Transcript Understanding and Changing Performance

Understanding and changing
individual and group performance
Dan O’Connell PhD
Seattle Washington
[email protected]
206-282-1007
O'Connell 2010
Health care reform involves
changing group and individual:
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attitudes and beliefs
processes
behaviors
incentives
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In order to promote change
efficiently we must:
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Understand what shapes current
behavior
Address each of the important
determinants
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Star Model of Performance
Roles
Systems
Skills
Performance
Traits &
Talents
Motivations
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Working with Star Model
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Necessary assumptions
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Avoid chasing the problem around
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Multiple influences on performance
“Assuming for the moment that everything
else remains as it is for now…”
Clarify the desired performance
Getting agreement on the performance
plan
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Roles
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Are the roles to be enacted clearly
spelled out?
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Manifest and Latent
Has the individual accepted the roles?
 Is there role confusion or conflict?
 Is there role overload?
e.g., team player, resource manager,
quality improvement activist etc.
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Skills
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What skills are needed to perform
agreed upon roles successfully?
How well does the individual/group skill
set match up with roles/tasks?
What training is available to develop
these skills?
How motivated is the individual/group
to pursue these skills trainings?
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Motivations
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How important is it to the
individual/group to perform the roles at
the level you are requesting?
What are the conflicting motivations?
What would be the incentives for the
individual/group to improve/change?
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material (e.g., time, money, promotion)
emotional (e.g., recognition, satisfaction)
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Traits and Talents
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How well suited to the task? (e.g.,
neurosurgeon as team player)
How aware is the individual of his/her own
work/personal style?
How much latitude is there for the individuals
to adapt tasks to better fit traits/talents?
How much can training and support moderate
weakness or poor fit here?
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System
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What are the system generated obstacles to
improved performance?
Where are the system supports?
How well are the individuals working with the
system to achieve more success?
How do we “control for” system when
discussing performance (e.g., avoid chasing
the problem around)
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“Assume for the time being that…”
O'Connell 2010