Performance Architecture

Performance Architecture:
The Art and Science of
Improving Organizations
Dr. Roger M. Addison, CPT
A Journey of Discovery
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Teaching Machines
o TMI
o ISPI
o Skinner Grandchildren
Wells Fargo: Three stories
o Back
o Production Management
o Is it training or what?
Performance Architecture
o Building Performance Systems
Teaching Machine: Min/Max
Min/Max III manufactured by Teaching Machines Inc. (TMI), Albuquerque, New
Mexico
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TMI Instruction Book
An instruction book about Bridge
Wells Fargo
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Back Issue
Production Management
Performance Map
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Production Management
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Safe Deposit
Time and Motion
Making it visible
Figure 3.5
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Is it training or what? Three Factors
“If I were given one hour to save the planet, I would spend 59 minutes
defining the problem and one minute resolving it.”
Albert Einstein
Three Factors Model
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Culture
Competence
Confidence
Culture
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The way we do things around here.
The way people:
o Solve problems
o Interact with time, each other and the environment
Culture Factors: The DNA of organizations is their culture codes
If you pit strategy against culture, culture always wins.
Culture elements:
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Vision
Mission
Values
Beliefs
Management practices
Line – Staff relationships
Power and status
Policies and procedures
Communication
Motivational systems
Stories and legends
Corporate identity
Branding
Physical workspace
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Competence
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Skills
Knowledge
Abilities
Confidence
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Accomplishments
Behaviors
Attitudes
Contributions
A"Diagnos*c"Tool!
14!
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Iceberg
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Performance Architecture: Making It Visible
WHAT IS PERFORMANCE ARCHITECTURE?
Integrates the Worker, Work and the Workplace within a system framework
View of the organization as a dynamic system where every part affect each other
part and aligned with all parts of the system to best achieve the desired results.
The focus on building sustained performance systems
PERFORMANCE ARCHITECTURE
Broadly defined, Performance Architecture it a diagnostic-prescription approach
to analyze and design human performance systems. PA integrates performance
improvement technologies and includes the worker, the work and the workplace
Performance Architecture
The word “architecture” often conveys a sense of structure, strength, experienceeven beauty-but most of all a sense of creativity. When paired with “performance”
the connotation is also one of a creative and a comprehensive approach to
achieve results.
Building Architects take a broad view. They are not just concerned with the
physical design of the structure but also with its heating, cooling, and other
energy requirements. They consider the flow of people through the structure, the
ease of maintenance, emergency access, wind deflection, and a whole range of
other factors. They view the entire structure as a dynamic system that must be
considered in terms of all its parts. Architecture goes far beyond what kind of
widows we install.
Performance Architects also take a broad view, but of the organization. They are
not just concerned with one aspect like the business processes, the strategy, the
structure, the culture, the leadership, job performance, or the marketplace.
Performance Architects view the organization as a dynamic system where every
part is affected and in turn affects every other part. Most importantly, they work
from the perspective that the best way to obtain the desired results requires that
the whole system be aligned to produce those results.
Of course, both building and organizational systems need repair and both kinds
of architects may provide repair solutions. But the main job of all kinds of
architects is to create and design effective systems that provide a valued
experience for their constituents. There are professions that focus on repair.
Plumbers fix broken pipes and Six Sigma people fix “broken” processes. There
are also disciplines that have deep expertise in particular pieces of the
organizational system. There are strategy, marketing, financial, business process,
leadership, measurement, and project management consultants. There are
probably several hundred more specialists that could be identified. Just as in the
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building trade, where there are a host of “experts” in various aspects of
construction that the Building Architect can draw on, so too, the Performance
Architect can draw on a variety of supporting organizational experts.
Performance Architecture grew out of the field of Human Performance
Technology (HPT). A focus on creative designs and broad based system
analysis were inherent in the very first applications of HPT. But since
practitioners were most often called into existing organizations that were having a
problem, the field developed many applications that dealt with limited areas of
“repair” focused on closing the “gap” between their existing and their potential
performance. Today there are many “gap” specialists within the field of HPT.
There are those that focus on developing job aids, doing process improvement,
designing instruction in a variety of media, performance management, job
analysis, and so on. Often such specialists either act as or provide support to
Performance Architects.
Performance Architects are those that consider the full organization in all its
aspects to design and align all the parts to best achieve the desired results.
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Performance Landscape
Fig. 1.1 Performance Technology
Landscape
4 Principles of
Performance Technology
! Focus on results
" Take a System(s) viewpoint
# Add value & focus on the business
or organizational purpose
$ Establish partnerships
& work collaboratively
Work Environment
Business
Case
Society
Workplace/Enterprise
Operations/Work
Feedback
Receivers,
Benefit/Value
Products, Outputs,
Outcomes
Processes
Inputs
Conditions,
Environment, Culture
Worker/Individual/Team
Systematic Approach
! NEED:
Assessment & Analysis of Need/
Performance and/or Opportunity
" RESULTS:
Functional/Requirement Analysis
# WHAT:
Drivers/Cause Analysis
Solutions/Interventions Recommendations
$ HOW:
Organize, Design, Develop
% DO:
Implement, Deploy, Manage Change
& EVALUATE:
Effectiveness, Value,
Continuous Improvement, Lessons Learned
System(s) Viewpoint
Source: Addison, 2004, p. 15
Unpack the Landscape
Work Environment: Where we work
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Worker
Work
Workplace
World
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How We Think
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System View Point
o Stakeholder results
o Outputs
§ Product and services we offer
Processes
o Management
o Business
o Support
Inputs
Conditions
Feedback
o Value
o Performance
Culture
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What We Do
Apply a systematic approach/phases
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Discovery
Diagnostic Performance Analysis
Prescription
Implementation
Evaluation
Apply Basic Principles: RSVP+
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Focus on results (start with the end)
View the organization as a system, taking into consideration the larger
context including competing pressures, resources constraints and
anticipated changes
Add value to how we do our work and show evidence
Utilize partnerships, partner with clients and other performance
professionals
Remain solution neutral in our diagnosis and solution appropriate in our
prescriptions
Make a business case, focus on the business
What is Performance? PAR
Performance = Activity + Results
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P=A+R
Activity adds cost to an organization
Results add value to an organization
Performance is the valued of a system
Performance Integration
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Worker (Individual and Teams)
Work (Operations, Process)
Workplace (Organization, Enterprise)
World (Strategy, Society)
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Performance Improvement Technologies
Technology
Strategy
Organizational Development
Six Sigma Lean Manufacturing
Human Resources
Focus
Society
Organization, Enterprise
Operational Processes
Individuals, Teams
Performance*Technology:*The*Integrator*
Technology*
Focus*
The*Organiza9on*
PT
Organiza9onal*
Development*
Workplace*
Opera9onal*Process*
Six*Sigma**
Lean*
Manufacturing*
Work*
Individuals/Teams*
Human*Resources*
The Integrator
Worker*
28*
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Mapping an Organization: Total Performance System
Anatomy of Performance
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Performance Issue: Process or Practice?
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Processes and Practices: Swim Lanes
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Processes and Practices: Organizational Alignment
Integrated Performance System
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World
Workplace
Work
Worker
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RESOURCE
Addison, Haig and Kearny, (2009) Performance Architecture: The Art and
Science of Improving Organizations, Pfeiffer A Wiley Imprint.
Rummler, Geary, (2007) Serious Performance Consulting According to Rummler,
Pfeiffer A Wiley Imprint
Dr. Roger M. Addison, CPT, is an internationally respected practitioner of
Performance Improvement Consulting and Chief Performance Officer of Addison
Consulting. Roger was the Senior Director of Human Performance Improvement
for the International Society for Performance Improvement (ISPI) he was
responsible for educational programs and implementing performance
improvement systems. Prior to his work with ISPI, Roger was Vice President and
Manager at Wells Fargo Bank. His responsibilities included executive coaching
and education, change management, organizational development and partnering
with line managers to improve performance. He consults with Fortune 500
organizations to help them align their business requirements with bottom line
results. He has over thirty years experience assisting line and staff managers
improve the performance of their employee, processes and organization mission
and vision. Roger has successfully implemented performance improvement
initiatives in a number of organizations including financial services, insurance,
public utilities, healthcare, technology, retail and others.
Roger is a frequent speaker at the International Society For Performance
Improvement (ISPI), the International Federation of Training and Development
Organisations (IFTDO), the American Society for Training and Development
(ASTD) and Business Process Management Conferences. Topics include:
Performance Technology, Performance Architecture, Reengineering, Information
Design, Mentoring, Consulting, Project Management and Communication
Networks. Dr. Addison’s evidence-based approach and consulting have taken
him to North America, South America, Asia, Europe, Africa and the Middle East.
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Roger received his master and doctorate degrees from Baylor University. His
professional accomplishment include:
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Past President and Chair of the Board, IFTDO
Past President of ISPI
Professional Service Award, ISPI
Member of the Year, ISPI
Organization of the Year, ISPI
Member for Life, ISPI
In 2010 Roger received The Gilbert Distinguished Professional Achievement
Award, in 2012 He received the Rummler Award for the Advancement of
Performance Improvement from ISPI and his book, Performance Architecture,
was selected for the 2010 Award of Excellence.
In 2011 the Association for Behavior Analysis International (ABAI) selected
Roger as a B. F. Skinner Lecturer.
Roger can be reached at: rogeraddison@earthlink.net
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