Performance By Design: The Systematic Selection, Design, and Development of Performance Technologies that Produce Useful Results

Chapter 8

Continual Improvements

Introduction

Every stage in a performance improvement effort is an opportunity

to gather and use new information. Continuous improvement, in

fact, should be an ongoing goal and part of every organization’s

culture. From small tweaks that can improve process efficiencies to

broader performance reviews to ensure that performance solutions

are working, use the continual improvement process to achieve

desired results.

At the time of implementation, no performance solutions will be

picture perfect; there will always be opportunities to improve proc-

esses, procedures, techniques, tools, resources, and implementa-

tion tactics. Acknowledge these normal shortcomings by providing a

systematic process by which current applications of performance

technologies can be improved upon (see Figure 8.1).

Figure 8.1: Continual improvement process

Revise as required

Continual Improvement

Step 1: Assess performance

Step 2: Assess solutions

for alignment

Step 3: Assess implementations

Step 4: Improve performance

152 Performance by Design

Measuring Results

Not all performance solutions will contribute useful results, at least

not at first. Improvements will routinely have to be made to most

performance efforts in order for desired results at all levels to be

accomplished. Regularly assess and monitor the results being

accomplished, and then verify that those results are aligned with

desired performance objectives at the societal, organizational, and

individual/team levels. Measure current accomplishments against

the desired results defined in each performance objective to identify

new opportunities for improvement.

Use the same performance assessments you used to judge

potential performance solutions. Since all decisions regarding the

initial design and development of each performance technology

were based on the achievement of these results, it is only reason-

able to use them as standards for performance during implemen-

tation.

An organization’s strategic direction can also shift in the middle

of an improvement effort. If it does, performance objectives that

were drivers for early decisions may have to be adjusted. Review

(and possibly revise) the related performance objectives for each

performance technology. Based on your review, decide if the

selected performance technologies can accomplish the newly iden-

tified results, if current interventions can be revised, or if an alterna-

tive set of solutions should be considered.

When is it time to start over? Significant changes in the strate-

gic objectives of your organization (or its partners) suggest that you

should again select, design, and develop appropriate performance

technologies.

Step One: Assess performance.

Desired results: An analysis report of the results being accom-

plished by implemented performance solutions.

Performance should be measured systematically and routinely.

Implementation is not the time to identify results to be achieved or

how those accomplishments will be measured. Regularly revisit the

performance assessments and apply those measures to evaluate

your success.

Continual Improvements 153

Use the assessments aligned with societal and organizational

performance objectives to evaluate the accomplishments of the

systemic performance improvement effort. Individual and team-level

assessments can then be used to measure the performance of

specific technologies.

During the planning stage (i.e., determining the performance

objectives that will guide decisions), you used performance objec-

tives sequentially from each level to define desired results (only

later identifying desired processes and inputs). Correspondingly,

when evaluating (i.e., assessing the achievement of results), you

should reverse the sequence. First evaluate at the Input level, and

then the process, micro, macro, and mega levels in that order.

As you move sequentially from society to organization to indi-

vidual during the planning stages and from individual to organiza-

tion to society during the implementation and evaluation stages, you

will achieve the strategic goals and objectives of the organizational

partners (see Figure 8.2).

Figure 8.2. Relating the levels of the Organizational Elements

Model in planning, implementing, and evaluating

1

Mega-Level

Outcomes

Macro-Level

Outputs

Micro-Level

Products

Processes

(Solutions)

Inputs

(Resources)

Planning

Implementing

and Evaluating

When you identify performance solutions that aren’t accom-

plishing desired results (or that are inefficient), review their selec-

tion, design, development, and implementation for opportunities to

improve. You may find that the selected performance technology

was not the right choice, or you overlooked things during the design

process or made errors during implementation. It is important,

however, that you evaluate each performance technology using