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1、原文一：Can Performance Management Foster Intelligent Behavior?Bjarte BogsnesThe world has changed, not just in increasingly fast-changing and unpredictable ways, but also the competence and expectations of people in our organizations. Unfortunately, too few seem to understand or accept that these devel
2、opments call for radically new and different ways of leading and managing. Traditional management practices do not make us the agile organizations we need to be.The problem starts with the label, Performance Management implying, If I dont manage you, there will be no performance.We need a new mindse
3、t, one that is less about managing performance and more about creating conditions for great performance to occur. We need self-regulating models, requiring less management, but more leadership from everyone.Think about traffic, where we want good performance and a safe good flow. Traffic authorities
4、 have different ways of making this happen. The traffic light is a popular choice, but those managing the process (programmers) are not in the situation; information used in their process is not fresh, which is clear as you wait in front of that red light.The roundabout is a very different alternati
5、ve. Those managing are the drivers themselves. The information used is real time, coming from own observations. While that information is also available in front of the traffic light, drivers do not have the authority to act on it. By the way, the zipper or every second car through is not a rule, bu
6、t a guiding principle.The roundabout normally is more efficient than the traffic light, because of two significant differences in the decision-making process, information and authority. A third element is also required for the roundabout to be more efficient: while the traffic light is a simple-rule
7、s based system, the roundabout is values-based. A value-set based on, Me first, I dont care about the rest, is not a big a problem in front of the red light, but is a serious problem in a roundabout. Here, a positive common purpose of wanting a safe and good flow is critical. Drivers must be more co
8、nsiderate, open about own intentions while trying to understand the intentions of peers. Instead of managing performance, traffic authorities have created conditions for self-managed performance to occur.What would the implications be for the loathed performance review? The principles and practices
9、described at Return Path are sensible and interesting. I like the concept of horizontal commitments toward peers, instead of vertical commitments to higher management. At the same time, we need to broaden our definition of performance. In traditional performance, a commitment is too often about hitt
10、ing the number. This is too narrow. We need to ask questions such as, how are we doing compared to peers? How are we using KPIs to reflect on performance, or using hindsight and management assessment to verify results? Did we really move toward our longer-term ambitions? How sustainable are the resu
11、lts? Last but not least, there has to be room for values if performance systems are to foster intelligent behavior; we need to ask, how where those results achieved?At Statoil our integrated performance management approach links ambitions to actions. Our targets reflect a broad set of ambitions, inc
12、luding people, health, safety, environment, operations and financial performance. Read more about our management model and how we apply a holistic and values-based approach to this broader performance agenda.The words of Dee Hock, former GEO of Visa, should guide the design of our management process
13、es, including our performance reviews: Simple, clear purpose and principles give rise to complex, intelligent behavior. Complex rules and regulations give rise to simple, stupid behavior.While researching my book. Talent Economics, I interviewed employees about what really motivates todays workforce
14、. I discovered a disconnect between the performance support my interviewees wanted versus how managers recounted their contribution to these conversations.Over the last 20 years, the employee mindset has evolved faster than has the art and science of management. Nowhere is this starker than in the a
15、rea of performance management practices, particularly the annual review. In both the developed and developing world, employees report that this end-of-year activity breeds stress, anxiety and mistrust. How ironic that a process aimed at improving organizational performance, is itself underperforming
16、!Its time to reboot our performance management operating system, installing two specific system updates:l. The Democracy update. As much as we try to make the performance appraisal a two way dialogue, we cannot run away from the fact that at its core, the conversation today is often a top-down review. My research shows that many 21st century employees are rejecting conversations that are one-way: in hot job markets today, managers must reali
