Page 51 - Making Instruction Work

chap 4 3/4/97 4:56 PM Page 39

performance analysis 39

Inst: Yep. It’s another case of performers being
soundly punished for doing the very thing
they’re expected to do, and rewarded—with
overtime pay—for doing what they aren’t sup-
posed to do.

Dean: No wonder they don’t do what they’re sup-
posed to do—and know how to do. What do
you suggest?

Inst: I suggest you talk with the managers who
brought this up, and gently ask them the ques-
tions that will make it clear to them that com-
pany policy is getting in the way of desired
performance. I’d suggest you try to lead them
to see that the solution to this problem isn’t
instruction, but a change in the way perform-
ers are treated when they do what’s expected
of them.
As pointed out earlier, everyone who is concerned about the
performance of others needs to be able to use the performance
analysis procedure.

To Learn More: See Resources #4, #6, #7, and #17. (The “Use-
ful Resources” list can be found at the back of this book.)