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.
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Strategy to Action:Strategy to Action:The Power of HSDThe Power of HSD
Session 2: HSD and Performance Management Session 2: HSD and Performance Management October 8, 2008October 8, 2008
Glenda H. Eoyang, Ph.D.
geoyang@hsdinstitute.org
Jennifer Schuster-Jaeger
Jennifer.Schuster-Jaeger@co.hennepin.mn.us
© 2008. HSD Institute. 2
Why HSD?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?
© 2008. HSD Institute. 3
HSD AssumesHSD 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.
© 2008. HSD Institute. 4
Series GoalSeries Goal
Improve your performance as you:
Manage projects
Plan for change
Train and develop capacity
Manage performanceCommunicate
Lead virtual teams
© 2008. HSD Institute. 5
Series OverviewSeries 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
© 2008. HSD Institute. 6
Your Guide . . . Your Guide . . . Glenda EoyangGlenda Eoyang
geoyang@hsdinstitute.orggeoyang@hsdinstitute.org
Experience with performance management since 1981
Multiple roles: Project leader Entrepreneur and CEO Consultant Process designer Program evaluator Theoretician and practitioner
© 2008. HSD Institute. 7
Your Guide . . . Your Guide . . . Jennifer Schuster-JaegerJennifer Schuster-Jaeger
Jennifer.Schuster-Jaeger@co.hennepin.mn.us 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
© 2008. HSD Institute. 8
Today we will . . . 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.
© 2008. HSD Institute. 9
Today we will . . . 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
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Three Kinds of ChangeThree Kinds of Change
Static Object at rest
Dynamic Smooth movement
Dynamical Unpredictable movement
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Adaptive Performance Management
Static Dynamic Dynamical 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
© 2008. HSD Institute. 13
Complex Adaptive System Complex Adaptive System (CAS)(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.
© 2008. HSD Institute. 14
Complex Adaptive Complex Adaptive Systems (CAS)Systems (CAS)
Agents
System-wide
Patterns
© 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
© 2008. HSD Institute. 17
Landscape DiagramLandscape DiagramKnow When Your Changes Are In the Know When Your Changes Are In the
Zone of Self-OrganizingZone of Self-Organizing
Certainty
Ag
reem
en
t
Close to Far from
Far
from
Clo
se t
o Organized Orderly
Predictable
UnorganizedRandom
Surprising
PatternedEmergentInteractive
Complex adaptive
Self-Organizing
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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
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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 ActionPerformance Management
The Adaptive Action Process can help you respond to performance demands as they change over time and situation.
© 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
© 2008. HSD Institute. 23
Decision MapDecision Map
World View
Reality
Rules
Performance Management
The Decision Map helps you decide where and how to intervene to improve performance.
© 2008. HSD Institute. 25
Today we planned to . . . 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.
© 2008. HSD Institute. 26
For more information: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
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