Performance Improvement Slide Show
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This slide show explains the principles behind the process of improving performance.

Although there are 54 slides, they have been designed to be fast loading and only take a few seconds each to read.


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Performance slide show

What stops us from improving organisational performance now? - organisational charts and process maps are insufficient mental models

Why are organisational charts and processed maps not powerful enough models to solve complex problems?

Complex problems need to be viewed as both the individual components and the interfaces

Why do we need mental models? To create representations of the real world

Are mental models just for individual thought processes

What happens if we do not use mental models?

Disaster slide

What model does Perception Dynamics use -- interlocking sets of need and supply intelligence systems

A set of interlocking systems is called a service

Intelligent systems consist of people, equipment, processes, information and other system interfaces

Why do we model interlocking systems rather than single systems-- by modelling the interface between the two there is no white space

Why is the term need and supply used to describe two interlocking systems -- because the need and supply model is fundamental to understanding how people behave

How does the need and supply model help understand the way people behave?

It is perception of the situation that defines the specific action that people take

The interface between the need and supply system shows how the need system negotiates with the supply system

When the need and supply systems are the same person, the process happens automatically

The problem arises because different people have to coordinate their activities

The situation becomes complicated because it involves other groups of people

A massive amount of organisation is required for supply systems

Each system is a link in a complete supply chain that requires people, processes, equipment and systems

Modelling the interface between the need and supply systems is necessary because all the critical aspects have to be right

The success of the supply system to meet the needs is measured by monitoring the variance of the critical success factors

The power of understanding variance gave Japan a competitive advantage for over 30 years

An example of improving performance in an organisation

How do we approach improving performance of a supply system?

Each supply system needs the necessary people, equipment, processes and system interfaces

Solving complex problems using a strategic planning approach -- working backwards from the future

The variance in output delivery time is caused by the variance of demands

There are many possible causes of the variance in the output of the system

Using a simple process to identify the critical factors of success

skill of new staff can be a major factor in causing unacceptable variance in output delivery times

There are a number of different ways of measuring the skill and motivation of people

Systems to improve skill and motivation within organisations

Direct feedback can have more effective than management feedback

Video games help us to understand how to improve the skills and motivation within an organisation

How to ensure direct feedback to a team to improve the performance of the whole system

Setting up control charts that will improve motivation

Rapidly improving the skill of new staff

The skill in the system will vary when people are covering holidays

Direct feedback is very important in organisations

the strategic approach can help improve project management

The strategic approach starts at the design future and works back

It is possible to transform and improve project management by focusing on strategic goals rather than just activities

The supply need interface can be arranged to give a range of different relationships

Using graphs of the critical performance factors is 18 building activity

The strategic approach can stop the same type of problems continually reoccurring

Operational control only utilises the left brain, whereas the strategic approach uses the whole brain

Perception Dynamics is a very practical discipline that can be used by managers to improve performance

the best way to learn the Perception Dynamics is to be facilitated to identify and implement a solution to a real problem

Perception Dynamics can assist in solving virtually any type of organisational problem

Perception Dynamics is not just another management fad because it has a sound theoretical basis

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