Performance Improvement

Human performance technology

making time

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In the past year many workers in the tech sector have lost their jobs, often replaced by the vision of what generative AI can do instead. I know of lay-offs in bio-tech as well and now we are seeing massive firings in the US civil service. One consequence of all of these job losses is that fewer people will have to do more work. My observations of medium to large organizations has been that most people are busy, most of the time. Back to back meetings are not uncommon as well as overflowing email in-boxes.

This is a challenge for performance improvement, learning, and knowledge management initiatives. Any new attempts to improve these will be seen as extra work on top of a demanding work load. While those of us in the field of organizational performance improvement know the long-term value of better knowledge sharing, collaboration, and cooperation, getting over the short-term pain can be insurmountable. I have learned that it’s important to first find and make more time and space for knowledge workers.

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assistive technology

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Donald Clark has posted about how many people are using AI as assistive technology.

Time and time again, someone with dyslexia, or with a son or daughter with dyslexia, came up to me to discuss how AI had helped them. They describe the troubles they had in an educational system that is obsessed with text. Honestly, I can’t tell you how often I’ve had these conversations. —Plan B: 2024-08-15

Donald goes on to cite several types of assistive technology.

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pilots and copilots

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Simon Terry has a short post on Microsoft’s new Copilot and how we should be careful in fully adopting some of these generative AI tools.

LLMs [large language models] are improvements on past tools but are hardly perfect. In a world where the volume of information means many people scan everything, we need to remain alert for the risks of the models false inferences or patterns gone awry.

In the history of aviation, it became apparent that pilot personal relationships are critical to avoiding dangerous incidents. Authoritarian cultures meant senior pilot mistakes went devastatingly unchallenged. —Microsoft Co-pilot

I mentioned pilot training on a post recently — experience cannot be automated. I concluded that automation, in all fields, forces learning and development out of the comfort zone of course development and into the most complex aspects of human learning and performance. On that post is also a quote by Captain Sully Sullenberger, the famed pilot who safely landed a passenger jet on the Hudson River. A movie was made about this, which included the subsequent safety investigation. Tom Hanks plays Sully and in this sequence of videos we see the difference between human cognition of experienced pilots versus the best software/hardware simulation of the day. There is no comparison.

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experience cannot be automated

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There is little consensus, based on research, showing exactly how flight simulation should be employed. I know, I started researching flight simulation in the mid-1990’s. This is definitely an area that requires more research by those who purport to be experts in human learning. Just checking-the-box continues to be all too prevalent in training systems.

As more of our work systems become automated, human oversight often decreases. Luckily it was human oversight that prevented accidents with Alaska Airlines recently — watch the machines. Today, most commercial aircraft fly most of the time on autopilot. What does this do to pilot concentration and skill degradation? Perhaps pilots should spend even more time in simulators practicing for those 2% of situations that require high expertise. Or perhaps what they really need is more experience. 

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stupid management practices continue

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Ten years ago, I wrote that the performance appraisal treadmill is keeping organizations from testing out and adopting better management models for the networked economy. Performance appraisals are like academic grades and keep the focus on the individual. In a collaborative, social enterprise this is counter-productive. In today’s enterprise, work is learning and learning is the work, and it has to be done cooperatively.

“Evaluation of performance, merit rating, or annual review … The idea of a merit rating is alluring. The sound of the words captivates the imagination: pay for what you get; get what you pay for; motivate people to do their best, for their own good. The effect is exactly the opposite of what the words promise.” —W. Edwards Deming (1982)

Even technology companies are governed by outdated management models.

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one personbyte is not enough

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Nick Milton refers to an interesting knowledge management concept — “‘personbyte’ – the amount of knowledge one person can reasonably learn in a lifetime. In the craftsman economy of 100 years ago, a personbyte was enough knowledge to create an impressive artefact — a steamboat, a canal, or a suspension bridge. Nowadays one personbyte is nowhere near enough to create modern products, or deliver modern services.”

So why do we have individual performance appraisals?

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understanding work systems

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Continued from focus on the system.

“Over the long haul, even strong people can’t compensate for a weak process. Sure, some occasional success may come from team or individual heroics. But if you pit a good performer against a bad system, the system will win almost every time.” —Rummler & Brache

The nine-box model is an effective model for unearthing systemic issues that influence how work gets done. It looks at Goals, Design, and Management from three levels — the Organization, the Processes, and the Work Teams. This is a tool I have used for several consulting engagements during my career as a workplace performance improvement specialist.

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from training to learning to performance

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I have been reading in several places recently that a new concept of learning in the flow of work, or workflow learning, is the latest advance in the learning & development field. It’s not that new though.

So I dusted off my copy of Electronic Performance Support Systems (1991) by Gloria Gery, which begins with an identification of problems with the training industry.

  1. Training (and learning) was moved out of the actual job context.
  2. The experts were removed from the novices.
  3. Post-training support was reduced to manuals, an occasional job aid, and intermittent supervisory commentary.

Does this sound familiar in any workplace today?

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sensemaking through irony

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How can we thrive in a broken system? This is perhaps one of the greatest challenges many of us face today, whether it be where we work, the institutions we deal with, or the governance systems that control us. Geoff Marlowe explains that how we perceive the situation and what type of humour we use, are critical in getting to a point where we may be able to take constructive action. Neither apathy nor cynicism will get us there, only irony might.

Ironic humour is often misunderstood and maligned by the positionally powerful because it challenges the deference they can assume is their due …

Which raises the question that if irony is so vital in maintaining a positive state in the face of an aspiration / actuality gap, why not just focus on humour?

That’s because without honesty and humility, any humour intended as ironic runs a real risk of sliding into sarcasm – literally “tearing off the flesh” of others.

Humour deployed as a form of violence isn’t going to contribute to the collective sense making, decision making & action taking that’s vital in an increasingly uncertain and unpredictable world. —Thriving in a broken system

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we don’t need no stinking jobs

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Last month I wrote that if you are wondering why work is not getting done as desired, then focus on the system. As we see people returning to offices and workplaces (hopefully post-pandemic) we should reflect on what this past year of remote working has really accomplished. Remote, or distributed, work has even been empowering, as stated by some Apple employees in an open letter to the CEO.

“For many of us at Apple, we have succeeded not despite working from home, but in large part because of being able to work outside the office. The last year has felt like we have truly been able to do the best work of our lives for the first time, unconstrained by the challenges that daily commutes to offices and in-person co-located offices themselves inevitably impose; all while still being able to take better care of ourselves and the people around us.” —The Verge 2021-06-04

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