Performance Management type

Are you wrestling with the complexity of managing performance in organisations? You are not alone – many are.
To improve how performance is managed in your organisation, it helps to understand which management problems you are trying to solve and the complex mix of performance management approaches.
The problem
Performance management is often over simplified: There are many out there who take a very simplistic approach to performance management. They assume performance management is about measures, targets and KPIs. That it is a simple, closed-loop, feedback model. They believe that basic collections of measures and targets on scorecards are adequate. You and I both know this is far too simplistic (and the cause of many performance management problems in organisations).
Organisations are far more complex than mere measures and targets. If it were that simple, that measures and targets were enough, then we could manage organisations and make all decisions with computers. We know that is a nonsense. Instead we need experienced, intelligent, sensible Human Beings that use evidence and exercise judgement. People and organisations are far more complex to manage than mere measures and targets.
We must remember that we are dealing with Human Beings in complex social organisations.
Too often we see performance management approaches designed in closed rooms, focused on simplistic models of influence and change, dealing with “normal populations” that ignore that our organisations are full of individual Human beings – real people. Managing performance requires both left and right brain thinking.
Performance management is often seen from a systems perspective. Sure, we need to understand the types of performance management system (of which there are many), but those systems support decision making behaviours, conversations and process. Understanding the wider picture landscape of types of performance management will help us understand the type of systems that will help most, getting a clearer link between technology, systems and the financial benefits.
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