Broadening Knowledge Base LO5205

Orbis (74363.3637@compuserve.com)
29 Jan 96 14:38:37 EST

Replying to LO5181 --

My input to Diane Korzeniewski's questions, and Diane, I have no problem
this being shared with other members of your team.

She asked:

> Do you feel there should be a method of assessing employee behaviors
>vs. that which is expected, in a way that will make it objective, or as
>objective as possible?
>In other words, how can we minimize subjective assessments, which can lead
>to confusion when working for different supervisors (transfer).

Because behavior can be, and is. intepreted in many different ways (Ladder
of Inference concepts,) I am not sure we can ever guarantee that any
assessment of it will be fully objective. This is further complicated by
the fact that different behaviors can apparently produce the same results.
However, I have always found it useful, when both giving behavioral
feedback, and teaching others about it, to use the chain of: Behavior --
Consequences -- Results (short and long term).

In my experience, a lot of assessments and discussions about behavior go
straight to the actual behavior and fail to make the above linkages. Then
they can deteriorate into arguments about which behavior is the "correct"
one. In given situations, a range of behaviors can often produce the same
results but the consequences of those behaviors may leave a legacy that
will affect future situations. A team leader may obtain a decision and
apparent agreement within a meeting but his/her style will have soured
future interactions. A customer service rep. may give me the answer I
need, but his/her style will have left me with a bad feeling about the
company.

Behavioral assessments and feedback need to help people understand the
consequences of behavior and its impact on both short and long term
results.

> Would you consider "interpersonal development" the same as "personal
>development?" For example, a lack of certain skills affect only me and my
>value to my employer (or any other employer). However, a lack of other
>types of skills (interpersonal) can affect the level of effectiveness
>between a designer and engineer or members of a team.

In many companies the use of "personal development" relates to development
focused on the person's career and personal ambitions, as distinct from
"job" development. While "interpersonal development" typically relates to
the types of situations you reference, and is becoming more important for
most job holders because of team and customer situations etc. So we find
that such interpersonal behaviors are "mandated" and included in
assessments and training curricula.

>When it comes to personal development, what kind of behaviors would you
>mandate? How would you measure these behaviors objectively?

Given the above, many companies may not reference "personal development"
behaviors within specific job competencies, but will reference their
importance in maintaining employability and as an indicator of
self-empowerment around change and careers.

--
Peter A. Smith
Orbis Learning Corporation
74363,3637@compuserve.com

"Individual learning is a necessary but insufficient force for organizational learning." Argyris, C. & Schon, D.A.