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Instructor observation:
James D. Kirkpatrick • Kirkpatrick's Four Levels of Training Evaluation
Instructor observation:
James D. Kirkpatrick • Kirkpatrick's Four Levels of Training Evaluation
On one side, there are employees who think of the company like a job. They come in, they work hard, and they do their job. They are rational actors, and the value they add to the company, while valuable, scales linearly.
Sarah Tavel • The Mitochondria in Startups
HBR's 10 Must Reads on Managing People
Daniel Goleman, Jon R. Katzenbach, Kon R. Katzenbach, W. Chan Kim, Renée A. Mauborgne
amazon.com
On the company’s intranet is a file where colleagues can “rate” every role they currently fill, using a scale of -3 to +3: If they find the role energizing (+) or draining (-) If they find their talents aligned (+) or not (-) with this role If they find their current skills and knowledge conducive to (+) or limiting in (-) this role
Frederic Laloux • Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness
980s by Richard A. Guzzo, associate professor of psychology at the University of Maryland, College Park, and his colleagues at New York University. The raw numbers seemed to suggest a positive relationship between financial incentives and productivity, but because of the huge variations from one study to another, statistical tests indicated that th... See more
Alfie Kohn • Why Incentive Plans Cannot Work
Bakke would often introduce AES’s management practices to the new group of colleagues by asking them what assumptions owners and managers of a typical factory hold about their workers.
Frederic Laloux • Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness
Understand your output: Your output is how much your team gets done + how much neighboring teams get done divided by how many people are on your team. Only add someone if they bring up the ratio of output to people.