PCT and Workplace Performance

CSGnet Archive CSG2016
1

I got to thinking the other day about what PCT has to say about why people are not able to control their own performance in the workplace. In question form, it’s this:

“From a PCT perspective, what gets in the way of people successfully controlling their own workplace performance?”

To my way of thinking, the answers tie to the basic elements of PCT: Goals (references), Actions, Perceptions (feedback), Circumstances (Disturbances).

Attached is quick compilation of my answers to the question.

Comments? Additions? Corrections?

I’m thinking there is a useful performance diagnostic lurking in there somewhere.

Regards,

Fred Nickols, CPT

Writer & Consultant

DISTANCE CONSULTING LLC

“Assistance at a Distance”SM

Be sure you measure what you want.

Be sure you want what you measure.

Factors Interfering with Performance.docx (32.4 KB)

2

Oops. I left out the Target or controlled variable. Ignore the earlier version. Corrected version attached.

Fred Nickols

Factors Interfering with Performance1.docx (32.8 KB)

···

From: Fred Nickols [mailto:fred@nickols.us]
Sent: Sunday, April 17, 2016 8:42 AM
To: csgnet@lists.illinois.edu
Subject: PCT and Workplace Performance

I got to thinking the other day about what PCT has to say about why people are not able to control their own performance in the workplace. In question form, it’s this:

“From a PCT perspective, what gets in the way of people successfully controlling their own workplace performance?”

To my way of thinking, the answers tie to the basic elements of PCT: Goals (references), Actions, Perceptions (feedback), Circumstances (Disturbances).

Attached is quick compilation of my answers to the question.

Comments? Additions? Corrections?

I’m thinking there is a useful performance diagnostic lurking in there somewhere.

Regards,

Fred Nickols, CPT

Writer & Consultant

DISTANCE CONSULTING LLC

“Assistance at a Distance”SM

Be sure you measure what you want.

Be sure you want what you measure.

3

[Martin Taylor 2016.04.17.10.14]

One question raised by your list is whose perception of workplace

performance is being controlled? The worker’s or the boss’s. or the
worker’s perception of the boss’s? In other words, is the variable
you (Fred) are controlling (a) the quality of the worker’s control
of a perceptual variable supplied by a third party for the worker to
use as a reference, (b) the worker’s perception of the quality of
control of that variable, or (c) the perception by the boss of the
worker’s quality of control of the variable the boss intended to
supply as a reference?
The three possibilities lead in different directions, both as to who
you (Fred) want to influence and what you want to influence. When
those questions are settled, the content of the list becomes
relevant.
Martin

···

On 2016/04/17 9:03 AM, Fred Nickols
wrote:

      Oops.  I left out the Target or controlled

variable. Ignore the earlier version. Corrected version
attached.

Fred Nickols

From:
Fred Nickols Sunday, April 17, 2016 8:42 AM
PCT and Workplace Performance

          I got to thinking the

other day about what PCT has to say about why people are
not able to control their own performance in the
workplace. In question form, it’s this:

          “From a PCT

perspective, what gets in the way of people successfully
controlling their own workplace performance?”

          To my way of

thinking, the answers tie to the basic elements of PCT:
Goals (references), Actions, Perceptions (feedback),
Circumstances (Disturbances).

          Attached is quick

compilation of my answers to the question.

          Comments?

Additions? Corrections?

          I’m thinking there is

a useful performance diagnostic lurking in there
somewhere.

Regards,

Fred Nickols, CPT

Writer & Consultant

DISTANCE
CONSULTING LLC

“Assistance at a Distance”SM

*** Be
sure you measure what you want.***

*** Be
sure you want what you measure.***

mailto:fred@nickols.us
Sent:
**To:**csgnet@lists.illinois.edu
Subject:

4

[Fred Nickols (2016.04.17.1035 ET)]

Thanks, Martin.

I don’t see much of a difference between (a) and (b) but (c) is clearly different.

To be more specific, I’m interested in the following kind of situation.

My boss has charged me with achieving a certain result. Now, what does PCT have to say about the factors that affect my ability to do that?

Fred Nickols

···

From: Martin Taylor [mailto:mmt-csg@mmtaylor.net]
Sent: Sunday, April 17, 2016 10:22 AM
To: csgnet@lists.illinois.edu
Subject: Re: PCT and Workplace Performance

[Martin Taylor 2016.04.17.10.14]

On 2016/04/17 9:03 AM, Fred Nickols wrote:

Oops. I left out the Target or controlled variable. Ignore the earlier version. Corrected version attached.

Fred Nickols

From: Fred Nickols [mailto:fred@nickols.us]
Sent: Sunday, April 17, 2016 8:42 AM
To: csgnet@lists.illinois.edu
Subject: PCT and Workplace Performance

I got to thinking the other day about what PCT has to say about why people are not able to control their own performance in the workplace. In question form, it’s this:

“From a PCT perspective, what gets in the way of people successfully controlling their own workplace performance?”

To my way of thinking, the answers tie to the basic elements of PCT: Goals (references), Actions, Perceptions (feedback), Circumstances (Disturbances).

Attached is quick compilation of my answers to the question.

Comments? Additions? Corrections?

I’m thinking there is a useful performance diagnostic lurking in there somewhere.

Regards,

Fred Nickols, CPT

Writer & Consultant

DISTANCE CONSULTING LLC

“Assistance at a Distance”SM

Be sure you measure what you want.

Be sure you want what you measure.

One question raised by your list is whose perception of workplace performance is being controlled? The worker’s or the boss’s. or the worker’s perception of the boss’s? In other words, is the variable you (Fred) are controlling (a) the quality of the worker’s control of a perceptual variable supplied by a third party for the worker to use as a reference, (b) the worker’s perception of the quality of control of that variable, or (c) the perception by the boss of the worker’s quality of control of the variable the boss intended to supply as a reference?

The three possibilities lead in different directions, both as to who you (Fred) want to influence and what you want to influence. When those questions are settled, the content of the list becomes relevant.

Martin

5

Barb P:: I’m just adding food for thought. This is a sore spot for me, as someone who has always been an administrative employee, and a very efficient one, if I may say so. In the various jobs I’ve had in my lifetime, I’ve not been at the bottom of the totem pole, but also not a supervisor. During my last exit interview, it was revealed to me that they knew approximately 40% of the employees were unhappy. The administration’s response was that it was “the employees’ problem, and not theirs.” In my mind, 40% indicates a much larger issue. (Ya think?)

As a worker bee for 40 years, I saw there are little to no opportunities for control at this level of employment. The aspects we did control still related more to the administration’s goals and not our own: In arriving to work on time, getting work done on time, doing the work correctly, there are personal goals in the satisfaction of doing those things well. But during performance evaluations, they were assessing whether we met the administration’s goals (making the boss look good). Any non-conformity, questioning the bosses too much, trying to push for change, were ticks against our record, so we would get tweaked back in to line. There was no extra reward for working extra hard, the way the performance review systems are set up. With the exception of the very poor performer, everyone got the same pay increase. So it became mechanical, just show up and do exactly what they wanted, and nothing more.

Opportunity for advancement is often non-existent. New ideas I presented in order to improve certain processes were ignored. During the 13 years I gave my last employer, we did not receive pay increases at all for about half that time. Unfortunately, these have been, and still are common circumstances for many employees.

For many people in positions such as these, it becomes a dull routine because there is the feeling of having no control. The main goal becomes not getting fired, since working is better than not working, that is, if you want to enjoy some quality of life. So what happens to a person over time when their goal is not oriented to gaining something positive, but is oriented to avoiding something negative?

The workplace is definitely an environment which needs to change. Ideally, the common goals would be made clear, and the employees would be given means by which they could control at least some aspects of how to reach those goals. And the administration needs to tune in and appreciate their employees in some real way. I realize there are places in which this is the model, but it is my belief that this is the exception to the rule.

.

6

[Martin Taylor 2016.04.17.11.44]

Yes, on re-reading, I see that I mis-stated (b), which was supposed

to be about the boss’s perception of how well the worker was
controlling the variable. The three were supposed to be: worker’s
perception of quality, boss’s perception of quality, worker’s
perception of boss’s perception of quality.
This could apply to any of the three recursions, but you ask the
question from an Analyst’s view in which there is an objective
measure of quality. The Analyst knows exactly what the boss intended
the worker to achieve, and exactly how well the worker achieved it.
The boss can know what was intended, and has a perception of how
well it was achieved, but I don’t think that is what you are getting
at. For example, the boss wants more sales; the worker provides a
sales report showing improved sales. The boss is satisfied. The
worker has been creative in generating sales reports, and has sold
nothing. If the worker was asked to produce sales reports showing
better sales, the worker has exactly done as asked. If the worker
was asked to sell more, he hasn’t.
What was the worker trying achieve? The boss’s approval, or more
sales? If he tried conscientiously to generate more sales but sales
went down, the boss would not show much approval, but if he provides
a glowing sales report, he will bask in the boss’s approval. Who
would be unhappy at that? Probably the CFO, but he’s not the boss we
are concerned with. Certainly the worker, if he controls a
self-perception of being honest and moral.
It’s all a question of what perceptions are being controlled by
which actors, whose perceptions are influenced by their actions,
where are the conflicts, and what are the means available to control
those perceptions. As Barb said, she controlled various perceptions
as a worker, and could see ways of making her performance better,
but was not allowed the means to control those “improvement”
perceptions. Persistent error, unhappy worker. Likewise, if the
worker asked to generate more sales, could see how to do that, was
not allowed to use those methods, and perceived the boss’s
disapproval at the resulting poor sales, he wouldn’t be very happy
either.
Martin

···

On 2016/04/17 10:39 AM, Fred Nickols
wrote:

        [Fred

Nickols (2016.04.17.1035 ET)]

        Thanks,

Martin.

        I don’t see

much of a difference between (a) and (b) but (c) is clearly
different.

        To be more

specific, I’m interested in the following kind of situation.

        My boss has

charged me with achieving a certain result. Now, what does
PCT have to say about the factors that affect my ability to
do that?

Fred Nickols

From:
Martin Taylor Sunday, April 17, 2016 10:22 AM
Re: PCT and Workplace Performance

        [Martin

Taylor 2016.04.17.10.14]

          On 2016/04/17 9:03 AM, Fred Nickols

wrote:

          Oops.  I left out the Target or

controlled variable. Ignore the earlier version.
Corrected version attached.

Fred Nickols

From:
Fred Nickols [mailto:fred@nickols.us ]
Sent: Sunday, April 17, 2016 8:42 AM
To: csgnet@lists.illinois.edu
Subject: PCT and Workplace Performance

              I got to thinking

the other day about what PCT has to say about why
people are not able to control their own performance
in the workplace. In question form, it’s this:

              “From a PCT

perspective, what gets in the way of people
successfully controlling their own workplace
performance?”

              To my way of

thinking, the answers tie to the basic elements of
PCT: Goals (references), Actions, Perceptions
(feedback), Circumstances (Disturbances).

              Attached is quick

compilation of my answers to the question.

              Comments?

Additions? Corrections?

              I’m thinking

there is a useful performance diagnostic lurking in
there somewhere.

Regards,

Fred Nickols, CPT

Writer & Consultant

DISTANCE
CONSULTING LLC

“Assistance at a Distance”SM

*** Be
sure you measure what you want.***

*** Be
sure you want what you measure.***

          One question raised by your

list is whose perception of workplace performance is being
controlled? The worker’s or the boss’s. or the worker’s
perception of the boss’s? In other words, is the variable
you (Fred) are controlling (a) the quality of the worker’s
control of a perceptual variable supplied by a third party
for the worker to use as a reference, (b) the worker’s
perception of the quality of control of that variable, or
(c) the perception by the boss of the worker’s quality of
control of the variable the boss intended to supply as a
reference?

          The three possibilities lead in different directions, both

as to who you (Fred) want to influence and what you want
to influence. When those questions are settled, the
content of the list becomes relevant.

          Martin

mailto:mmt-csg@mmtaylor.net
Sent:
**To:**csgnet@lists.illinois.edu
Subject: