Gap Between Science and Business

“There is a mismatch between what science knows and what business does”
Psychologist Dan Pink

For “Lazy/Busy” Readers (book excepts):

• Quotes from: “Get Rid of Performance Review!: How Companies Can Stop Intimidating, Start Managing-And Focus On What Really Matters”, by Culbert, Samuel A, & Laurence Rout
• Quotes from: “Punished by Rewards: The Trouble With Gold Starts, Incentive Plans, A’s Praise, and Other Bribes” by Alfie Cohn

White Papers & Articles:

• • How do we pay people in a LeSS adoption?​, by Viktor Grgic
  • Why good leaders make you feel safe?, by Simon Sinek
  • The Puzzle of Motivation, by Daniel Pink
  • The Truth about Performance Reviews and Other Corporate Bullsh*t by Liz Ryan
  • Why Your Best Employees Are Leaving For Your Competition, by Chad Halvorson
  • You Could Lose Your Best Employees Because of These 7 HR Blunders, by Sujan Patel
  • Performance Management for Agile People, by TechWell Contributor
  • Rethinking the Review, by Julie Cook Ramirez
  • Unjust Deserts?, by Mary Poppendieck
  • Performance without Appraisal, by Esther Derby
  • Unjust Deserts, by Mary Poppendieck
  • Monetary Incentives linked to Appraisals (Systemic Implications Revealed), by Gene Gendel
  • Causal Loop Diagrams to Visualize System Dynamics, by Gene Gendel
  • Accenture will get rid of annual performance reviews and rankings
  • An Alternative to Performance Reviews
  • Case Study: What Really Happens When Companies Remove Ratings
  • It’s Time to Kill the Performance Review
  • Microsoft Drops Stack Ranking
  • Personal development at Spotify
  • Quotes from “Get Rid of the Performance Review!”
  • Stack Ranking and the damage done at Microsoft
  • The corporate kabuki of performance reviews
  • What Really Happens When Companies Remove Ratings (Case Study)
  • Why GE had to kill its annual performance reviews after more than three decades
  • Why More and More Companies Are Ditching Performance Ratings

  Ecosystem Effect: Performance Appraisals in Agile Environment

  

  (click on image to enlarge)

  Legend (How to Read Causal Loop Diagram)

  • Goal – high, overarching/strategic goal that needs to be achieved
  • Variable – system elements that have effect/make influence on other system elements (other variables)
  • Causal link – arrows that connect two related variables
  • Opposite effect – “O” annotation near an arrow; suggest that effect of one variable on another variable is opposite to what could be expected
  • Delayed effect – “||” annotation that disrupts a causal link (arrow); it implies that there is a delayed effect of one variable by another variable
  • Extreme effect – one variable has an extreme (beyond normal) effect on another variable; it is represented by a thick arrow
  • Constraint – “C” annotation near arrow; implies that there is a constraint on a variable
  • Quick- Fix reaction – “QF” annotation near an arrow; action that brings about short-term, lower cost effect

   

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