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Human Performance Management

Monday, March 20, 2006. What can Risk Management and Lean teach us about ensuring that our cross-functional teams produce quality products? 3) Lean teaches that visual control should be used so that problems are not hidden. This means that, when possible, communications should be kept as short and concise as possible (Toyota expects all communications to fit on one sheet of paper). The discipline of concise communication eliminates ambiguous language in which problems might hide. Posted by DB @ 7:01 AM.

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Human Performance Management | humanperformancemgt.blogspot.com Reviews
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Monday, March 20, 2006. What can Risk Management and Lean teach us about ensuring that our cross-functional teams produce quality products? 3) Lean teaches that visual control should be used so that problems are not hidden. This means that, when possible, communications should be kept as short and concise as possible (Toyota expects all communications to fit on one sheet of paper). The discipline of concise communication eliminates ambiguous language in which problems might hide. Posted by DB @ 7:01 AM.
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Human Performance Management | humanperformancemgt.blogspot.com Reviews

https://humanperformancemgt.blogspot.com

Monday, March 20, 2006. What can Risk Management and Lean teach us about ensuring that our cross-functional teams produce quality products? 3) Lean teaches that visual control should be used so that problems are not hidden. This means that, when possible, communications should be kept as short and concise as possible (Toyota expects all communications to fit on one sheet of paper). The discipline of concise communication eliminates ambiguous language in which problems might hide. Posted by DB @ 7:01 AM.

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1

Human Performance Management: The Toyota Way, by Jeffrey K. Liker: Bibliographic Review

http://humanperformancemgt.blogspot.com/2006/03/toyota-way-by-jeffrey-k-liker.html

Tuesday, March 14, 2006. The Toyota Way, by Jeffrey K. Liker: Bibliographic Review. Liker, Jeffrey K. The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer. New York: McGraw-Hill, 2004. Here are the 14 principles:. 1) Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals. This sense of purpose ultimately drives a company toward excellence. Short-term financial goals are not sufficient to create a great company. This involves ...

2

Human Performance Management: Questions and Directions.

http://humanperformancemgt.blogspot.com/2006/02/questions-and-directions.html

Wednesday, February 08, 2006. As I talked with Dr. Howard yesterday, we began to craft three questions to focus my study:. 1) What baggage does the term human performance management. 2) What does human performance management have in common with technical communication (in which I am being trained)? 3) What insights could a technical communicator bring to the field of human performance management? Some preliminary ideas of how these might be answered:. Posted by DB @ 1:59 PM. Clemson, South Carolina.

3

Human Performance Management: Welcome.

http://humanperformancemgt.blogspot.com/2006/02/welcome.html

Tuesday, February 07, 2006. The purpose of this blog is to provide a site for my studies in Human Performance Management in the department of Professional Communications at Clemson University. It will include short bibliographic pieces, reflections, and ephemera. Posted by DB @ 2:52 AM. When is the next post coming out? An overview of the essential texts in the field of Human Performance Management. Clemson, South Carolina. View my complete profile.

4

Human Performance Management: Managing the Risks of Organizational Accidents, by James Reason: Bibliographic Review

http://humanperformancemgt.blogspot.com/2006/02/managing-risks-of-organizational.html

Tuesday, February 21, 2006. Managing the Risks of Organizational Accidents, by James Reason: Bibliographic Review. Reason, James. Managing the Risks of Organizational Accidents. Burlington: Ashgate Publishing Company, 1997. 1) The best people can sometimes make the worse errors. 2) Shortlived mental states- preoccupation, distraction, forgetfulness, inattention- are the last and least manageable part of an error sequence. 8) Violations act in two ways. First, they make it more likely that the violato...

5

Human Performance Management: February 2006

http://humanperformancemgt.blogspot.com/2006_02_01_archive.html

Tuesday, February 21, 2006. Managing the Risks of Organizational Accidents, by James Reason: Bibliographic Review. Reason, James. Managing the Risks of Organizational Accidents. Burlington: Ashgate Publishing Company, 1997. 1) The best people can sometimes make the worse errors. 2) Shortlived mental states- preoccupation, distraction, forgetfulness, inattention- are the last and least manageable part of an error sequence. 8) Violations act in two ways. First, they make it more likely that the violato...

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Monday, March 20, 2006. What can Risk Management and Lean teach us about ensuring that our cross-functional teams produce quality products? 3) Lean teaches that visual control should be used so that problems are not hidden. This means that, when possible, communications should be kept as short and concise as possible (Toyota expects all communications to fit on one sheet of paper). The discipline of concise communication eliminates ambiguous language in which problems might hide. Posted by DB @ 7:01 AM.

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