Dan O’Connell PhD Dan O’Connell PhDdanoconn@uw.edu206-282-1007
attitudes and beliefs processes incentives
Understand what shapes current behavior
Necessary assumptions- Multiple influences on performance
- “Assuming for the moment that everything else remains as it is for now…”
Clarify the desired performance
Are the roles to be enacted clearly spelled out? Are the roles to be enacted clearly spelled out?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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