Bias IQ EQ 360 degree Development Perf plans Career ladder Seniority Objectives Feedback Creativity Experimental Fitness Scenarios Relationships Context Diversity Patterns

12. © 2008. HSD Institute.12 How does it work?

13. © 2008. HSD Institute.13 Complex Adaptive System (CAS) A collection of individual agents, who have the freedom to act in unpredictable ways, and whose actions are interconnected such that they produce system-wide patterns.

14. © 2008. HSD Institute.14 Complex Adaptive Systems (CAS) Agents System- wide Patterns

15. © 2008. HSD Institute.15 Performance Management in CAS Look for patterns (similarities, differences, and relationships) Watch over time Look for fitness, rather than list of absolutes Focus on: Flexibility and adaptability Team work and relationships Imagination and empathy

16. © 2008. HSD Institute.16 How does it work?

17. © 2008. HSD Institute.17 Landscape Diagram Know When Your Changes Are In the Zone of Self-Organizing Landscape Diagram Know When Your Changes Are In the Zone of Self-Organizing Certainty Agreement Close to Far from Close to Organized Orderly Predictable Unorganized Random Surprising Patterned Emergent Interactive Complex adaptive Self-Organizing

18. © 2008. HSD Institute.18 Manage for all patterns: Organized Self-organizing Unorganized Know what the position requires. Consider patterns over time. Engage in dialogue with the person. Consider multiple points of view. Performance Management on the Landscape

19. © 2008. HSD Institute.19 How does it work?

20. © 2008. HSD Institute.20 What? Is happening? Do I see/hear? So what? Does it mean to me/others? Can I learn? Now what? What will work here and now for me/others? Begin again! Adaptive Action Performance Management The Adaptive Action Process can help you respond to performance demands as they change over time and situation.

21. © 2008. HSD Institute.21 Tips: Include the performer in the performance conversation Focus on different environmental scopes— near, far, very far Challenge your own assumptions about the work and measures of quality Include multiple options for reward, punishment, learning, and growth Recognize your own role in quality of performance Adaptive Action

22. © 2008. HSD Institute.22 How does it work?

23. © 2008. HSD Institute.23 Decision Map World View RealityRules Performance Management The Decision Map helps you decide where and how to intervene to improve performance.

24. © 2008. HSD Institute.24 How does it work?

25. © 2008. HSD Institute.25 Today we planned to... Recognize when management by objectives isn’t good enough. Use HSD tools to manage performance in complex change. Recommend ways to see and influence performance more effectively.

26. © 2008. HSD Institute.26 For more information: Read Patterns of Performance. Read some good books:  Coping with Chaos: Seven Simple Tools, Eoyang  Facilitating Organization Change: Lessons from Complexity Science, Olson & Eoyang Check out the HSD Institute website: www.hsdinstitute.org

27. © 2008. HSD Institute.27 Next time we will... Consider complex human systems dynamics of Planning for Change. November 5, 2008 Same place Same time What are your planning challenges?