Tag Archives: process

Mastery at Work – Focused Attention


An important component for Mastery at Work is ability to focus attention and concentrate on particular activity or task for a given period of time.  Focused attention is the ability to focus on one activity without being distracted by other stimuli. Attention can be automatic or self-regulated.

Routine and repetitive tasks generally require scant attention; this is where automatic attention comes into play. Automatic attention is relatively inflexible and it cannot cope with the unexpected. A process which is very well defined and laid out for employees generally requires automatic attention. As result of routinely doing the same activity as per process. While this minimizes errors, it gives raise to inability to inability to cope with sudden and unexpected situations.

On the contrary, self-regulated attention requires focusing voluntarily on the present moment, on the task on hand. It requires a person to be open to new learning experiences, accepting of themselves and the situations they are in and also being curious about things around them.

Self-regulated attention or sustained attention is also our ability to avoid distractions which could be both external (noise, light etc.) and internal (thoughts).  It is important to understand that distractions lead to waste of time and reduce productivity, they deeply inhibit our ability to immerse ourselves in learning, creating new ways of working as well as prevent us from getting into flow of things.

Biggest issue with distractions is it has a profound impact on our ability to reflect and gain deeper insights into any subject.

What does focused attention require? Being focused requires will power and self-control.  The will power to maintain focused attention and self-control to get it back the moment you detect your mind drifting from the work you are doing. This kind of awareness is called meta awareness. The key to focused attention is training your mind to realize the drift happening and the ability to get in back to object of focus.

Last but not the least, experts in any subject are great at focused attention and are great planners and executors while novices in any subject generally concentrate on getting routine tasks done and are generally people who execute on the ground without really putting in efforts in planning or understanding the nuances of how it works! Be an expert, be Focused!

 

 

 

 

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Performance Analysis – Rummler and Brache’s Organizational Level Analysis


The  Rummler and Brache’s Organizational Level Analysis is based on two core concepts:

  1. The Three Levels of Performance.
  2. The Three Performance Dimension.


The Three Levels of Performance:  Consists of monitoring performance at Job/Performer level, Process Level and Organizational level.  These three levels are intricately depended on each other. Any change in strategy will result in change in process and which in turn will change the job responsibilities at the person level. Failure to successfully link the person-process-organization will result in poor performance.

The Three Performance Dimensions: The three performance dimensions are goals, design, and management. It is important to have job/performer linked to clear goals, similarly it is important to have goals defined for the process as well as the organization.   Apart from having clear goals, it is very important to have robust design at each level. A process which is robust in design is able to operate efficiently under various conditions.  Designing processes which are robust, scablable and reliable is very important in order to avoid making the process “person-dependent” on one hand and to build an organization which can withstand the pressures of constantly changing business environment on the other hand. Having good management at all the levels ensures that the organization is able to thrive and withstand challenging situations in business environment.

Rummler and Brache’s link the three levels and three dimensions to form the “nine boxes model.”

The Nine Boxes Model
Goals Design Management
Organization Strategy, operating plans, and metrics. Organization structure and overall business model. Performance review practices and management culture.
Process Customer and business requirements. Process design, systems design, and workspace design. Process ownership, process management, and continuous improvement.
Performer Job specifications, performance metrics, and individual development plans. Job roles and responsibilities, skill requirements, procedures, tools, and training. Performance feedback, consequences, coaching, and support.
The Nine-Boxes Model links the Performer to goals in form of Job specifications, performance metrics, and individual development plans. It links the Performer to Design in form of Job roles and responsibilities, skill requirements, procedures, tools, and training.  It links the Performer to Management in form of Performance feedback, consequences, coaching, and support.
The Nine Boxes model links the Process to goals in form of Customer and business requirements. It links the Process to Design in form of Process design, systems design, and workspace design. It links Process to Management in terms of Process ownership, process management, and continuous improvement.
The Nine Boxes model links the Organization to Goals in form of Strategy, operating plans, and metrics. It links the Organization to Design in form of Organization structure and overall business model. It links the Organization to Management in form of Performance review practices and management culture.
The Rummler and Brache model is one of the most effective way of linking the Person-Process-Organization.
More information on the same can be read from the following links:
In the ensuing blog, we will be discussing Philips Analysis Need!
Happy Reading!

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