Drawing a straight line from one point is practiced by some managements. The presentation gives few examples of such ill-practices. Because of the faulty measurements of performance both individuals and teams suffer. The presentation offers a new perspective for teams as a social phenomena to enhance measuring the performance of teams.

1. METAPHORS
FOR WRONG
MANAGEMENT
ALI ANANI, PHD

2. I dedicate this presentation to
Rajendra Grewal for being an inspirer
and provider of ideas, relevant
published work and timely comments.

3. The story of an employee who reports early to
work is funny.
The DG walked early morning in an employees’
office. The employee was not in but his jacket,
lighter and eye-glasses were there. The dg
thought the employee was in the bathroom. He
sent him a congratulatory letter. It turned out that
the employee deliberately left these items in
office the night before so as to give the illusion he
was at work.
THE WRONG EMPLOYEE

4. My friend never smoked a cigarette and yet he
died out of cancer. So, smoking doesn’t cause
cancer
TWO WRONGS DON’T MAKE RIGHT

5. My friend never smoked a cigarette and yet he
died out of cancer. So, smoking doesn’t cause
cancer
A student answers a question correctly- the
new teacher draws a line that he is smart.
TWO WRONGS DON’T MAKE RIGHT

6. My friend never smoked a cigarette and yet he
died out of cancer. So, smoking doesn’t cause
cancer
A student answers a question correctly- the
new teacher draws a line that he is smart.
Give a questionnaire and get one response-
draw conclusion that 100% of the surveyed
approved or disapproved a certain issue.
TWO WRONGS DON’T MAKE RIGHT

7. A friend told me that the best time to publish
on slideshare is tuesday afternoon, based on
the success of his only one presentation.
I took his advice. I got views well below
My average
PUBLISH ON TUESDAY

8. Worker performance in one month
Retreated- warn him/her
Wrong assumptions based on one month
performance
WRONG DECISIONS LEAD TO
BIGGER MISTAKES

9. Performance has a peak curve. Little changes
near the peak cause drastic changes in
performance
Stressing the employees to assume improved
performance is misleading
Even worse is the assumption derived from
one month result is extensible to a
peak-shaped performance curve.
TIPPING POINT OF ERRORS

10. LEVEL OF STRESS
OPTIMAL
PERFORMANCE
PERFORMANCE
TIPPING POINT OF ERRORS

11. CONSEQUENCES
Wrong decisions based on one measurement
lead to wrong conclusions

12. Even straight lines may bifurcate
(Branch out) into two or more lines

13. Human performance might bifurcate into
different paths at certain tensed situation.
Assumptions of straight line
Continuity is wrong.
TIME
PERFORMANCE TENSION POINT
STABLE
STABLE
UNSTABLE
STABLE
PERFORMANCE

14. LINEAR PERFORMANCE

15. PERFORMANCE SWINGING BETWEEN TWO LEVELS
1ST LEVEL
2ND LEVEL
TWO LEVELS OF PERFORMANCE

16. There is no predictable correlation
between the past behaviors of the
system to its future behavior.

17. UNPREDICTABLE PERFORMANCE

18. The performance of employees does
not progress necessarily in
A linear fashion

19. Interaction of employees may lead to the
emergence of new behaviors and attitudes.
FURTHER CONSEQUENCES

20. Interaction of employees may lead to the
emergence of new behaviors and attitudes.
For example, a new team member may not
produce his best initially.
He/she has to acclimatize with the new work
environment. His/ her early performance is
below bar. Extending this performance linearly
to the future will be misleading.
FURTHER CONSEQUENCES

21. EXTENSION
TO TEAM
MANAGEMENT

22. May be we need to look at teams in a new
perspective that is not based on the forming,
storming, norming, performing and adjourning
stages (tuckman’s model)

23. TEAMS ARE SOCIAL PHENOMENA
A MODIFIED TUCKMAN’S MODEL
CLOSENESS
AWARENESS
CONSIDERATION
PERFORMANCE
CONVERSION
Awareness Of The New
Working Climate
Consideration
For Other Team Members
And Work Requirements
Conversion Of Attitude
Closeness Among Teams
Members Strengthens.
And So
Performance Builds Up

24. COMPLEXITY OF TEAMS
Interactions of team members are complex.
Some team members have the ingredients of
pulling information and sending it to others
Some are experts in pulling information, but not
in sharing it
Some are poor in pulling information, but good
at sharing the little information they pulled
Some are poor in pulling and sharing information

25. COMPLEXITY OF TEAMS
A
C
BC
PUSHES OUT INFORMATION C
PULLS IN
INFORMATION

26. Even paul allen, the cofounder of microsoft,
wrote in his autobiography, "a great programmer
can outproduce an average one by ten to one;
with a genius, the ratio might be fifty to one."
I would reinterpret this as a 'power law view of
employee value'.
Http://cavqm.Blogspot.Com/2011/12/normality-assumptions-and-power-law.Html

27. How team members use
their time affects individual
and overall team
performance

28. In a learning team,
when a team member gets smarter,
all team members can get smarter.
SMARTNESS HAS
A RIPPLING EFFECT

29. In a learning organization individual
performance is linked to team
performance

30. How team members use their time
affects individual and overall team
performance

31. Interruptions follow a power
Law distribution as well
TIME BETWEEN INTERRUPTIONS2 HOURS 0 SECONDS
THE TWITTER CURVE
WIDESPREADADOPTION20071980

32. We are entering increasingly into power law
distribution.
Paradoxically, some base their evaluations on
one measurement- and draw conclusions from
one point.
This is management by wrong assumptions

33. Thanks to
MAR AL-HUSSENI
For his help in the graphics