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Time for some evidence-based management in UK

Published May 17, 2010 by Jo Jordan

Global Warming Ice Cream Van queue at Studland by Watt_Dabney via FlickrGet a lot more done by focusing intensely on a goal

One of the stunning results of psychological research of the second half of the 20th century is that goals and feedback raise performance dramatically.

Depending on our starting point, we can raise our performance between 10% and several hundred percent by focusing on a fixed target and getting timely feedback about how close we are to our goal.

Target & box-ticking culture in the UK

In Britain, goals and feedback have been adopted widely and are known here as targets and box-ticking.   Some people intuitively grasp there is something wrong with the system.  Others believe that we are somehow able to control doctors, nurses, teachers and police officers and GET MORE DONE.

What is wrong with targets & box-ticking?

You have to look no further than the work of British psychologist, John Seddon, to understand what has gone wrong.

Why do goals and feedback dramatically increase our performance?

A goal gives us a fixed point to aim at and an environment where we learn what makes a difference.  Feedback about our progress to our goals, preferably built into the task itself, helps us work out what works and what doesn’t.

Why do targets and box-ticking dramatically fail to raise our performance?

Targets (and box ticking) are not a system of goals and feedback. They are a plain old fashioned assembly line in which we perform simple movements at a set pace.

An assembly line was innovative in 1910 but it was overtaken by Toyota in the 50’s when they realised they could work much more effectively by throwing out the set pace “do it like this” methods and charging each person with investigating for themselves what works and what doesn’t.

University students routinely play the the “beer game” (and its descendants) to learn an important fact about assembly lines.  Fixed ways of doing things don’t fit the natural variety of life.  Too often what we do does not fit what is required.  Fixed ways of doing things generates errors.  Fixing errors is expensive.  Before long, we have a mess and our budgets are way out of control.

Would I try to drive from London to Edinburgh at a fixed speed?

Let’s take a simple example.  If I decide to drive from London to Edinburgh at a fixed speed, I quickly run into frustration I am much better off responding to variations in traffic conditions as I go.

Having a person plan my trip from an office in Cardiff, for example, might look good on paper but it doesn’t work.  It is far better to give me good maps, a sat nav, and breaking news about traffic conditions.

I can take a break earlier than intended to escape a tail back, for example. I can take a detour along back roads and drive further faster.   And other days, my trip will go smoothly along the full length of the M1, and I will arrive early.

That’s life. And it is cheaper, more enjoyable, and much more efficient that excessive planning.

Turning our GP’s and kindergartens in to assembly lines is so 1910

The attempt to turn every feature of Britain from GP’s offices to the kindergarten into an assembly line is very simply 100 years out of date.  It is time to supply the person doing the job with the information they need to do it.  They still need training, yes. They will value coaching; of course.  They could use data to explore their own effectiveness.

The job of a manager is to provide the information they need in a timely way.  The job of management is to provide data that tells us about coordination.  Where is the tail back?  Where is traffic heavy and about to cause another tail back?  Managers have (or should have) the overview that the person on the job, or driving the single car, does not have, and cannot have because they are busy driving.

Managers are responsible for the outcome of our collective decisions.  They are responsible for tail backs.  They cannot make decisions for each of us though.  They cannot.  It is not practical. And it does not work because the only way to tell us all what to do, is to tell us all to do the same thing.  And then our collective behaviour is not sufficiently flexible and adaptive and we get the very tailback that we were trying to avoid.

The way to avoid tailbacks is to keep each of us making our own decisions on the basis of relevant up-to-date information.

It’s harsh to say it, but if a manager does not understand that standardisation causes chaos, they should never have been appointed.  This is MGMT101.  It is taught in first year in university.  We learn it in the boy scouts.  We learn it when we organize a sleep-over.

A GP, for example, needs information on the state of health of their entire patient group.  Then they can allocate resources sensibly. Discretion to spend half-an-hour with a patient might lead to a well thought health programme that resolves dozens of problems.  Equally a frequent user might be distracted from unnecessary visits by non-medical interventions, such as family meeting.

A GP is highly motivated to work flexibly precisely because it helps them eliminate the queues.  No system thought out elsewhere will achieve that.  Instead, it creates dissatisfied patients who are not getting their issues dealt with and who then return to the system for more attention.

A goal of keeping these 2000 patients in good health is very different from a target of seeing 30 or so patients a day.  Feedback about the health of 2000 patients is very different from filling in forms about whom one has seen.

If GPS’s get everything done and every one healthy and go home early, is that wrong?  Emergency calls can still be routed to them at home.

It really is time to demand some “evidence based management”. If a government department wants targets, then let it set up properly conducted trials to compare their method with methods recommended by psychologists.  Not just Seddon. All psychologists.  It is time.

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Does it only take giving credit where it is due?

Published May 11, 2010 by Jo Jordan

Unfamiliarity or lack of collective efficacy

I’m fascinated by the panic induced by the ‘hung parliament’ in the UK.

Turning our urban soullessness into a village square

Earlier today, I went shopping in the TESCO superstore.  Those superstores are soulless and too big to shop in comfortably but in theory, everything is thereHat tip by deepglamour via Flickr.  My logic in darkening their doorway is that they have a fresh fish counter and I can find the rarer items, like popcorn and sea salt, that I can’t get in my local Co-0p.

The reality though, is that the marketers have taken possession of the store and goods are not longer in categories.  I wanted little capers and following the logic that older English people might have cooked  a fish pie in a forgotten world, I picked on elderly shoppers to ask if they had seen any.  The first person was looking for poppy seeds; the next was looking for butter beans.  I sent the second to speak to the first – he found his beans.  Then he helped me find vanilla extract for my porridge (next to the flour not next herbs and spices – that’s where you find vanilla pod).

What is the point of my repeating his minutiae of English living?  Well, it is this – when we work together, we both enjoy the shopping experience and complete it more successfully.  I also learned a lot about older people’s use of computers, family finances and the English diaspora.  Many English people have children and grand-children living abroad.

Do the English like being alienated?

And I learned about attitudes to politics.

As a general rule, English people don’t want to know about politics.  They change channels when politics come on.  They think I am daft for thinking the current negotiations in Westminster are very healthy.

When in doubt though, I think that when we put our minds together we can work anything out. And it is fun, too.  I would prefer to be wrong for trying to get people together than to wallow in learned helplessness.

But then maybe I don’t get. After all I was feeling depressed about the political system on election day and it is the current process that makes me feel the system work.  I could be wrong again.

The psychologically powerful factor called collective efficacy

Psychologically, trusting other people is a spiral-effect.  We trust, we act together, we succeed, we trust more.

Collective efficacy is immensely powerful.  Extending research in schools and the work of management theorists at Case Western, just emphasizing where we are competent and where we believe each other to be competent, will give us an economic boost.

Think 10%.  That’s a lot.  No amount of money thrown at a problem produces that effect.

But to get that effect, we have to take the first step.  We have to acknowledge each others competence.

We know other people are not good at everything. They don’t need to be.

We just have to hat tip what they are good at.

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To have created a window of opportunity is the British genius as producing Obama was the American genius

Published May 8, 2010 by Jo Jordan

A very British hang over!

Today, we still have a hang over. We agonized about how to vote and we trudged off to vote with sinking hearts.  Few of us voted for someone we really wanted to represent us.  We voted to hang parliament.  And we achieved our goal.  Somewhat improbably I think.  In a surprising example of the possibilities of crowd sourcing without central control, a highly irritated British electorate set out to hang parliament and achieved its goal.

Regretting that we did it our way?

This would be story enough but I noticed today that the #ukelection #ge2010 stream on Twitter is jumpy and nervous.   The politicians are doing their thing.  They seem to be acting responsibly.  Though the press have tried to exaggerate the odd moment, no one has made a rash intemperate move.   Talks are continuing.  Leaders and party members are consulting.  Discussants on programs like Any Questions are providing good thoughtful background pieces.

Why are those of us who wanted a hung parliament panicking now that we have it?

Making sense of success and failure is hard

I once did some research with a then-student, Phil Mlambo, on student politicians who elbow their way onto committees and don’t do what they promised.  This is a fascinating psychological phenomenon.  When we have gone to such trouble and made promises publicly, we should be motivated to do what we said we would do.  Though in many ways the opposite to pursuing a hung parliament and panicking when we get one, we may have something to learn from what Phil discovered.

Phil did a fantastic piece of fieldwork.  He tracked 50 student politicians who had made a public promise to do something for their group the very next day.  And he interviewed them again the following evening.  They had all started. They had all set off confidently with no doubt that they would do what they promised.   But only 50% succeeded.  The 50% who succeeded remained confident.  The 50% who failed were disconcerted and unsure how to interpret their experience.  Disappointed, frustrated & embarrassed, they felt they were to blame.

Phil took down the full story of their day and as we untangled events,  in every case, there was no sign of laziness.  Nor was there any sign of undue external events.  There was simply daily life mixed with inexperience and unexpected conditions.  The students had assumed the person they had wanted to see would be available. They had assumed goods they wanted to buy would be available in the quantity and sizes that they imagined.  In all cases of failure, students had been thwarted by a mixture of chance and an absence of contingent  thinking.

So here we are.  Surprised  by our success and alarmed by our success.  Are we just inexperienced and startled that we moved into the next stage of negotiation quite so easily?  Are we surprised that Plan A worked and now find ourselves without Plan A2?

Reflected best self

As a relative newcomer to the UK, I must say that I am impressed.  Migrants took a battering in this election and it might surprise Brits to know what migrants think of you.  OK, I tease a little.  Positive organizational scholarship has an interesting technique called “reflected best self” – RBS – not to be confused with the bank, of course.

In reflective best self, we take the good things that people say about us, and ponder on them.

A long standing migrant, who is now a  British citizen, told me that although the English are very inefficient (you do know people say that about you?), though the English are notoriously inefficient, when it matters they come through.

We have a very short election season here of 6 weeks.  I noticed  the quality of debate did pick up markedly but it was still weak.  By the time election day came around, I felt depressed.  I dragged myself to the polling booth bribing myself with the chance to use a pencil tied to a piece of string (yes, that’s true).

But when I woke late on Friday and heard the balance in power had been achieved, my first thought was “We have given ourselves a chance.”  I felt relieved.

Most of all I was amazed that the electorate had done what it said it would do.  That was a difficult feat.  I felt proud for the British.  My estimation of their ability, character and judgment shot up.   My sense of collective efficacy, my sense that people around me can and will do what they say, shot up.

To have created a window of opportunity is the British genius as producing Obama was the American genius

I am relaxed about the political discussions going on right now.  For the first time, I feel that the British political system works.  Yes, we have a period of hard negotiation to get through.  But to have created a window of opportunity is the British genius as producing Obama was the American genius.

I feel good, not in that heady I feeeel  gooood way that presages a fall.  I feel good in that way we feel when we are rolling up our sleeves and getting down to work.

Well done, Britain.  We are proud of you!

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Bad job descriptions . . . norm and embarrassment

Published April 29, 2010 by Jo Jordan

Do you want traffic to your blog?  Write about bad job descriptions!  I mean it ~ bad job descriptions.  See, I know how to do SEO.  Bad job descriptions.  People put bad job descriptions into Google.

Amazing.  But they don’t have to search far. Job descriptions are uniformly bad, spinny and scammy and show woeful lack of understanding of the purpose of a job.

In the throes of a general election, Britain, home of satire, has produced this wonderful spoof of the typical HRM effort at describing what we do at work. Jobsgopublic.

It’s funny, very funny, but not so much for the HR profession. When will we lift our game?

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Meeting of hopes & dreams: will that happen in this General Election?

Published April 27, 2010 by Jo Jordan

Affect images and political campaigns

“for the student who seeks to learn; the voter who demands to be heard; the innocent who longs to be free; and the oppressed who yearns to be equal.”

I badly want to hear candidates in the general election describe “we the voters”.  I so badly want to hear.

I want to feel the “throbbing resonance” of shared beliefs, shared purpose and shared hopes.  I want to feel the protection of an arm around me as we whisper our fears.

As a relative newcomer to UK, I want to hear the shared mythology that long time residents share and reassure them we are in this together. I want to see their shoulders relax and their eyes light up.

We are a different place from the US and we are on a different journey.  And maybe in my noobe status, I am not hearing what is being said.

Maybe though we are going to have big surprises when the results are announced.  Maybe too social movements like Hang_em will take off.

What do you think about the connection between the politicians and the voters?  I’d love to know.

QUOTATION FROM: Barack Obama addressing the United Nations Wednesday 23 September 2009

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I am a geek. I watch politics. But the leaders’ debate was boring.

Published April 16, 2010 by Jo Jordan

It wasn’t as boring as we expected

It’s a cultural thing.  Brits were surprised their politicians weren’t dead boring.  The debate wasn’t quite as boring as watching Congress pass the Health bill but I did switch over to the The Huff Post to read about Obama at NASA announcing 6bn for commercial space flights.  Now that is exciting!

But it was boring

Truthfully, I am a geek.  I watched Congress pass the Health bill.  Of last night, I can remember except marveling at a newspaper picture of the 3 contenders’ ties.   I wonder what women would wear?

I was also amazed at how nervous the leaders were.  So much for our adversarial system of public life.  It scares the most competitive of us silly.

So morning after.  What can you remember of what the leaders said?

So what happened in Britain yesterday to rival 6bn for commercial space flight and the introduction of SDR’s by IMF.  Three pale male and stale in brightly coloured ties said  . . . .?

Oh, and an Icelandic volcano shut down our air space.

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Would I ever vote for the right?

Published April 9, 2010 by Jo Jordan

Why the right make me shudder

I have some right wing friends. Really I do.  But I generally don’t like their friends.  Right wing people tend to have potty mouths.  Even when they have developed smooths and smarts, their general dislike of people shines through.

It’s funny. They claim to be worldly.  The truth is that they have a overweening need to feel superior.  They like races because someone loses.

Is competition so bad?

The trouble is that the right are such sore losers themselves.

I accept their equally scathing view of the left.  They think we are too idle to be competitive.  It’s true that we sometimes won’t have races in case someone loses.  It is not a slander.  We do believe that we can’t have losers when we our people can’t stand losing.

If we are to have races, then we must love losers.  We have to be grateful to them.  If we have a basic need to dislike people, then we have trouble with this basic requirement of sportsmanship.

We can’t have competitive systems for people who are bad losers

Uh-uh.  Giving races to people who don’t like people is like putting a free bar in front of someone with a track record of drink driving. It’s daft.  Remove the temptation.  Serve a good soft drink first.  Serve food.  At least charge cash for the second drink.

Am I being nanny-ish?

I don’t think so. I am being worldly.

I was once told by someone living in France that you cannot serve alcohol there without a meal within a defined distance of a motorway.  Of course, the customer might not eat the food. But they have to pay for it.  And so they might as well eat it.  It’s French food after all.

I like the Australian habit of tracking down the person who sold alcohol to the drunk driver.  Yes.  Take responsibility for your actions.

We can’t give races to people who are addicted to racing yet don’t know how to lose.  We can’t vote for the right because far too many people on that side just don’t like people. 

We can’t vote for the right because they don’t take responsibility for the effect of their races on the losers.

When might I vote for the right?

We’ll vote for you when your policies tell us what you will do rather than what you will do to us.  I want to hear how your policies limit you not me.

Of course, you say that about the left too.  It is true that the authoritarian left likes being in charge.  We must be careful only to put in charge those people who bring a substantive vision and administrative competence

But will I vote for someone with substantive vision, administrative competence and an need for 95% of the population to lose so they can win.  No.  How can I?

I need a substantive vision, administrative competence and a set of races where losers and winners are different every day and are all part of the after race party.

I need all three attributes in a politician but the first two can never outweigh the third.  Whoever designs the race must take responsibility for the effect on the losers.

Right now in Britain though we are going to go broke if we don’t find fair leaders who have vision and administrative competence.  And so we must ask the question.

How are we holding the conversation to produce such an purposeless election?  How can we be contemplating a government who doesn’t even feel responsible for all the people of Britain and the effect of its decisions on people who had no control on the design of the race?

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Be prepared! Tips for driving in snow?

Published December 17, 2009 by Jo Jordan

Were you a Brownie, Cub, Scout or Guide?

As a girl, I was a ‘Brownie’.  I love the “Be Prepared’ part.  I like thinking up a plan and making it happen.

It’s snowing in UK

This morning I set off for London knowing that snow was expected.  I left London earlier than usual and found I rather like driving in snow.   Cars slow down and observe a decent stopping distance!

And I had prepares, a little.  I had a sleeping bag and a flask of hot water just in case!

What are the tricks of driving in light snow?

But what I hadn’t expected was losing my brakes.  A car in front of me slowed down and I tried to as well.  Aha!  Judder judder.  Nothing but judder.

I pumped the brakes thinking I could dislodge some ice.  Nothing happened.  I just closed on the car in the front of me.

So I hastily started to change down (we have manual shifts here) and looked left and right to pick a snow bank to skid into if the gears didn’t slow me down.

I did slow down, thankfully. And this happened again several times.

So much for being prepared!  I realized that I know nothing about driving in snow.  I need to find out!

Competence matters in this world.  It really does!

PS  I took 1 hour 50 minutes to get back in snow driving most of the way at 25 miles an hour.  Going down to London in fine weather this morning took 2 hours 15 minutes much of it at 5 miles an hour.   Snow has led to efficiency!  I just need to develop a good mental model of safe driving.

Any tips?

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6 questions that I ask professional career coaches

Published December 11, 2009 by Jo Jordan

Where were you the day Lehman’s crashed?

I had spent a long day sequestered in an office building in London. Coming out into the dark evening, I was surprised to see a serious story in the free newspapers handed out at the entrances to the Tubes.

The 158 year old bank, Lehmans had declared bankruptcy and 10 000 financiers, bankers, clerks and support workers who arrived at work on the prestigious Canary Wharf were told they must cease trading and clean out their desks.

Our response to abrupt crisis

Abruptly losing your job and your livelihood is not a disaster but it is certainly a crisis. Some of Lehman’s employees may have taken the first plane out to a sunny beach, but most of them would have sat around the next day wondering what to do. The day after would have been a day of rumination. What went wrong? Could it have been avoided? Who is to blame? And, ultimately, what should they do to retain the same income, status and meaning in life.

Career coaches and people in career crisis

Many career coaches will see erstwhile employees from Lehman’s and may have seen some already.

Proxy career coaches in the form of doctors, bank managers and employment agents will see them sooner. What is the best advice that we can give Lehman employees and all others whose way of life comes to an abrupt, surprising and juddering stop?

What it feels like to be in a career crisis

The first thing we need to remember is being laid off is a rude shock. Having had no preparation for the event,

  • Ex-employees do not know what to do
  • Ex-employees panic
  • Ex-employees want it to be ‘all OK right now!’

Our task as career coach

Ex-employees may have no experience or training in damage control. They may be have no experience in managing their own emotions and attention. This is our task if we are to help them succeed. We must help them to

  • Regain emotional equilibrium
  • See the solution
  • Regain control

What we will achieve as a career coach

We are not, though, going to make it “all OK right now”. Our clients will want us too.

A year ago when Lehman’s crashed, even the pundits thought we might spring back to normal like a new elastic band.  But, for most people, the early teens of the 21st century will be a time of enormous transition. A country with a GDP of 1.4tr cannot dole out 1.0tr without having to make some adjustment.

Yet there is a flip side to a bad situation.  When your house has burnt down so to speak, there is little point in building one that is exactly like the one before. We build a better one.

Our challenge as a career coach

In the early stages, when our clients want everything to be OK, when they are in the first of the five stages of grief – denial – they will not want to work through the long hard slog of rebuilding.  They will want everything to be bounce back. We have to work with them even though they are in no mood to work.

Helping them find any foothold as they work through their grief is important. Listen to them. But also help them keep moving. They have a lot of rebuilding to do and every small step will be important when they emerge from the emotional turmoil further along the line.

The career coaches that we need

Coaches who can do more than say “aha” are needed now. We need coaches who can help people take baby steps while they are overcome with emotion.

6 questions I ask professional career coaches

It is amazing that this is not taught on work psychology degree programmes.  These are the first 6 questions that I ask professional career coaches.

  • How do we work with people overcome by grief?
  • What practical steps can any of us take when our career and life has fallen into an untidy heap?
  • How long does it take to rebuild a career mid-stream?
  • How soon can we introduce the idea of rebuilding a better career to a client overcome by grief?
  • How many people really do rebuild a better career after such a disruption?
  • What distinguishes those who begin that project from those who don’t?
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Don’t achieve your goals! Enjoy them. They’ll be gone far too soon!

Published December 5, 2009 by Jo Jordan

I Want Rhythm Not A To Do List

When I was young, I loved To Do lists. What a buzz! I would list everything I had to do, set a priority and set about ticking it off!

I loathe To Do Lists now. I threw away my diary years ago when I worked on an MBA programme and the lecture times changed so frequently that my diary looked like a dog’s breakfast!

Now I like a rhythm. I like to sense the time during the week, the month, the day, the year that I should be doing whatever I should be doing!

Rhythmless Britain Where Seasons  Take Us By Surprise

It is difficult to dance through life in Britain. Bills arrive at odd times and are paid at odder times. The tax year begins on the 6 April – why? Who knows. There is no rhythm to anything. People even seem surprised when winter approaches. “It’s cold”, people say. It’s December. What did they expect? I know what I expect.  “Good!  It is cold.  Now I can  .  .  .!”

My Seasons By The Bottle

I want my life to be a dance with my goals. Like these bottles at the Vesuvius Cafe on Canary Wharf in London. 52 bottles laid out in 12 sets, I want to mark the passing of the seasons with the right wine and the right food. I want to celebrate the seasons of life by going to the market to buy food in season and cook it with a sense of adventure.

I want my head around learning to dance with life. I don’t want to spend my time chasing the clock and ticking lists. Lists and clocks lower quality of life as surely as squalid air travel and grubby packaging around supermarket food!

It is not only Luddites who like to savor life

Now believe me, I am no Luddite. Never have been. I like progress. I like thinking up better ways of doing things.

But I want to savor life. I want to have time to listen to people. I want to notice the seasons and enjoy them, not complain about them.

To represent the season of my life, I have a handful of goals

I’m not sure I have the system right, but at any time in our lives, I think it is good to have 3 to 5 ‘goals’. When I was in New Zealand, I had 3.  I had my rather large university course.  I had settling in a new country.  And I had departing from an old country. That’s enough! What didn’t fit into those three folders had to be put aside.

Now I have five ‘goals’ ~ I wish I had three but I have 5!

  • I have settling in a new country
  • I have my writing ~ this blog mainly
  • I have my community and town of Olney
  • I have my next website supporting career decisions
  • And I have the website I want make – a gratitude site.

My goals change with the season of my life

In due course, the season of settling in (another) new country will pass and my goals will change.

For now, I can ask whether what I am doing helps me learn how to achieve these goals. What do I learn about my own thinking? What do I learn about my overall story from each of these goals and the way they come together?

It is the way I explore these 5 goals that will give me the rich life that I take into the next season as surely as my summer harvest must be full to provide a good autumn and a good Christmas supports an energetic spring.

I’ll achieve my goals better if I slow down and explore them well

My goals are a framework to coddle my efforts and softly support the tentative explorations of the land in which I live.

The way I explore my goals determines how well I meet them.  To explore them well, I must make plenty of space for them and stop rushing around being in a hurry.

Put that to do list aside!  What are your goals?  What are you learning about how to achieve them.  Enjoy!  In a few years, these goals will be gone from your life and replaced by others.

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