Holistic Perspective - Revision history

Flc: /* References */

2025-10-11T05:43:20Z

References

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	By measuring the potential disconnect between a person’s behavior at flow and the organization's expectation, the adaptive profiles reveal the lack of engagement along with the rationale that accounts for its measure and the means for avoiding its future occurrence.		By measuring the potential disconnect between a person’s behavior at flow and the organization's expectation, the adaptive profiles reveal the lack of engagement along with the rationale that accounts for its measure and the means for avoiding its future occurrence.

	=~~References~~=		=Notes=

	[[Category:Articles]]		[[Category:Articles]]
	[[Category:Performance]]		[[Category:Performance]]

Flc at 02:29, 16 September 2025

2025-09-16T02:29:30Z

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	[[File:Performance_Holistic.png\|right\|~~600px~~]]		[[File:Performance_Holistic.png\|right\|450px]]

	=Introduction=		=Introduction=

Flc: /* Other Critics */

2025-09-15T19:57:46Z

Other Critics

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	=Other Critics=		=Other Critics=

	In the holistic model, non-financial measures can be problematic because their relationship with profits is not clear<ref>Fisher, J. (1992). Use of nonfinancial performance measures. Journal of Cost Management, Spring, pp.31-38.</ref>. The capabilities of ERP (Enterprise Resource Planning) and HCM (Human Capital Management) systems will continue to increase their capabilities to collect information and provide dashboards to management, as holistic models ~~have advocated~~. Those systems nevertheless do not decomplexify the nature of human behaviors and their relationship with performance. As with all types of measures, those of human behavior need to be adequately collected, understood, and used.		In the holistic model, non-financial measures can be problematic because their relationship with profits is not clear<ref>Fisher, J. (1992). Use of nonfinancial performance measures. Journal of Cost Management, Spring, pp.31-38.</ref>. The capabilities of ERP (Enterprise Resource Planning) and HCM (Human Capital Management) systems will continue to increase their capabilities to collect information and provide dashboards to management, as supported by the holistic models. Those systems nevertheless do not decomplexify the nature of human behaviors and their relationship with performance. As with all types of measures, those of human behavior need to be adequately collected, understood, and used.

	A study based on 23 companies demonstrated that although financial information is still very important, non-financial measures such as customer satisfaction, operational efficiency, employee performance, the environment, innovation, and change are valued by leaders<ref>Lingle, J. H., Schiemann, W. A. (1996). From balanced scorecard to strategic gauges: is measurement worth it? Management review, March, pp. 56-61.</ref>. These factors are incorporated into management reviews and serve to drive organizational change.		A study based on 23 companies demonstrated that although financial information is still very important, non-financial measures such as customer satisfaction, operational efficiency, employee performance, the environment, innovation, and change are valued by leaders<ref>Lingle, J. H., Schiemann, W. A. (1996). From balanced scorecard to strategic gauges: is measurement worth it? Management review, March, pp. 56-61.</ref>. These factors are incorporated into management reviews and serve to drive organizational change.

Flc: /* Human Limiting Factor */

2025-09-15T05:23:43Z

Human Limiting Factor

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	=Human Limiting Factor=		=Human Limiting Factor=
	Holistic models can potentially account for how human beings ~~define, reach, revise targets, decide,~~ and act in a multi-variate environment. That’s the information we collect at GRI and have seen being successfully used this way. The technology for integrating information within large enterprise systems and applications for management control is no longer a challenge.		Holistic models can potentially account for how human beings make decisions and act in a multi-variate environment. That’s the information we collect at GRI and have seen being successfully used this way. The technology for integrating information within large enterprise systems and applications for management control is no longer a challenge.

	However, more challenging is discerning the quality of information, whose nature is more abstract, and how the information is learned and used. The information about how people cope differently with norms, stress, autonomy, authority, reporting, decision making, creativity, communication, and more, all aspects that relate to people’s psychology, their style, preferences, values, motivation, behavior, emotions, or personality. This is an important piece of information that’s generally touched on during team-building exercises and coaching sessions. But it is not typically available through management control systems for helping managers recruit, strategise, and manage social dynamics.		However, more challenging is discerning the quality of information, whose nature is more abstract, and how the information is learned and used. The information about how people cope differently with norms, stress, autonomy, authority, reporting, decision making, creativity, communication, and more, all aspects that relate to people’s psychology, their style, preferences, values, motivation, behavior, emotions, or personality. This is an important piece of information that’s generally touched on during team-building exercises and coaching sessions. But it is not typically available through management control systems for helping managers recruit, strategise, and manage social dynamics.

Flc: /* Human Limiting Factor */

2025-09-14T17:46:50Z

Human Limiting Factor

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	In the holistic perspective, the adaptive profiles provide an understanding of humans’ thinking, feeling, and acting that happen when negotiating goals and reaching them. How people think, feel, and behave about the company’s culture, vision, mission, and objectives, how they define and refine them, is also part of the same information coming from the adaptive profiles.		In the holistic perspective, the adaptive profiles provide an understanding of humans’ thinking, feeling, and acting that happen when negotiating goals and reaching them. How people think, feel, and behave about the company’s culture, vision, mission, and objectives, how they define and refine them, is also part of the same information coming from the adaptive profiles.

	By measuring the potential disconnect between a person’s behavior at flow and the organization's expectation, the adaptive profiles reveal the lack of engagement along with the rationale that accounts for its measure and the means for avoiding its future occurrence.		By measuring the potential disconnect between a person’s behavior at flow and the organization's expectation, the adaptive profiles reveal the lack of engagement along with the rationale that accounts for its measure and the means for avoiding its future occurrence.

Flc: /* Human Limiting Factor */

2025-09-14T17:45:05Z

Human Limiting Factor

← Older revision		Revision as of 17:45, 14 September 2025
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	Holistic models can potentially account for how human beings define, reach, revise targets, decide, and act in a multi-variate environment. That’s the information we collect at GRI and have seen being successfully used this way. The technology for integrating information within large enterprise systems and applications for management control is no longer a challenge.		Holistic models can potentially account for how human beings define, reach, revise targets, decide, and act in a multi-variate environment. That’s the information we collect at GRI and have seen being successfully used this way. The technology for integrating information within large enterprise systems and applications for management control is no longer a challenge.

	However, more challenging is discerning the quality of information, whose nature is more abstract, and how the information is learned and used. The information about how people cope differently with norms, stress, autonomy, authority, reporting, decision making, creativity, communication, and more, all aspects that relate to people’s psychology, their style, preferences, values, motivation, behavior, emotions, or personality. This is an important piece of information that’s generally touched on during team-building exercises and coaching sessions. But it is not typically available through management control systems for helping managers recruit, strategise, and manage social dynamics~~, individual interests, and preferences~~.		However, more challenging is discerning the quality of information, whose nature is more abstract, and how the information is learned and used. The information about how people cope differently with norms, stress, autonomy, authority, reporting, decision making, creativity, communication, and more, all aspects that relate to people’s psychology, their style, preferences, values, motivation, behavior, emotions, or personality. This is an important piece of information that’s generally touched on during team-building exercises and coaching sessions. But it is not typically available through management control systems for helping managers recruit, strategise, and manage social dynamics.

	As the means and actions engaged in a task become more important than only thinking about them, more objective information on a person’s behavior, emotions, and mindset that’s refined and can be shared becomes a critical element. Making this information available to managers can help them and their team be accountable for their collective efforts to perform, be appreciative of their differences, and adapt their behaviors to deliver the expected results.		As the means and actions engaged in a task become more important than only thinking about them, more objective information on a person’s behavior, emotions, and mindset that’s refined and can be shared becomes a critical element. Making this information available to managers can help them and their team be accountable for their collective efforts to perform, be appreciative of their differences, and adapt their behaviors to deliver the expected results.

Flc: /* Human Limiting Factor */

2025-09-14T17:43:13Z

Human Limiting Factor

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	=Human Limiting Factor=		=Human Limiting Factor=
	~~The cybernetic model doesn’t recognize~~ how ~~people cope differently with norms, stress, autonomy~~, ~~authority~~, ~~reporting~~, ~~decision making, communication~~, and ~~more, all aspects that relate to people’s psychology, their style, preferences, values, motivation, behavior, emotions, or personality~~. ~~This is an important piece of~~ information ~~that’s generally touched during team building exercises~~ and ~~coaching sessions, but is not available to managers~~ for ~~helping them anticipate,~~ and ~~manage social dynamics, individual interest and preferences~~.		Holistic models can potentially account for how human beings define, reach, revise targets, decide, and act in a multi-variate environment. That’s the information we collect at GRI and have seen being successfully used this way. The technology for integrating information within large enterprise systems and applications for management control is no longer a challenge.

	As the means and actions engaged in a task become more important than only thinking about them, more objective information on a person’s behavior and mindset that’s refined and can be shared becomes a critical element. Making this information available to managers help them and their team be accountable for their collective efforts to perform, ~~appreciate~~ their differences, ~~adjust~~ their behaviors ~~when appropriate, in order~~ to ~~provide~~ the expected results.		However, more challenging is discerning the quality of information, whose nature is more abstract, and how the information is learned and used. The information about how people cope differently with norms, stress, autonomy, authority, reporting, decision making, creativity, communication, and more, all aspects that relate to people’s psychology, their style, preferences, values, motivation, behavior, emotions, or personality. This is an important piece of information that’s generally touched on during team-building exercises and coaching sessions. But it is not typically available through management control systems for helping managers recruit, strategise, and manage social dynamics, individual interests, and preferences.

	In the holistic perspective, GRI’s adaptive profiles provide an understanding of humans’ behavior that is at play when negotiating goals and reaching them. How people feel, think, and behave about the company’s culture, vision, mission, and objectives is also part of the same information coming from the profiles.		As the means and actions engaged in a task become more important than only thinking about them, more objective information on a person’s behavior, emotions, and mindset that’s refined and can be shared becomes a critical element. Making this information available to managers can help them and their team be accountable for their collective efforts to perform, be appreciative of their differences, and adapt their behaviors to deliver the expected results.

	By measuring the potential disconnect between a person’s behavior at flow and the organization's expectation, the adaptive profiles can reveal a lack of engagement along with the rationale that accounts for that measure and the means for avoiding its future occurrence.
	~~Other aspects of the adaptive profile on creativity, decision making, productivity, motivation, etc., make them particularly well-suited to help holistic systems fulfill their potential~~.

			In the holistic perspective, the adaptive profiles provide an understanding of humans’ thinking, feeling, and acting that happen when negotiating goals and reaching them. How people think, feel, and behave about the company’s culture, vision, mission, and objectives, how they define and refine them, is also part of the same information coming from the adaptive profiles.
			By measuring the potential disconnect between a person’s behavior at flow and the organization's expectation, the adaptive profiles reveal the lack of engagement along with the rationale that accounts for its measure and the means for avoiding its future occurrence.

	=References=		=References=

Flc: /* Other Critics */

2025-09-14T16:58:07Z

Other Critics

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	In the assessment of the organization's members' non-financial performance, engagement, TinyPulse, and satisfaction surveys are not without problems with regard to the practical use of the information collected. Once a state of non-performance is known, such as stress, the question remains how to prevent it in the future. The non-performance indicator should point to the means that will allow its prevention, control, and resolution in a future similar event.		In the assessment of the organization's members' non-financial performance, engagement, TinyPulse, and satisfaction surveys are not without problems with regard to the practical use of the information collected. Once a state of non-performance is known, such as stress, the question remains how to prevent it in the future. The non-performance indicator should point to the means that will allow its prevention, control, and resolution in a future similar event.

	The measures brought to the interactive control in a holistic perspective should ~~be means~~ for ~~use by~~ managers and leaders, to help focus attention, ~~solve~~ or ~~avoid problems~~, learn, ~~as well as formulate a strategy~~ on non-financial aspects, including social ones.		The measures brought to the interactive control from a holistic perspective should serve as tools for managers and leaders to help focus attention, address or prevent issues, learn, and develop strategies on non-financial aspects, including social ones.

	=Human Limiting Factor=		=Human Limiting Factor=

Flc: /* Other Critics */

2025-09-14T16:55:48Z

Other Critics

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	=Other Critics=		=Other Critics=

	In the holistic model, non-financial measures can be problematic because ~~the~~ relationship ~~between improvement in non-financial measures and~~ profits is not clear<ref>Fisher, J. (1992). Use of nonfinancial performance measures. Journal of Cost Management, Spring, pp.31-38.</ref>. ~~In addition~~, as with all ~~measurement systems~~, ~~non-standard employee behaviors can~~ be ~~observed to optimize individual performance~~.		In the holistic model, non-financial measures can be problematic because their relationship with profits is not clear<ref>Fisher, J. (1992). Use of nonfinancial performance measures. Journal of Cost Management, Spring, pp.31-38.</ref>. The capabilities of ERP (Enterprise Resource Planning) and HCM (Human Capital Management) systems will continue to increase their capabilities to collect information and provide dashboards to management, as holistic models have advocated. Those systems nevertheless do not decomplexify the nature of human behaviors and their relationship with performance. As with all types of measures, those of human behavior need to be adequately collected, understood, and used.

	A study based on 23 companies demonstrated that although financial information is still very important, non-financial measures such as customer satisfaction, operational efficiency, employee performance, the environment, innovation, and change are valued by leaders<ref>Lingle, J. H., Schiemann, W. A. (1996). From balanced scorecard to strategic gauges: is measurement worth it? Management review, March, pp. 56-61.</ref>. These factors are incorporated into management reviews and serve to drive organizational change.		A study based on 23 companies demonstrated that although financial information is still very important, non-financial measures such as customer satisfaction, operational efficiency, employee performance, the environment, innovation, and change are valued by leaders<ref>Lingle, J. H., Schiemann, W. A. (1996). From balanced scorecard to strategic gauges: is measurement worth it? Management review, March, pp. 56-61.</ref>. These factors are incorporated into management reviews and serve to drive organizational change.
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	* Quality-oriented strategy		* Quality-oriented strategy
	* Length of product development cycle,		* Length of product development cycle,
	*Industry rule		* Industry rule
	*Financial strain		* Financial strain

	The ~~association~~ between non-financial and financial measures ~~is contingent~~ on whether the non-financial data ~~correspond to~~ the characteristics of the organization<ref> Ibid, Said and al., 2003.</ref>. Non-financial information ~~emerges as being appropriate~~ for lower-level managers who need direct feedback on operational activities, while financial considerations are more ~~useful~~ for higher-level ~~managers~~<ref>Dixon, J. R., Nanni, A. J., Vollman, T. E. (1990). The new performance challenge – Measuring operations for world-class competition. Homewood, Illinois, Dow Jones-Irwin.</ref>.		The relationship between non-financial and financial measures depends on whether the non-financial data match the characteristics of the organization<ref> Ibid, Said and al., 2003.</ref>. Non-financial information is more suitable for lower-level managers who need direct feedback on operational activities, while financial considerations are more relevant for higher-level management<ref>Dixon, J. R., Nanni, A. J., Vollman, T. E. (1990). The new performance challenge – Measuring operations for world-class competition. Homewood, Illinois, Dow Jones-Irwin.</ref>.

	In complex, competitive, and uncertain rather than stable markets, non-financial measures are described as more satisfactory than financial measures<ref>Ibid, Dixon and al., 1990.</ref>. But the results of this study are tempered by studies that found no relationship between the four dimensions of Kaplan & Norton's balanced scorecard<ref>Hoque, Z, Mia, L., Alam, M. (2001). Market competition, computer-aided manufacturing, and use of multiple performance measures: an empirical study. British Accounting Review, 33, 23-45.</ref>. A reason might be that firms in competitive markets rely on multiple performance measures<ref> Ibid, Hoque and al., 2001.</ref>.		In complex, competitive, and uncertain rather than stable markets, non-financial measures are described as more satisfactory than financial measures<ref>Ibid, Dixon and al., 1990.</ref>. But the results of this study are tempered by studies that found no relationship between the four dimensions of Kaplan & Norton's balanced scorecard<ref>Hoque, Z, Mia, L., Alam, M. (2001). Market competition, computer-aided manufacturing, and use of multiple performance measures: an empirical study. British Accounting Review, 33, 23-45.</ref>. A reason might be that firms in competitive markets rely on multiple performance measures<ref> Ibid, Hoque and al., 2001.</ref>.

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2025-09-14T16:27:41Z

Kaplan and Norton Model

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	=Kaplan and Norton Model=		=Kaplan and Norton Model=
	Kaplan and Norton constructed the Balanced Scorecard, which incorporates the second-order feedback loop and, as such, can be viewed as supporting the holistic model. It is a generic multi-dimensional chart ~~which~~ aims to extend financial measures by including three non-financial dimensions related to the company's strategy:		Kaplan and Norton constructed the Balanced Scorecard, which incorporates the second-order feedback loop and, as such, can be viewed as supporting the holistic model. The system measures the achievement of the strategic plan's components. It functions as a management tool<ref>Kaplan, R. S., Norton, D. P. (2001). Transforming the balanced scorecard from performance measurement to strategic management Part I. Accounting Horizons, 15, 1, pp. 87-104.</ref>. Its generic multi-dimensional chart aims to extend financial measures by including three non-financial dimensions related to the company's strategy:
	* Customers,		* Customers,
	* Internal processes, and		* Internal processes, and
	* Innovation, learning, and growth<ref>Ibid, Kaplan, R. S., & Norton, D. P., 1996.</ref>.		* Innovation, learning, and growth<ref>Ibid, Kaplan, R. S., & Norton, D. P., 1996.</ref>.
	In addition, this system measures the achievement of the components of the strategic plan. It functions as a management tool<ref>Kaplan, R. S., Norton, D. P. (2001). Transforming the balanced scorecard from performance measurement to strategic management Part I. Accounting Horizons, 15, 1, pp. 87-104.</ref>.

	Critics report several weaknesses of the balanced scorecard, such as the absence of procedures to represent the relationship between means and ends, a neglected link with forms of reward, the establishment of information systems and feedback loops that are taken for granted, and the absence of guidelines for setting goals<ref>Ibid, Otley, D. (1999).</ref>.		Critics report several weaknesses of the balanced scorecard, such as the absence of procedures to represent the relationship between means and ends, a neglected link with forms of reward, the establishment of information systems and feedback loops that are taken for granted, and the absence of guidelines for setting goals<ref>Ibid, Otley, D. (1999).</ref>. Some have raised concerns about the temporal dimensions, the relationships between measures, and the interdependence of dimensions<ref>Norreklit, H. (2000). The balance on the balanced scorecard – a critical analysis of some of its assumptions. Management Accounting Research, 11, pp. 65-88.</ref>. Others have considered the approach incomplete, failing to highlight the contribution of employees, suppliers, and the community in general<ref>Atkinson, A. A., Waterhouse, J. H., Wells, R. B. (1997). A stakeholder approach to strategic performance measurement. Sloan Management Review, Spring, pp. 25-37.</ref>. Norton and Kaplan themselves have noted the limits of the Balanced Scorecard:

	Some have raised concerns about the temporal dimensions, the relationships between measures, and the interdependence of dimensions<ref>Norreklit, H. (2000). The balance on the balanced scorecard – a critical analysis of some of its assumptions. Management Accounting Research, 11, pp. 65-88.
	</ref>. Others have considered the approach incomplete, failing to highlight the contribution of employees, suppliers, and the community in general<ref>Atkinson, A. A., Waterhouse, J. H., Wells, R. B. (1997). A stakeholder approach to strategic performance measurement. Sloan Management Review, Spring, pp. 25-37.</ref>. Norton and Kaplan themselves have noted the limits of the Balanced Scorecard:
	* Unachievable strategy projects,		* Unachievable strategy projects,
	* Dissociation between strategy and objectives,		* Dissociation between strategy and objectives,