Category:General Framework: Difference between revisions

Here is a list of articles and notes that detail the construction and use of GRI's general framework. The framework was devised over the years to assist in understanding the use of assessment techniques in organizations and their effect on performance.

Assessment techniques are varied. They have different capabilities that serve various users and purposes. They often compete with each other. The framework allows for better comparison of advanced statistics-based techniques with primitive ones referred to as parallel techniques, which each of us continuously use subjectively.

Although the framework was initially devised to analyse leaders' use of certain techniques, its scope has been broadened to include more users and techniques and help analyze their impact on performance.

The framework has progressively helped characterize individual and organizational performance as how people and social groups act, like groups of actors act on stage, and both the inefficiency and underperformance created from unrealistic expectations in them that don't match their reality and flow state.

This definition of performance, with its metrics from GRI's adaptive profiles, positions a leader's responsibility upfront to better manage their organization's and people's performance.

Here is a list of articles and notes that detail the construction and use of GRI's general framework. The framework was developed over the years to help understand how assessment techniques are used in organizations and how they impact performance.

Assessment techniques vary widely. They have different abilities that serve different users and purposes. They often compete with each other. The framework enables better comparison between advanced, statistics-based techniques and basic ones, called parallel techniques, which we each use subjectively.

Although the framework was originally created to analyze leaders' use of specific techniques, its scope has expanded to include more users and techniques and to analyze their effects on performance.

The framework has gradually helped define individual and organizational performance as the way people and social groups act—similar to actors on stage—and the inefficiencies and underperformance caused by unrealistic expectations that do not match their reality and flow state.

This definition of performance, supported by metrics from GRI's adaptive profiles, emphasizes a leader's responsibility to better manage the performance of their organization and its people.