Dan O’Connell PhD



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Dan O’Connell PhD

  • Dan O’Connell PhD

  • Seattle Washington

  • danoconn@uw.edu

  • 206-282-1007


attitudes and beliefs

  • attitudes and beliefs

  • processes

  • behaviors

  • incentives



Understand what shapes current behavior





Necessary assumptions



Are the roles to be enacted clearly spelled out?

  • Are the roles to be enacted clearly spelled out?

    • Manifest and Latent
  • Has the individual accepted the roles?

  • Is there role confusion or conflict?

  • Is there role overload?

  • e.g., team player, resource manager, quality improvement activist etc.



What skills are needed to perform agreed upon roles successfully?

  • What skills are needed to perform agreed upon roles successfully?

  • How well does the individual/group skill set match up with roles/tasks?

  • What training is available to develop these skills?

  • How motivated is the individual/group to pursue these skills trainings?



How important is it to the individual/group to perform the roles at the level you are requesting?

  • How important is it to the individual/group to perform the roles at the level you are requesting?

  • What are the conflicting motivations?

  • What would be the incentives for the individual/group to improve/change?

    • material (e.g., time, money, promotion)
    • emotional (e.g., recognition, satisfaction)


How well suited to the task? (e.g., neurosurgeon as team player)

  • How well suited to the task? (e.g., neurosurgeon as team player)

  • How aware is the individual of his/her own work/personal style?

  • How much latitude is there for the individuals to adapt tasks to better fit traits/talents?

  • How much can training and support moderate weakness or poor fit here?



What are the system generated obstacles to improved performance?

  • What are the system generated obstacles to improved performance?

  • Where are the system supports?

  • How well are the individuals working with the system to achieve more success?

  • How do we “control for” system when discussing performance (e.g., avoid chasing the problem around)

    • “Assume for the time being that…”




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