Liquid Leadership: From Woodstock to Wikipedia -- Multigenerational Management Ideas That Are Changing the Way We Run Things by Brad Szollose

Author:Brad Szollose
Language: eng
Format: mobi
Publisher: Greenleaf Book Group LLC
Published: 2010-09-30T14:00:00+00:00

Measuring Productivity

without Becoming

Big Brother

With all this trendy talk of collaboration and teamwork, you are probably wondering how to measure people’s output. Fortunately, a far better answer is available than ever before.

For almost six decades, experts at statistical analysis worked at refining a specialized type of number crunching into full-blown digital sleuthing, allowing companies to discover fraud that can’t be detected with a simple overview of a spreadsheet. Such analysis has since been extended via proprietary systems and 3D computer imaging to measure human output, via what has become known as operations research.

The 3D models created by operations research look like an exercise in mind mapping, with one circle representing an employee interconnected to other employees. Each circle has multiple layers in various colors that represent how much work is done and how much intercommunication is taking place. Peer-to-peer communication can be measured, and so can peer-to-group communication as well as productivity.

Operations research offers a far quicker and more accurate account of who is actually pulling their weight in an organization. When it comes time for a promotion, it is easy to see in living color who the winners are and who needs to be fired. These models can even be used to see which departments are failing and to reduce redundancy. Compare this to the old-fashioned way of determining where the axe will fall, based on nothing more than a look at salary and an arbitrary decision. How many times has a department head or regular employee been let go, only for management to discover a month later that the person in question was vital to the success of not just one but several departments?

A friend of mine was laid off recently, only to be rehired a week later—the executive team suddenly realized that without her, communications had become nonexistent between them and the rest of the company, as well as key construction people located on several job sites. Oops.

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