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Individual Performance For Groups


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Staffing means evaluations, and evaluations mean having qualification criteria. If candidates are going to be both good and also stick around, they will change - so criteria must make sense of that from the start.

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Individual Performance For Groups

  1. 1. Individual Performance for Groups
  2. 2. Staffing organizational capability Concepts such as skills, talents, competencies, experience, etc. are often difficult to use consistently because they carry generations of precedent without precision or a single source, as well as being overgeneralized as synonyms. Additionally, the pressure on organizations to address continual frequent change has largely undermined the conventional value of prescriptively matching tasks-to-responsibilities, since agility is now a critical success factor and often means group structures must be highly dynamic. Scope of readiness is what now matters, and it requires knowing why things may or may not be adaptable. Still, the problem at hand is to identify what is needed to be known about an individual who should have a beneficial impact on a group that operates under performance pressure. The design of the group need not necessarily be pre-fixed nor improvised. But the “internal” logic of the group should support a group’s capability within known responsibilities. The following describes factors that are known to be high-impact in both developing capabilities and in recovering faltering capability. Equally applicable to both situations, the description emphasizes how value is architecturally derived when needed, and how its omission or erosion is analytically diagnosed to find root cause(s) to resolve. Logically, a “group” is a “set” consisting of one or more individuals in roles. Group capability comes from the action of roles; individuals have attributes that correspond to the requirements of a role. In run-time reality, an individual’s roles in a group can change, and that changing should be manageable.
  3. 3. • Worth: measurable benefit of the value • Value: the type of measurable importance of actual impact • Performance: ratio of actual impact vs. intended impact • Execution: degree of completeness and compliance to expected operation • Production: functional accomplishment of the range of necessary tasks MOTIVATIONAL • Initiative • Skill • Talent • Aptitude SENSORY / CONDITIONAL • Competency • Awareness • Persistence • Predisposition PERCEPTUAL /OPERATIONAL • Creativity • Adaptability • Co-operativeness • Intelligence EFFECTIVE AFFECTIVE ATTRIBUTES LEGEND • sustainable • manageable • applicable • discoverable Highly affective people are game-changers; highly effective people are masters ©2018MalcolmRyder/ArchestraResearch
  4. 4. SUPPORT Mainly production MANAGE Mainly execution LEAD Mainly performance Role Profile: any role has an “area” of assigned influence; the influence accounts for the interactions with other roles. The arrangement of desired interactions models the group. The group model constrains individual roles. 1. When is a group necessary? 2. What roles make the group function well? Role Dimensions X-axis Y-axis Z-axis ©2018 Malcolm Ryder / Archestra Research
  5. 5. MOTIVATIONAL 1. Initiative 2. Skill 3. Talent 4. Aptitude SENSORY / CONDITIONAL 1. Competency 2. Awareness 3. Persistence 4. Predisposition PERCEPTUAL /OPERATIONAL 1. Creativity 2. Adaptability 3. Co-operativeness 4. Intelligence Disengaged Stubbornly habitual Rogue or Disruptive Inspiring Reliable Visionary Worst Case: Best Case: Affective Value: Range ATTRIBUTES LEGEND 1. Sustainable (criticality; strategic) 2. Manageable (compatibility; feasible) 3. Applicable (potential; viable) 4. Discoverable (default) Highly affective people are game-changers ©2018MalcolmRyder/ArchestraResearch
  6. 6. MOTIVATIONAL • Initiative • Skill • Talent • Aptitude SENSORY / CONDITIONAL • Competency • Awareness • Persistence • Predisposition PERCEPTUAL / OPERATIONAL • Creativity • Adaptability • Co-operativeness • Intelligence Worst Case: Unprepared Effective Value: Range Best Case: Commanding Contributor Maintainer Driver Highly effective people are masters ATTRIBUTES LEGEND • Sustainable (criticality; strategic) • Manageable (compatibility; feasible) • Applicable (potential; viable) • Discoverable (default) ©2018 Malcolm Ryder / Archestra Research
  7. 7. Group Modeling Individual One or more types of Roles One or more types of interactions One or more types of abilities Abilities are expected of (“belong to”) the group, to address requirements. Attributes Success factors ImpactsBest Case: ©2018 Malcolm Ryder / Archestra Research
  8. 8. Archestra notebooks compile and organize decades of in-the-field empirical findings. The notes offer explanations of why things are included, excluded, or can happen in certain ways or to certain effects. The descriptions are determined mainly from the perspective of strategy and architecture. They comment on, and navigate between, the motives and potentials that predetermine the decisions and shapes of activity as discussed in the notes. As ongoing research, all notebooks are subject to change. ©2018 Malcolm Ryder / Archestra Research ©2018 Malcolm Ryder / Archestra Research