This sketchcast from Dan Pink covers the same ground as his TED talk that I posted a few weeks ago, but it is more succinct and direct so I wanted to share it.
When we look at what drives kaizen and continuous improvement, it is important to understand what motivates people to find a better way to do the work.
As we try to alter the dynamics of the way an organization functions (a.k.a. “change”) it is equally important to understand that tying people’s bonuses to their willingness to adopt “the new way” may get compliance, but it is unlikely to motivate true commitment.
What we call “performance management” in its various guises seems to be the worst possible way to get the most from people.
HR professionals – especially the ones who are pushing these networked web-based “performance management systems” – I have a question. What is the intended purpose of these systems? Is it developing people or driving compliance?