pyramid to dna

brainroads-toward-tomorrows mental patterns

Doing and Rewarding (Inside a High Performance Organization)

  • Prerequisites for High Performance

    • High Performance and Team Effectiveness

    • Customer Satisfaction

    • Strategic Planning

    • Leadership Style

  • Operating in an Employee Involvement Culture

    • A Closer Look at Involvement and Performance

    • Components of Employee Involvement

      • Information-sharing

      • Knowledge/Skill/Ability

      • Rewards/Recognition

      • Power/Authority/Accountability

  • How Teams Operate Effectively

    • Special Purpose Teams

      • Quality Circles

      • Problem-Solving Teams

      • Customer and Supplier Teams

      • Benchmarking Teams

      • Labor/Management Team

    • Permanent Operating Teams

      • Renamed Section or Department

      • Lightly Managed Teams

      • Work Cells

      • Self-Managed Teams

    • Measuring Teams

      • Types of Team Measures

      • Customer Perception of the Team and Its Work (Moment of Truth)

      • Internal Calculations on Actual Work (Upstream Excellence)

      • Team Characteristics and Operation

    • Recognizing Teams

      • Merit Increases

      • Profit Sharing

      • Team of the Month Awards

  • Gainsharing: the Path to High Performance

    • What Is Gainsharing?

      • Gainsharing and Teamwork

      • Gainsharing and Compensation

      • Gainsharing Plans

    • Creating a Customized Plan

      • Planning Issues

  • Summary and Conclusion

  • Bibliography

  • About the Author



“The greatest danger in times of turbulence is not turbulence; it is to act with yesterday’s logic”. — Peter Drucker

The shift from manual workers who do as they are being told — either by the task or by the boss — to knowledge workers who have to manage themselves ↓ profoundly challenges social structure

Managing Oneself is a REVOLUTION in human affairs.” … “It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us—even of the younger generation—still take for granted as the way to think and the way to act.” …

… “Managing Oneself is based on the very opposite realities: Workers are likely to outlive organizations (and therefore, employers can’t be depended on for designing your life), and the knowledge worker has mobility.” ← in a context




These pages are attention directing tools for navigating a world moving toward unimagined futures.

It’s up to you to figure out what to harvest and calendarize
working something out in time (1915, 1940, 1970 … 2040 … the outer limit of your concern)nobody is going to do it for you.

It may be a step forward to actively reject something (rather than just passively ignoring) and then figure out a coping plan for what you’ve rejected.

Your future is between your ears and our future is between our collective ears — it can’t be otherwise. A site exploration starting point



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