Performance Support - System Analysis Flashcards
Systems thinking in organizations
the process of understanding how things influence one another within a whole; in orgs, systems consist of people, structures, and processes that work together to create an effective organization
The connection between systems thinking and performance improvement
it examines problems holistically to identify the underlying relationships causing the problem in order to find the best place/way to create an effective performance solution
Because performance improvement introduces change into a system, systems thinking helps TD professionals understand the effects it will have on the whole system and on business results
Many problems are ________ and a simple solution may not actually be so simple. Any actions taken may have other ________ that may make the overall situation worse.
When dealing with a complex system and its many interdependencies, the main objective is to look for ________ (6 words) , remembering the ________ of all people, processes, equipment, and materials in a system.
System boundaries are defined to reduce the problem’s ________ and maintain an analysis focus. Boundaries that are defined too ________ create a complex analysis. Boundaries that are defined too ________ lead to a localized analysis, possibly excluding significant variables.
An ________ system can be influenced by events outside the system; a ________ system is self contained and outside events can have little influence upon it. In reality, many things are a mixture of ________ and ________ systems.
In a complex system the influence may not be found ________ the ________ .
________ behavior will usually get worse before it gets better.
Many of the interconnections in a system operate through the flow of ________ . When improving a process, determine ________ the information exists.
The ________ ________ part of the system, its function or purpose, is often the most crucial determinant of the system’s behavior.
Everything humans think they know about the world is a model, but the models fall short of fully representing the ________ ________ .
complex; consequences
the best places for performance solutions; interconnectedness
scope; broadly; narrowly
open; closed
near; symptom
resistance
information; where
least obvious
real world
Changes to org systems have a cyclical effect on what? Change affects this, and in turn, this affects the solutions implemented.
Org culture
Cultural and global factors that can influence org systems
- economic factors, such as pricing and local currencies
- social interactions, such as the norms of society and local practices
- traditions, such as local holidays
Why do many org transitions fail?
Because management didn’t consider the human factors in merging different cultures
4 stages of people going through transitions, such as mergers and acquisitions
- Disengagement
- Disidentification
- Disorientation
- Disenchantment
What is disidentification during org transitions?
a reaction to change when employees believe they have lost their identities and become vulnerable
What is disorientation during org transitions?
A reaction to change when employees are lost and confused, do not know where they fit in, or what they think.
Because they don’t know the priorities or direction, they spend time determining what should be done instead of how to do it.
What is disenchantment during org transitions?
A reaction to change distinguished by the feeling of being disappointed with something and no longer believing that it is good or worthwhile.
In change management, disenchanted employees may become negative or angry and seek support.
A reaction to change distinguished by the feeling of being disappointed with something and no longer believing that it is good or worthwhile.
Disenchantment
A reaction to change when employees are lost and confused, do not know where they fit in, or what they think.
Disorientation
a reaction to change when employees believe they have lost their identities and become vulnerable
Disidentification
During this stage of org transition, employees don’t know the priorities or direction, they spend time determining what should be done instead of how to do it.
Disorientation
During this stage of org transition, employees may become negative or angry and seek support.
Disenchantment
What are two key types of knowledge that are needed during the business analysis stage of the ATD’s performance improvement model?
Industry knowledge and organizational/corporate knowledge
What is the purpose/value of collecting broad corporate knowledge during the business analysis stage?
This info identifies important business goals and where the org is not achieving these goals; it also gives the TD professional a broad overview of the org, which helps TD professionals determine where successful change can happen
What are examples of broad corporate knowledge inputs? (6)
- the industry segment
- organizational structure
- formal and informal power structures
- knowledge transfer
- how the organization might affect its own industry
- potential changes
What are examples of industry knowledge inputs? (2)
- the competitive environment and what the organization’s competition is doing, as well as new and emerging technologies, innovations, market demands, and so forth
- compliance issues, such as health, safety, and financial reporting requirements by industry, country, or region
What is the ultimate goal of organizational learning?
to acquire the ability to successfully adapt to changing environments, increase efficiency, and be more competitive
What are the 4 ways orgs gain knowledge through experience?
- Individual learning
- Team learning
- Organizational learning
- Inter-organizational learning
Individual learning
individuals learn skills or ideas, and implement or transfer the new knowledge to their work
May or may not share that knowledge with others; if they leave without sharing their knowledge, org loses it
Team learning
individuals within a team acquire and share their experience and knowledge with others
If the group uses this information to modify their future actions, group learning has occurred, which promotes teamwork.
Senge’s 3 dimensions of team learning
- think insightfully about complex issues
- take innovative, coordinated action
- create a network that will allow other teams to take action as well
