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Practical process: 2 virtuous circles
Central to Roger Tregear's view of BPM are two different, but closely coupled, virtuous circles — two repeating event chains that, with each iteration, reinforce and compound the benefits of process-based management. In this column he describes how they define the essence of BPM as a powerful management philosophy.
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Smartphone use at night may slow you down the next day
Psych Central
The ubiquitous smartphone may ironically be counterproductive to work efficiency as a new study suggests use of the device for late night work lowers next day productivity. In a pair of studies over a broad spectrum of U.S. workers, Michigan State University's Russell Johnson, Ph.D., and colleagues found that people who monitored their smartphones for business purposes after 9 p.m. were more tired and were less engaged the following day on the job.
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5 questions every leader should ask about organizational design
Harvard Business Review
Once upon a time, "organization design" meant bringing in a slew of consultants to oversee a large-scale organizational restructuring, most often intended to take out big chunks of cost during an economic downturn. Although that kind of redesign is still required periodically, leaders today are more typically confronted with the challenge of how to find cost efficiencies in certain parts of their organization to invest in other parts of the organization that drive growth. As a result, organization design is no longer just a Big Bang event.
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Want to achieve your goals? Don't be limited by what you've achieved before
Process Excellence Network
Many highly successful people have either started out very slowly in their careers, or faced major setbacks after achieving some success, and then come back again to even greater success than they could have ever imagined. For both those who suffered setbacks and those who did not, "the way they were" has nothing to do with the way they are today. How does this happen?
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How to create a culture of accountability
Business Management Daily
Any small business can post its core values on the wall and remind employees about them daily. But if employees are never held accountable for these behaviors, they'll just repeat transgressions over and over. "Accountability must be woven into the fabric of your organization. It has to become a part of every aspect of your business," says Brian Bedford, co-author of the new book, "Culture Without Accountability — WTF? What's The Fix?"
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New employee onboarding: Resources for retooling your process
The People Equation
True story: A group of human resource and training professionals were sitting around a table giving an overview of their new employee onboarding program to a team of senior-level executives from throughout the country. As the presentation drew to a close, one of the executives, "George," piped up: "Wow. You guys do a LOT of training at this site. Why so much? [When I was a new hire,] I didn't know what I was doing half the time, but I just figured it out. In fact, sometimes I made stuff up. I got through it just fine, didn't I?"
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Fine-tune your job training program with ideas from the next SkillCast webinar
Every job training program benefits from periodic evaluation and updating. On Feb. 19, ISPI is helping you do exactly that. The next SkillCast webinar, "Applying Organizational Socialization Research to a Job-Training Program," explores key concepts from organizational socialization and employee turnover research and applies these new concepts to an organizational challenge.

      Date:Wednesday, Feb. 19
      Time:1 to 2 p.m. EST (UTC-05:00)
      Facilitator:Don Kirkey, EdD
      Registration: Register online today!

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    Is the secret to ultimate human performance the F(low) word? (Forbes)
Gartner: Predictive business performance metrics will boost bottom line (Information Age)
Drive performance by focusing on routine decisions (Harvard Business Review)

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Colby Horton, Executive Vice President of Publishing, 469.420.2601
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Disclaimer: The articles that appear in Performance Digest are chosen from a variety of sources to reflect media coverage regarding human and organizational performance improvement. An article's inclusion in Performance Digest does not imply that the International Society for Performance Improvement (ISPI) endorses, supports, or verifies its contents or expressed opinions. Factual errors are the responsibility of the listed publication.

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