In my post of a few weeks back I made a passionate plea to let go of linear and traditional approaches to change. Instead I proposed to tap into the cognitive surplus of the target group that has to change. How? By arranging with - top - management for them to be allowed to experiment, help build the tools, processes and procedures and so grow into their role. One very practical way to do this, is by setting performance targets as learning targets for one year. For all intents and purposes these targets look exactly the same, the key difference is that they’ll only be used in appraisals to assess progress on learning, not on performance.
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