But whatever their outcome, we know we’re onto a winner.
Here’s why:· Whether the assumptions are validated or disproved, we’ll have harvested valuable evidence to inform the next iteration of our performance management prototype.· We didn’t dwell on or dissect problems, instead we focused on what’s already working, putting us in good stead to inspire behaviour change organisation-wide.· Fluxx’s lean approach to solving problems both inside organisations and outside with customer has its own stack of evidence for success. For more articles like this, follow Fluxx on Medium.
’ ‘Where is motivation, collaboration and team-work thriving?
’Said another way, we set out to find ‘sweet spots’ — successful demonstrations of effective employee performance already living within the walls of the organisation.
As the UK’s largest independent producer of official statistics informing the country’s most important economic, societal and decisions — getting it wrong was not an option.
So in a workshop with key cross-departmental stakeholders, we prioritised our risky assumptions. If managers could design their own approach to managing their team, their team would be more effective.
And that’s just what we did with ONS.t’s easy to talk about what’s not working. But you can have a deep understanding of failure and still not know how to create success.
So rather than take the traditional problem-centred approach and ask, ‘what’s preventing our employees from performing their best?
This saves you the time, money and energy you need to focus on your flagship market.
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