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Improving performance:
Leistungspotenziale in Organisationen entfalten /Hrsg.:
Klaus Wittkuhn; Thomas Bartscher. - Luchterhand 2001
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- Wittkuhn: Systems, Nontrivial Machines, Circular Causality, and Other Ghosts Haunting Performance Improvement Technology, In: Performance Improvement, Silver Spring USA, Number 3/2004
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- Wittkuhn, Schwarz, Bartscher: Improving Performance stellt die betriebliche Weiterbildung auf neue Füße, In: Grundlagen der Weiterbildung, 1/2003
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- Wittkuhn, Bartscher, Funk: Improving Performance - das Leistungsverhalten in Unternehmen fördern, In: Grundlagen der Weiterbildung, März 2002
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- Wittkuhn, Bartscher (Hrsg.): Improving Performance, Leistungspotenziale in Organisationen entfalten, Luchterhand 2001;
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- Wittkuhn: Improving Performance in: management und training, 2/2001;
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- Wittkuhn, Bartscher, Baumann: Improving Performance - muss es immer Training sein? In: managerSeminare 2000;
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- Wittkuhn, Bartscher: Das Leistungsverhalten in Unternehmen fördern in: WirtschaftsBild 13/2000;
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- Bartscher, Wittkuhn: Performance Improvement für Hochleistungsorganisationen in: Personalführung 9/2000;
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- Bartscher, Funk, Wittkuhn: Das Leistungsverhalten in Unternehmen fördern; Was steckt hinter dem Ansatz Improving Performance? In: Unternehmensberater 4/2000;
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- Wittkuhn: Die Verknüpfung von Organisation, Prozessen und Aufgaben - Performance Improvement in: REFA-Nachrichten 3/2000;
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PDL-Publikationen
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1) Serious Performance Consulting - According to Rummler / Geary A. Rummler - ISPI 2004 ISBN 1-890289-16-7
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2) Improving Performance - How To Manage The White Space On The Organisation Chart / Geary A. Rummler; Alan B. Brache - 1995 ISBN 0-7879-0090-7
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Aufsätze:
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Know Your Client's Business
Dr. Geary Rummler and Kimberly Morrill, M.A., posted February 2004 Article, Performance Improvement Magazine (Published by ISPI in the March Master's Series special edition)
A fundamental requirement of effective Performance Consulting is that the performance consultant know their client's business. Easier said than done? Not necessarily. In this paper we present a framework and demonstrate some tools to help you efficiently and effectively "profile" a client's organization.
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The Perils of Writing (and Reading) Histories of HPT
Dr. Geary A. Rummler, posted January 2004
This response to Tony O'Driscoll's July 2003 article, Learning from History: Chronicling the Emergence of Human Performance Technology, published in ISPI's Performance Improvement magazine, Geary describes his part in the history of HPT. In doing so, he corrects some incorrect information in the article and expounds on his beliefs about writing histories on living people. Included separately is a who's who of the people referenced in the commentary, which includes many of the leaders of HPT.
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From a Training Request to Performance Consulting
Mark Munley, posted March 2004
Article, Performance Improvement Magazine (Published by ISPI in July 2003)
Frequently, the need for assistance comes to the trainer or performance consultant in the form of a request for training. Understanding the interrelationship of individual performers to the processes they support and the organizations they work in is key to uncovering the true nature or cause of a gap in results. This article centers on a case study that turns a request for training into a systematic analysis that begins by uncovering the Critical Business Issue driving the request, identifying the gap in results and how to close the identified gaps. This analysis takes a systemic approach by troubleshooting the relevant performance system and illustrates how to find performance in a request for training.
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Employee Bill of Rights
Dr. Geary A. Rummler and Matthew Rummler, posted May 2002
Article, Performance Improvement Magazine (Published by ISPI in March 2002))
Company values - in the case described here, they have been used to seduce and recruit new employees and to rally the troops during operating crises. And in the final analysis, they were systematically violated or ignored by senior management in their rush to the life boats. Assuming for the moment that Value Statements have value, what can be done to them to add value? Minimally, it seems competence (executive, in particular) should be added as value. But our suggestion is to replace the Company Value Statement with an Employee Bill of Rights, which is included in this article.
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