University (a pseudonym) is one of the top 15 professional pharmacy programs ranked by the U.S. News & World Report education rankings (2012). Around 2002, the Office of Academic Affairs staff at University’s professional program implemented a peer observation program as a component to their overall curriculum assessment strategy.
Rethinking, Revisiting, and Reimagining Performance Improvement: Toward a Pattern Language in Performance Improvement
Can we offer a pattern language for improving performance within organizations? Would it be possible to borrow the ethos from Christopher Alexander’s book The Pattern Language (1977), a piece of work considered seminal within the world of architecture?
It is well and truly said that “We stand on the shoulders of giants.” All that we achieve or accomplish is built on a foundation laid by those who have gone before us. Nowhere is this truer than in my own case, and I would like to begin this column by acknowledging two sets of giants to whom I owe a great deal–and to whom this column owes a great deal.
Whenever I accept a new position on a board of directors for any organization, I sometimes wonder if I should have made that commitment. Since joining the ISPI board, I have had no regrets. So far this board is all I hoped it would be and more.
Over the last 10 years, a university installed interactive whiteboards in more than 30 classrooms. Even though instructors had access to these boards and the university provided training workshops and resources on how to use them, the client was concerned that instructors were not maximizing the technology’s interactive capabilities and suspected that some instructors did not use the boards at all. The client wanted to find out who was using them and how they were using them.
You only need to visit Collaborate to see that the organization recognizes the value of collaboration–and online collaboration at that. Collaboration opportunities are prominent right at the top of the home page.
The landscape within which organizations compete today has undergone a drastic change and continues to do so. The environment dictates that an organization be agile and resilient to nimbly transmogrify and respond to business priorities to sustain its competitive advantage.
Rarely a researcher or consultant conducting research projects in organizations does not fret about limited time and resources. Unless appropriately managed, such hurdles can create troubles often leading to poor validity and reliability when conducting statistical analyses.
Because knowledge workers exercise a great deal of discretion in their work, it has become exceedingly important to management for knowledge workers to be energized and committed to the organization and to the work they do for it. In a word, they should be “engaged.”
By Janet Buckenmeyer In January 2015, the ISPI Board of Directors approved changes to the Bylaws regarding the Board structure. The changes included allowing a Board member to run for two consecutive terms and allowing a Board President to serve for two consecutive years. The purpose behind these changes was to ensure consistency of leadership […]
Evidence-based practice and research has been a dominant discussion within our literature. Clark (2006) explains that there is “considerable economic incentive for commercial organizations to embrace evidence-based practice” (p. 875).
One of the major issues in today’s world of work is often referred to as “engagement,” which refers to a supposed characteristic or quality of certain employees that accounts for why they go the extra mile, why they contribute more of their discretionary effort. We are told engaged employees work harder and they work smarter.
I am proud to announce a yearlong effort to create the ISPI Speakers Bureau is now ready for speakers and chapters to get connected. The vision for the ISPI Speakers Bureau started at the Reno conference in 2013.
Rethinking, Revisiting, & Reimagining Performance Improvement: Toward a More Reflective Practice in Performance Improvement
Typically in a performance improvement engagement, the practice starts with problem identification within the client’s organization and proceeds through data collection and analysis, determining and selecting the appropriate mix of solutions, designing the proposed interventions, implementing the proposed interventions, and ideally including reflection about the entire process.
Over decades, organizations have been fixated on performance management systems where individual performance is measured and rated. Managers are trying to improve the performance and productivity of people and yet, sometimes, without success.
This month’s column focuses on the actions-outcomes matrix. It is a tool for thinking about and examining what Tom Gilbert called “worthy performance.” The matrix suggests four basic kinds of performance issues. Let’s begin by reviewing “worthy performance.”
The awards season is upon us…no, not the Emmys or Grammys or Oscars…I am talking about our own ISPI Awards of Excellence. The Awards are a hidden gem for you as a practitioner, your work team, and your organization.