Efficiency versus Performance - Revision history

Flc: /* Taking Emotions into Consideration */

2026-02-10T05:42:36Z

Taking Emotions into Consideration

← Older revision		Revision as of 05:42, 10 February 2026
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	* To perform and be efficient, one must be (emotionally) engaged and align their Natural and Role profiles.		* To perform and be efficient, one must be (emotionally) engaged and align their Natural and Role profiles.

	The two measures above are included in the calculation of an organization’s strategic and social performance indicators		The two measures above are included in the calculation of an organization’s strategic and social performance indicators<ref>See [[ Organizational Performance Measurement \| here for more information about how performance indicators are defined and calculated.]]</ref>.

			=Notes=

	=Notes=		=Notes=

Flc: /* Taking Emotions into Consideration */

2026-01-13T21:14:16Z

Taking Emotions into Consideration

← Older revision		Revision as of 21:14, 13 January 2026
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	=Taking Emotions into Consideration=		=Taking Emotions into Consideration=
	Barnard and Drucker apparently didn’t explore what “desired outcome” means~~, which,~~ in organizations, relates ~~back~~ to understanding stakeholders' influence and values. Nor does the definition address the common ground between efficiency and performance. Setting aside discussions about ethical conduct and social responsibility, these two concepts together can reveal how someone behaves in ways that are interesting and engaging or not, which, from a managerial perspective, is worth considering.		Barnard and Drucker apparently didn’t explore what “desired outcome” means; in organizations, it relates to understanding stakeholders' influence and values. Nor does the definition address the common ground between efficiency and performance. Setting aside discussions about ethical conduct and social responsibility, these two concepts together can reveal how someone behaves in ways that are interesting and engaging or not, which, from a managerial perspective, is worth considering.

	Machines, like in the first analogy above, even with AI, don’t have interests or emotions. People really do. That difference narrows the gap between the ideas of efficiency and performance.		Machines, like in the first analogy above, even with AI, don’t have interests or emotions. People really do. That difference narrows the gap between the ideas of efficiency and performance.

	When the emotional component is understood alongside intellect and behavior, it becomes clear that one can’t perform without being effective, and one can’t be effective, at least in the long run, without performing in a way that aligns with ~~their~~ goals and expectations.		When the emotional component is understood alongside intellect and behavior, it becomes clear that one can’t perform without being effective, and one can’t be effective, at least in the long run, without performing in a way that aligns with one's goals and expectations.

	As we measure it as a GRI at an individual level:		As we measure it as a GRI at an individual level:
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	* To perform and be efficient, one must be (emotionally) engaged and align their Natural and Role profiles.		* To perform and be efficient, one must be (emotionally) engaged and align their Natural and Role profiles.

	~~Those~~ two measures above are included in the calculation of an organization’s strategic and social performance indicators.		The two measures above are included in the calculation of an organization’s strategic and social performance indicators

	=Notes=		=Notes=

Flc: /* Taking Emotions into Consideration */

2026-01-13T19:26:29Z

Taking Emotions into Consideration

← Older revision		Revision as of 19:26, 13 January 2026
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	Barnard and Drucker apparently didn’t explore what “desired outcome” means, which, in organizations, relates back to understanding stakeholders' influence and values. Nor does the definition address the common ground between efficiency and performance. Setting aside discussions about ethical conduct and social responsibility, these two concepts together can reveal how someone behaves in ways that are interesting and engaging or not, which, from a managerial perspective, is worth considering.		Barnard and Drucker apparently didn’t explore what “desired outcome” means, which, in organizations, relates back to understanding stakeholders' influence and values. Nor does the definition address the common ground between efficiency and performance. Setting aside discussions about ethical conduct and social responsibility, these two concepts together can reveal how someone behaves in ways that are interesting and engaging or not, which, from a managerial perspective, is worth considering.

	Machines, like in the first analogy above, even with AI, don’t have interests or emotions. People really do. That difference narrows the gap between the ideas of efficiency and performance. When the emotional component is understood ~~along with~~ intellect and ~~behaviors~~, it becomes clear that one can’t perform without being effective, and one can’t be effective, at least in the long run, without performing in a way that aligns with their goals and expectations.		Machines, like in the first analogy above, even with AI, don’t have interests or emotions. People really do. That difference narrows the gap between the ideas of efficiency and performance.

			When the emotional component is understood alongside intellect and behavior, it becomes clear that one can’t perform without being effective, and one can’t be effective, at least in the long run, without performing in a way that aligns with their goals and expectations.

	As we measure it as a GRI at an individual level:		As we measure it as a GRI at an individual level:
	* To perform and be effective, one must align their Effective and position (PBI) profiles.		* To perform and be effective, one must align their Effective and position (PBI) profiles.
	* To perform and be efficient, one must be engaged and align their Natural and Role profiles.		* To perform and be efficient, one must be (emotionally) engaged and align their Natural and Role profiles.

	Those two measures above are included in the calculation of an organization’s strategic and social indicators ~~of performance~~.		Those two measures above are included in the calculation of an organization’s strategic and social performance indicators.

	=Notes=		=Notes=

Flc: /* Taking Emotions into Consideration */

2026-01-13T19:20:33Z

Taking Emotions into Consideration

← Older revision		Revision as of 19:20, 13 January 2026
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	As we measure it as a GRI at an individual level:		As we measure it as a GRI at an individual level:
	* To perform and be effective, one must align their Effective and position (PBI) profiles.		* To perform and be effective, one must align their Effective and position (PBI) profiles.
	* To perform and be efficient, one must align their Natural and Role profiles.		* To perform and be efficient, one must be engaged and align their Natural and Role profiles.

	Those two measures above are included in the calculation of an organization’s strategic and social indicators of performance.		Those two measures above are included in the calculation of an organization’s strategic and social indicators of performance.

Flc: /* Taking Emotions into Consideration */

2025-10-07T03:13:19Z

Taking Emotions into Consideration

← Older revision		Revision as of 03:13, 7 October 2025
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	=Taking Emotions into Consideration=		=Taking Emotions into Consideration=
	Barnard and Drucker apparently didn’t explore what “desired outcome” means, which, in organizations, relates back to understanding stakeholders' influence and values. Nor does the definition address the common ground between efficiency and performance. Setting aside discussions about ethical conduct and social responsibility, these two concepts together can reveal how someone behaves in ways that are interesting and engaging or not, which, from a managerial perspective, is ~~an achievement~~ worth considering.		Barnard and Drucker apparently didn’t explore what “desired outcome” means, which, in organizations, relates back to understanding stakeholders' influence and values. Nor does the definition address the common ground between efficiency and performance. Setting aside discussions about ethical conduct and social responsibility, these two concepts together can reveal how someone behaves in ways that are interesting and engaging or not, which, from a managerial perspective, is worth considering.

	Machines, like in the first analogy above, even with AI, don’t have interests or emotions. People really do. That difference narrows the gap between the ideas of efficiency and performance. When the emotional component is understood along with intellect and behaviors, it becomes clear that one can’t perform without being effective, and one can’t be effective, at least in the long run, without performing in a way that aligns with their goals and expectations.		Machines, like in the first analogy above, even with AI, don’t have interests or emotions. People really do. That difference narrows the gap between the ideas of efficiency and performance. When the emotional component is understood along with intellect and behaviors, it becomes clear that one can’t perform without being effective, and one can’t be effective, at least in the long run, without performing in a way that aligns with their goals and expectations.

	As we measure it as a GRI~~, to~~ perform and be effective, one must align ~~the adaptive (Natural, Role,~~ Effective) and position (PBI) profiles.		As we measure it as a GRI at an individual level:
			* To perform and be effective, one must align their Effective and position (PBI) profiles.
			* To perform and be efficient, one must align their Natural and Role profiles.

			Those two measures above are included in the calculation of an organization’s strategic and social indicators of performance.

	=Notes=		=Notes=

Flc at 03:54, 25 September 2025

2025-09-25T03:54:22Z

← Older revision		Revision as of 03:54, 25 September 2025
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	Machines, like in the first analogy above, even with AI, don’t have interests or emotions. People really do. That difference narrows the gap between the ideas of efficiency and performance. When the emotional component is understood along with intellect and behaviors, it becomes clear that one can’t perform without being effective, and one can’t be effective, at least in the long run, without performing in a way that aligns with their goals and expectations.		Machines, like in the first analogy above, even with AI, don’t have interests or emotions. People really do. That difference narrows the gap between the ideas of efficiency and performance. When the emotional component is understood along with intellect and behaviors, it becomes clear that one can’t perform without being effective, and one can’t be effective, at least in the long run, without performing in a way that aligns with their goals and expectations.

			As we measure it as a GRI, to perform and be effective, one must align the adaptive (Natural, Role, Effective) and position (PBI) profiles.


	=Notes=		=Notes=

Flc at 03:43, 25 September 2025

2025-09-25T03:43:52Z

← Older revision		Revision as of 03:43, 25 September 2025
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			=Introduction=
	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 it. It may perform more or less than other engines, but performance is only defined in connection with what’s expected from it. The engine’s efficiency refers to its capacity to deliver performance by minimizing the energy and friction needed to produce the expected power and speed.		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 it. It may perform more or less than other engines, but performance is only defined in connection with what’s expected from it. The engine’s efficiency refers to its capacity to deliver performance by minimizing the energy and friction needed to produce the expected power and speed.

Flc: Flc moved page Performance versus Efficiency to Efficiency versus Performance without leaving a redirect

2025-09-09T03:51:29Z

Flc moved page Performance versus Efficiency to Efficiency versus Performance without leaving a redirect

← Older revision	Revision as of 03:51, 9 September 2025
(No difference)

Flc: /* From Barnard and Drucker’s View */

2025-08-15T16:59:21Z

From Barnard and Drucker’s View

← Older revision		Revision as of 16:59, 15 August 2025
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	A performing organization is one that accomplishes its goals regardless of how resources are used. We can only agree with Drucker's view that performance is more important than efficiency. Someone can be highly efficient at a task that doesn't need to be done at all, making the effort pointless. As Drucker explained, the most successful organizations and individuals first identify what the "right things" are (in terms of performance and effectiveness) and then focus on doing them "right" (efficiency).		A performing organization is one that accomplishes its goals regardless of how resources are used. We can only agree with Drucker's view that performance is more important than efficiency. Someone can be highly efficient at a task that doesn't need to be done at all, making the effort pointless. As Drucker explained, the most successful organizations and individuals first identify what the "right things" are (in terms of performance and effectiveness) and then focus on doing them "right" (efficiency).

			=Taking Emotions into Consideration=
	Barnard and Drucker apparently didn’t explore what “desired outcome” means, which, in organizations, relates back to understanding stakeholders' influence and values. Nor does the definition address the common ground between efficiency and performance. Setting aside discussions about ethical conduct and social responsibility, these two concepts together can reveal how someone behaves in ways that are interesting and engaging or not, which, from a managerial perspective, is an achievement worth considering.		Barnard and Drucker apparently didn’t explore what “desired outcome” means, which, in organizations, relates back to understanding stakeholders' influence and values. Nor does the definition address the common ground between efficiency and performance. Setting aside discussions about ethical conduct and social responsibility, these two concepts together can reveal how someone behaves in ways that are interesting and engaging or not, which, from a managerial perspective, is an achievement worth considering.

Flc: /* From Barnard and Drucker’s View */

2025-08-15T16:57:19Z

From Barnard and Drucker’s View

← Older revision		Revision as of 16:57, 15 August 2025
Line 32:		Line 32:
	Barnard and Drucker apparently didn’t explore what “desired outcome” means, which, in organizations, relates back to understanding stakeholders' influence and values. Nor does the definition address the common ground between efficiency and performance. Setting aside discussions about ethical conduct and social responsibility, these two concepts together can reveal how someone behaves in ways that are interesting and engaging or not, which, from a managerial perspective, is an achievement worth considering.		Barnard and Drucker apparently didn’t explore what “desired outcome” means, which, in organizations, relates back to understanding stakeholders' influence and values. Nor does the definition address the common ground between efficiency and performance. Setting aside discussions about ethical conduct and social responsibility, these two concepts together can reveal how someone behaves in ways that are interesting and engaging or not, which, from a managerial perspective, is an achievement worth considering.

	Machines, like in the first analogy above, don’t have interests or emotions. People do. That difference narrows the gap between the ideas of efficiency~~, effectiveness,~~ and performance. When ~~you include~~ the emotional component along with intellect and behaviors, ~~you~~ can’t perform without being effective, and ~~you~~ can’t be effective, at least in the long run, without performing in a way that aligns with ~~your own~~ goals and expectations.		Machines, like in the first analogy above, even with AI, don’t have interests or emotions. People really do. That difference narrows the gap between the ideas of efficiency and performance. When the emotional component is understood along with intellect and behaviors, it becomes clear that one can’t perform without being effective, and one can’t be effective, at least in the long run, without performing in a way that aligns with their goals and expectations.

	=Notes=		=Notes=