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