Managing performance through collaboration

Good performance is achieved, in our experience, when people:

• Are clear about their goals and priorities

• Are encouraged and allowed to use their common sense on resources, inputs, tasks, outputs and constraints

• Can apply what they know to change the way things are done

• Are able to interact with their process 'suppliers' and 'customers' and change the way that process hand-overs are managed

• Have good information to enable them to assess their results

Within organisations, people are often working on tasks that require cooperating with others in complex networks, both formal and informal. This is also true of working between organisations. In our experience having a shared understanding of this complexity and the different roles, goals, feedback loops and interdependencies is the start point for more productive and satisfying outcomes.

INL works with informal networks to produce rich pictures of the current reality and the desired state. This stimulates reflection on what’s getting in the way of working effectively. An agreed set of actions to improve results flows naturally from the analysis.