The value of doing a Group Workplace Analysis is in seeing the consensus on those situations that impair people’s effectiveness – both personally and in their interactions with others. It is a useful tool and it provides ideas that will change people’s work environment for the better.
About Laurie Ford
This author has yet to write their bio.Meanwhile lets just say that we are proud Laurie Ford contributed a whooping 180 entries.
Entries by Laurie Ford
Here’s the end of the Case Study on using a Group Workplace Assessment – it shows how this client solved 3 nasty workplace problems that were identified by his own managers and staff. He was pleased with the results, and got new momentum in his organization.
Implementing organization change is always a challenge. One solution is to have the people in the organization discuss the reasons for change and work together to formulate some of the solutions. That kind of engagement prevents all kinds of hissy-fits down the road.
Finding out where you’re doing well and where you’re failing is only fun when you have a convenient way to get more successful.
When people are invited to give feedback on their organization, be prepared to put that information to work – starting by scheduling a discussion with those people. This case is warming up to some really powerful results.
Step #2 in this case study shows how one manager learned the name – out of eight types of workplace problems – of the biggest problem he kept seeing in his organization. He decided to find out if everyone else was seeing the same thing. (Spoiler alert: they weren’t.)
A case study shows how one manager used communication assessments to see the problems in his regional offices. Five offices in five cities, no two working in the same way. He started by looking at his own communication habits.
What makes a good worker? Here is a collection of criteria from seven different types of organization, where Supervisors – not Managers – defined four levels of employees.
Don’t look for accountability in a person. Create the structures and agreements that support a shared understanding of Who is responsible for producing What results and When those results are due. Then establish regular meetings to update the status of those agreements and modify them as needed.
What is “performance management”? Tracking how many hours people are at work? Or tracking the results they produce? Hmmm. It’s easier to watch the clock than do the real work of managing performance.