Paradigms
The term paradigm is used in several ways. Generally it is
defined as an example, pattern or mental map. It is a very powerful
concept to understand. It causes us to challenge our thinking and
look for truth.
Joel Barker in his book "Paradigms - The business of
discovering the future" uses the term as a set of rules to
behave by so as not to come in conflict with the consequences
of going against the constraints of reality. These rules or mental
maps keep us safe when they are in step with reality. Wrong paradigms
can limit or even hurt us when they are different from reality.
Changes in paradigms, called a paradigm shift, come from a sudden new
understanding of reality. An understanding that we were looking
at the wrong map as it were. A paradigm shift will usually take
place when too many problems are not solved with
the current paradigm. The data that we are collecting doesn't
fit with our understanding. I.e. The earth is flat according to
our understanding but we can't get the data to behave. With a new
paradigm, the lights are suddenly turned on and we see.
A little story about an old couple to illustrate:
He was concerned about her hearing loss and denial about it and told
his doctor. The doctor suggested that he get behind
her several feet and gently call her name. Then move up and get louder.
He goes home and tries it. He stands behind her a few feet.
"Marie, Honey." He moves closer. Louder. "Marie, Honey!"
Closer yet. "Marie!!" She turns around and yells "What do
you want! I already answered you twice!"
You won't get this unless your paradigm shifts.
Maslow's Hierarchy of
Needs
Abraham Maslow's theory says we have basic needs that must be satisfied
before we can develop into a mature "self actualized" being. Each
need is a foundation for the the next. Leaders would do well to
have an understanding of Maslow's writing. I've see too many
attempts at motivation or correction of a problem that did not
understand the hierarchy of need. Wrong carrot or wrong stick.
To read more click on this link (this will take you to another
website).
http://www.nwlink.com/%7Edonclark/leader/leadhb.html#maslow
Behavioral
Based Interviewing
Behavioral interviewing is a procedure based on the idea that a
candidates' past behavior is the best indicator of future success
or failure. Interviewers gain an understanding of
what a candidate accomplished and not simply what they
would
do in a given situation. Theoretical answers are not allowed.
Competencies needed for success in the job are determined and
behavioral questions are developed. Examples of competency are:
analytical, problem solver, team player and customer-oriented.
Interviewers are trained about legal issues and their cultural
filters (biases). and to keep assessments of candidates objective and
inclusive.
Pay for Performance
Pay for performance begins with design of the actual performance
measures. The fundamental principles of Pay for Performance are (1) A
common set of performance measures developed collaboratively by many
levels of participants in the organization. (2) Plan financial
incentives based on that performance. (3) A comprehensive system which
aligns employee appraisal and compensation with the companies strategic
goals and core values. (4) Measures of job performance so that
good performers are rewarded and identify employees who require
training and other developmental activities. (5) Training raters
in those measures for accuracy of judgment
To get deep into the issues of Pay for Performance you may want to
visit the National Academies website
http://www.nas.edu/
and copy into
their "quick search" box "Pay for Performance: Evaluating
Performance Appraisal and Merit Pay (1991)" You can get lost there in
information so bookmark us and come back.
Metamorphosis
Metamorphosis is the change that happens when a caterpillar becomes a
butterfly. During the change process of a business there are a
lot of similarities with the butterfly. We go through a
transition period where we are no longer a caterpillar and not yet what
we shall be. That in between state is when we are a sticky goo
and not competent to crawl or fly. It is when we are most
vulnerable. The analogies with a the butterfly are powerful
learning tools during our
Change Leadership Training.
