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- 06:05, 16 August 2025 Assessment Techniques (hist | edit) [15,147 bytes] Flc (talk | contribs) (Created page with "right|450px This article examines how assessment techniques are categorized. In GRI’s research model, assessment techniques are analyzed along with their usage and impact on performance as the diagram on the right suggests. Here, the focus is on the characteristics and qualities of the assessment techniques. =Generalities= Assessment techniques are used for understanding people, including ourselves, and our organisations. Since the adve...")
- 04:14, 15 August 2025 Performance - Flow State (hist | edit) [5,026 bytes] Flc (talk | contribs) (Created page with "right|450px This article discusses the notion of flow state and how it is measured by the adaptive profile. The article contains information that requires being GRI literate. Please refer to the brief information indicated in the notes if you are not. =Definition= "Being in flow," or "being in the zone," a flow state, is a state of deep and effortless immersion in an activity. The state of flow is characterized by a feeling of ene...")
- 19:13, 13 August 2025 Operationalizing Performance (hist | edit) [4,749 bytes] Flc (talk | contribs) (Created page with "right|400px The adaptive profiles possess several characteristics that are important for understanding, implementing, and managing individual and organizational performance. The six key characteristics of the measures included in the profiles are the following: <ul> <li>The behavioral nature of the measures and, therefore, their ability to be observed, shared, and learned from.</li> <li>The capacity to concentrate significant meaning...")
- 17:43, 13 August 2025 Performance at Heart (hist | edit) [3,079 bytes] Flc (talk | contribs) (Created page with "right|450px Individual performance is modeled by adaptive profiles that are made up of three graphs, like the one on the right. right|400px =What the Profiles Tell= The profile informs about a person’s most natural way to perform (Natural, the graph at the botom), the perception to adapt to the environment (Role, the graph in the middle) and how both graphs translate into the effective way to pe...")
- 17:03, 13 August 2025 Performance Challenges (hist | edit) [5,129 bytes] Flc (talk | contribs) (Created page with "right|450px There is little consensus on the concept of performance. Its multiple definitions and shifting aspects are problematic. =Generalities= The notion of performance covers certain necessities. It is well related to the notion of achieving objectives and constraints<ref>Simon, H. A. (1964). Theories of Bounded Rationality. CIP Working Paper #66. Carnegie Institute of Technology.</ref>. Five points of consensus in performance resea...") originally created as "Performance Challenges as a Construct"
- 21:47, 12 August 2025 Performance Models (hist | edit) [13,634 bytes] Flc (talk | contribs) (Created page with "Assessing Performance The concept of performance is consistently present in organizations, both in practice and theory. It is this concept that has guided our work at GRI. Can people and organizations better perform with better assessment techniques, and how so? And how should we define performance? To the first question, in short, better assessing people’s social behaviors has provided invaluable insights and new methods to improve individual performance, as well a...") originally created as "Assessing Performance"
- 23:28, 11 August 2025 Performance versus Efficiency (hist | edit) [4,988 bytes] Flc (talk | contribs) (Created page with "Performance and efficiency are often used interchangeably, but performance involves understanding the result being achieved, while efficiency does not, and instead emphasizes the resources used to produce that result. When the two meanings are combined, it mixes the two notions of producing according to expectations, while getting maximum output with minimum expense. When a car’s engine performs, this means it delivers the power, speed, or other metrics expected from...")
- 19:17, 11 August 2025 Organization Metaphors (hist | edit) [4,558 bytes] Flc (talk | contribs) (Created page with "Here is a list of metaphors used for helping understand organizations, their components, relationships, and people, and a particular focus on some of those components depending on the situation. ===Organization as a healthy entity<ref>Bennis, W. G. (1962). Towards a “truly” scientific management: The concept of organization health. Industrial Management Review, 4(1), 1–28.</ref>=== Organizations are healthy, organic, living entities that have three key characteri...") originally created as "Organization Metaphores"
- 23:25, 8 August 2025 Organizational Performance Measurement (hist | edit) [12,538 bytes] Flc (talk | contribs) (Created page with " right|600px GRI adaptive profiles measure people’s unique ways of performing, acting, and how the environment influences them to adapt and get engaged. The profiles can also be used to convey the general behavior of a team, department, or an entire organization. The shortcomings or functional problems of an organization can be highlighted by taking into account the behavioral requirements of its market, the internal needs of the or...") originally created as "Organizational Performance - Its Measurement"
- 22:17, 6 August 2025 Non Performance (hist | edit) [4,107 bytes] Flc (talk | contribs) (Created page with "right|600px Non-Performance is one of seven approaches used to manage individual and organizational performance that we've identified at GRI. The non-performance model is defined on the assumption that it is easier, more precise, consensual, and beneficial to address performance by problems and faults than by skills and performance criteria<ref>Cameron, K. S. (1984). The Effectiveness of Ineffectiveness. Research in Organizationa...")
- 19:35, 6 August 2025 Performance by Values (hist | edit) [23,799 bytes] Flc (talk | contribs) (Created page with "right|600px Individual preferences and values offer a distinct way to analyse an organization’s performance compared to other approaches on systems and objectives. At an individual level, values are typically defined as the fundamental principles, beliefs, and ideals that a person holds as important in their life. At an organizational level, they are the set of core beliefs and principles that an organization considers important to guid...")
- 18:47, 6 August 2025 Performance by Systems (hist | edit) [14,577 bytes] Flc (talk | contribs) (Created page with "Performance by systems is one of seven approaches used to manage individual and organizational performance that we've identified at GRI. Systems-based or systemic performance models emphasize the importance of an organization's means, such as inputs, outputs, resource acquisition, and processes. The design of the organization is based on an open system approach; inputs, transformation processes, and outputs are viewed as parts of a whole rather than independent component...")
- 15:49, 6 August 2025 Objectives or Goals (hist | edit) [3,111 bytes] Flc (talk | contribs) (Created page with " While people often use "goals," "objectives," or even "targets" interchangeably, especially in casual conversation, there are distinct differences in their semantics within the context of Organizational Development (OD). The concepts work together in a hierarchical way and serve different purposes. ==Goals== A goal is a broad, long-term, and overarching statement that describes an organization's desired future state or outcome. Goals provide direction and purpose, al...")
- 00:27, 6 August 2025 Performance by Objectives (hist | edit) [14,080 bytes] Flc (talk | contribs) (Created page with "right|600px Different types of goal-oriented performance models are anlyzed in this document. The models mostly differ in their level of focus: some are about reaching a future state, while others concentrate on immediate operational goals. The performance by objective typically relates to the first option, which provides guidance for the organization. After the orientation and objectives are established, performance can be assess...")
- 00:24, 6 August 2025 Performance by Stakeholders (hist | edit) [19,924 bytes] Flc (talk | contribs) (Created page with "right|600px Stakeholder performance models emphasize the expectations of individuals and interest groups that are either within or surrounding the organization<ref>Connoly, T., Colon E. M., Deutch, S. J. (1980). Organizational effectiveness: a multiple constituency approach. Academy of Management review, 5, 211-218.<br/>Freeman, R. E. (1984). Strategic Management: A Stakeholder Approach. Pitman.</ref>. With these models, the organiza...")
