1. Welcome! Performance Architecture: The Art and Science of Improving Organizations Dr. Roger M. Addison, CPT 1

2. Exercise: Where ’ s My Biggest Performance Block? Think about improving your own performance Improving in which one of the following areas would enable you to do a better job? Write the number of the area that would most help you improve on the dot you received Place the Post-it on the wall chart

3. Exercise: Improvement Areas 1.Receiving clear performance expectations and relevant feedback 2.Access to tools, resources, and materials to achieve your performance goals 3.Adequate pay and non-pay incentives made contingent upon your performance 4.Intrinsic motivation to do your job 5.A match between your skills and the requirements of your job 6.Systematically designed training that matches the requirements of your job

4. Behavior Engineering Model InformationInstrumentationMotivation Data 1.Relevant and frequent feedback about the adequacy of performance 2.Descriptions of what is expected of performance 3.Clear and relevant guides to adequate performance Resources 1.Tools, resources, time and materials of work designed to match performance needs Incentives 1.Adequate financial incentives made contingent upon performance 2.Non-monetary incentives made available 3.Career-development opportunities 4.Clear consequences for poor performance Knowledge 1.Systematically designed training that matches the requirements of exemplary performance 2.Placement Capacity 1.Flexible scheduling of performance to match peak capacity 2.Prosthesis or visual aids 3.Physical shaping 4.Adaptation 5.Selection Motives 1.Assessment of people’s motives to work 2.Recruitment of people to match the realities of situation Individual Environment

5. Gilbert’s Behavior Engineering Model Stolovitch and Keeps, Training Ain’t Performance, 2004, page 40

6. Why We’re Here… Purpose: Use the principles, tools, and models of Performance Architecture to explore the three organizational levels: Worker (People), Work (Processes), Workplace (Organization) Benefits: Increase skills to pinpoint the sources of a performance issue Increase the tools in your repertoire and expand your thinking 6

7. A Journey of Discovery Baylor University – WIST: School Projects – Upward Bound Wells Fargo: Three stories – Back Issue Case Study – Is it training or what? Performance Architecture – Building Performance Systems 7

8. Wells Fargo Back Issue Performance Map 8

9. Back Issue 9

10. Is it training or what? Three Factors 10

11. Three Factors Model 11 Culture Competence Confidence

12. Culture 12 The way we do things around here. The way people: – Solve problems – Interact with time, each other and the environment

13. Culture Factors: The DNA of organizations are their culture codes Vision Mission Values Beliefs Management practices Line – Staff relationships Power and status Policies and procedures Communication Motivational systems Stories and legends Corporate identity Branding Physical workspace 13 If you pit strategy against culture; culture always wins.

14. Competence Skills Knowledge Abilities 14

15. Confidence Accomplishments Behaviors Attitudes Contributions 15

16. A Diagnostic Tool 16

17. Performance Architecture Making It Visible 17

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19. Performance Architecture Performance Architecture provides a way to organize information you already know into terms, models, tools that can facilitate your work in performance improvement. April 2011ISPI Conference19

20. Integration Worker/people – Individual or team Work/Process Workplace/Organization, enterprise World/Society April 2011ISPI Conference20

21. Current and Desired States Describe current performance – the “is” – Establish baseline measurement Describe desired performance – the “should” – Set goal – Measure results post-implementation April 2011ISPI Conference21

22. Performance Landscape 22

23. Unpack the Landscape Work Environment: Where we work – Worker, Individual and Teams – Work, Operations, Process/Practice – Workplace, Enterprise – World, Society 23

24. How We Think: System View Point Receivers – Stakeholder results Outputs – Product and services Processes – Management – Business – Support Inputs Conditions Feedback – Value – Performance Culture 24

25. What We Do: Diagnose/Prescribe Apply a systematic approach/phases – Discovery – Diagnostic Performance Analysis – Prescription – Implementation – Evaluation 25

26. Apply Basic Principles: RSVP+ Focus on results (start with the end) View the organization as a system, taking into consideration the larger context including competing pressures, resources constraints and anticipated changes Add value to how we do our work and show evidence Utilize partnerships, partner with clients and other performance professionals Remain solution neutral during our analysis/diagnosis and solution appropriate in our prescriptions Make a business case, focus on the business 26

27. Performance Integration Worker Work Workplace World 27

28. Performance Improvement Technologies TechnologyFocus Organizational Development Organization Six Sigma/Lean Manufacturing Operational Processes Human ResourcesIndividuals 28

29. Performance Improvement Technologies TechnologyFocus Organizational Development Organization Six Sigma/Lean Manufacturing Operational Processes Human ResourcesIndividuals 29

30. Performance Improvement Technologies TechnologyFocus Organizational Development Organization Six Sigma/Lean Manufacturing Operational Processes Human ResourcesIndividuals 30

31. Performance Technology: The Integrator TechnologyFocus PT The Integrator Organizational Development Six Sigma Lean Manufacturing Human Resources The Organization Operational Process Individuals/Teams Workplace Worker Work 31

32. Mapping an Organization: Total Performance System 32

33. Performance occurs in this direction We analyze Performance in this direction Tip

34. Total Performance System 34

35. Total Performance System RESULTS 35

36. Total Performance System RESULTS Business Processes Management Processes Support Processe s 36

37. Total Performance System RESULTS 37

38. Total Performance System RESULTS 38

39. Total Performance System RESULTS 39

40. Total Performance System RESULTS 40

41. Total Performance System 41

42. Process or Practice? 42

43. Processes/Practices Alignment 43 Based on the work of Don Tosti Governance

44. Integrated Performance System 44 World Workplace Work Worker

45. What Question Do You Have? 45

46. rogeraddison@earthlink.net 46