Strategy to Action: The Power of HSD Session 2: HSD and Performance Management October 8, 2008 Glenda H. Eoyang, Ph.D. [email protected] [email protected].

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.

[email protected]

Jennifer Schuster-Jaeger

[email protected]

mailto:[email protected]

mailto:[email protected]

© 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?


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.


Series GoalSeries Goal

Improve your performance as you:

Manage projects

Plan for change

Train and develop capacity

Manage performanceCommunicate

Lead virtual teams


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


Your Guide . . . Your Guide . . . Glenda EoyangGlenda Eoyang

[email protected]@hsdinstitute.org

Experience with performance management since 1981

Multiple roles: Project leader Entrepreneur and CEO Consultant Process designer Program evaluator Theoretician and practitioner


Your Guide . . . Your Guide . . . Jennifer Schuster-JaegerJennifer Schuster-Jaeger

[email protected] [email protected]

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


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.


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


Three Kinds of ChangeThree Kinds of Change

Static Object at rest

Dynamic Smooth movement

Dynamical Unpredictable movement


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


How does it work?How does it work?


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.


Complex Adaptive Complex Adaptive Systems (CAS)Systems (CAS)

Agents

System-wide

Patterns


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




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


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




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.


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




Decision MapDecision Map

World View

Reality

Rules

Performance Management

The Decision Map helps you decide where and how to intervene to improve performance.




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.


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


Next time we will . . . Next time we will . . .

Consider complex human systems dynamics of Planning for Change.

November 5, 2008Same placeSame time

What are your planning

challenges?

Strategy to Action: The Power of HSD Session 2: HSD and Performance Management October 8, 2008 Glenda H. Eoyang, Ph.D. [email protected] [email protected].

Documents

hsd institute

hsd performance management

hsd tools

hsd planning

hsd communications

hsd training

hsd project management

hsd virtual teams