1. Judgement
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2. Judgment
Judgment of people
Having a prejudice or bias towards someone
Not verifying assumptions about motives, thoughts
Not being objective – in particular under cover of objectivity
Associating preferences towards people with their performance
Reasons to avoid judgment in feedback and appraisal
Avoiding perceptions of treating unfairly
Would create needs for manipulation and hesitation for open dialogue
Make things look better than they are
Hide information
Avoid creating unnecessary pain
Making a mistake or missing out on performance is a failure in itself
Having the opportunity to improve gives a chance to recover
Being disliked or treated differently because of a mistake creates pain
Avoid taking wrong decisions or making wrong choices
How can bias be a good KPI to make decisions upon?
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© Copyright PARTICEPS 2005 2

3. Judgment
Judgment of situations, discernment
Providing an aggregated appreciation of a complex of elements
Judging the chances on peace in the Middle East
Judging the overall status of a complex project
Judgment on reasons for levels of performance
Judgment on reasons for behaviour of a person
Really a replacement for a more objective appreciation when not available
Reasons to judge after analysis
The brain has difficulty to analyse and judge at the same time
If judgment creates emotion, the analysis can suffer
If judgment creates negative emotions (fear/anger), the analysis will suffer
This is true for managers and collaborators
So do not judge ‘real-time’, but give descriptive feedback real-time AND / OR
Analyse and come to a balanced judgment of the complex of factors afterwards
Build in checks into actions plans, to verify the judgments, and adjust: keep it as objective
as possible
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© Copyright PARTICEPS 2005 3