Showing posts from October, 2006

Deliberate Practice of Performance Measurement

Top performers engage in what K. Anders Ericsson calls “deliberate practice” – an effortful activity designed to improve individual target performance. Ericsson, a professor of psychology at Florida State University, has spent 25 years interviewing and analyzing high-performing professionals and is the co-editor of the Cambridge Handbook of Expertise and Expert Performance (Cambridge University Press, 2006). He claims that, except maybe in some sports, elite performers aren’t genetically superior. They just do some things differently – like monitoring and managing their performance using established benchmarks.

“Successful people spontaneously do things differently from those individuals who stagnate,” Ericsson said in a recent interview in Fast Company (November 2006). “They have different histories.” He explained how deliberate practice with an example of a medical technician who may see a patient once or twice, make a diagnosis, and then move on, and never see the patient again. …

Progress Boards, Legislative Mandates and Judicial Branch Responses

Oregon state government spends over 43 billion dollars biennially. What are Oregonians getting for their money? Are they getting the right results? Assuming they are, are they being produced in the most efficient manner possible? In a recent brief, Rita Conrad, Executive Director of the Oregon Progress Board, and Dawn Farr of Oregon’s Legislative Fiscal Office say that Oregon’s performance measure system is getting better at answering these questions. And I think they’re right.

Does your state have a “progress board” or similar state agency pushing performance measurement and results-based management?

Whether the judicial branch leaders and managers regard actions by state progress boards as a threat to independence or, alternatively, as a welcome challenge, state progress boards are a source of valuable information. The take-way message of this post is that court executive and managers should take a serious look at what progress boards and similar agencies have to offer in the way of…

Eight Tips for Making Use of Court Performance Measures

The road to success is always under construction.

LilyTomlin, American Actor and Comedian

Earlier this year, Made2Measure posted 10 tips for designing performance measures. Once you’ve designed the measures, here a eight more to ensure that the measures get used.

Tip #1.Build a performance dashboard, scorecard or other effective display of your performance measures. It makes no sense to take the steps of designing the right performance measures and assembling critical performance information if the data are not delivered to the right people, at the right time, and in the right way. That’s where performance dashboards, scorecards or display systems come in. The goal of creating a performance measurement display system is to provide intended users with meaningful information that they can quickly and easily access, assimilate and understand. An effective display enables court leaders, managers and other users to monitor, analyze, and manage the critical processes and activities needed to a…