A Practical Approach to Performance Interventions and Analysis: 50 Models for Building a High-Performance Culture

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FT Press, May 18, 2012 - Business & Economics - 224 pages
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Imagine your best possible organization: a place where people strive for continuous improvement, communicate clearly and honestly, freely share information, respect their colleagues and leaders, make a difference -- and achieve truly extraordinary levels of performance, even in tough times. Using this book’s powerful Work/Life Approach, you can build that organization. World-renowned performance consultants Dr. Gene Fusch and Richard Gillespie offer a step-by-step blueprint for developing a true performance culture, where people bring a relentless focus and selfless collaboration to bear on the organization’s most fundamental goals. A Practical Approach to Performance Interventions and Analysis walks through every step of the process: analyzing business problems, identifying performance gaps, selecting the best interventions, measuring results, and more. You’ll learn how to integrate your organization’s goals with the beliefs and needs of your people; foster unity without conformity, and diversity without division; how to overcome the fear and distrust that makes organizations dysfunctional; and how to build an organization where everyone really takes ownership of their “fraction of the action.” Along the way, they present 50 dynamic models that tightly connect theory to real-world business practice, are ROI-driven, are fully measurable, and can be utilized by all leaders and practitioners in HR, organizational development, and training. With their guidance, you can choose and execute the performance initiatives that deliver the greatest positive impact on culture, business metrics, and the lives of all your people.
 

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Contents

Chapter 1 Creating a Living Endowment for Ensuring Performance
1
Chapter 2 Starting with the Desired End Results
29
Chapter 3 Focusing on the Work
53
Chapter 4 Increasing the Flow of Useful Information
67
Chapter 5 Getting Others to Own Their Fraction of the Action
77
Increasing Trust and the Bottom Line
93
Chapter 7 Owning the Present Condition Helps Define the Future Condition
109
A Magnificent Obsession
123
Chapter 9 Why Play the Blame Game?
137
Chapter 10 Fostering Change to Enhance End Results
147
Measuring End Results The ReturnonInvestment Plan
163
The Authors and Their Perspectives
187
References
191
Index
195
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About the author (2012)

Dr. Gene E. Fusch is a faculty member at Walden University and Northcentral University in the doctoral program in business administration. A Certified Performance Technologist, he works with organizations to help them improve performance and realize their desired end results. His clients have included Alcoa-Intalco Works, ARCO, AT&T Cable Systems, Boeing, BP, Georgia Pacific, the Washington State Department of Transportation, US West, and Yahoo!. His career has spanned both education and business, from organizational leadership to advanced technologies and aerospace.


Richard C. Gillespie is President of Work/Life Systems International and Chief Operations Officer for Salty’s Waterfront Seafood Restaurants. A renowned organizational leadership and management consultant, he spent many years at IBM in roles ranging from quality engineer to corporate internal consultant. He participated in the original initiative that established IBM’s corporate organizational development function.

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