To increase performance and efficiency, we have learned to focus on 3 major factors:
We try to clarify each role and clearly define tasks for each individual. Everyone is a “specialist” in his or her role. In this environment, people tend to focus on their area of expertise, learn more about it, and be more adept at their defined tasks.
We also seek accountability. We need someone to be accountable for the performance of each process, and inside each process, there should be someone responsible for any single task.
Clearly defining tasks, and actively enforcing the accountability, we begin to measure performance. We do believe in “What Gets Measured, Gets Done”.
We measure performance levels for individuals, against their clearly defined tasks and accountabilities.
To improve their personal performance measures, people will focus their effort and energy into their own specific tasks. They try to safeguard themselves against any scrutiny and inquiry.
With this approach, people will move towards being perfect individuals, and in the process, they will create a team destined for failure: few people will care about their teammates. They are not accountable for their success. They are not being measured against the success of others. They might not even know what the other person is responsible for.
Listen to Yves Morieux, talking about the essence of Cooperation and Teamwork:
Senior partner in BCG’s Washington D.C. office and director of the BCG Institute for Organization
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Don’t Stop Here!
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Basic Notions – Disturbance or Perturbation Adding to the complexity of the example depicted above, should forces change their directions or magnitudes in a way
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