Defining and Delivering Measurable Value: A Mega Thinking and Planning Primer

Kaufman, Roger

doi:10.1111/j.1937-8327.2005.tb00337.x

Cited by 16 publications

(19 citation statements)

References 7 publications

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“…Needs (and impact) assessment: mega-, macro-, and micro-levels 'Critical Success Factor 5: Define 'need' as a gap between current and desired results (not as insufficient levels of resources, means, or methods)' (Kaufmann, 2005).…”

Section: Tools That Support Reliability and Therefore Create Trustmentioning

confidence: 99%

“…Tools for assessment at each level shown in the last column. The structure of mega, macro, micro entities, and the idea that outputs from an organization are not what should drive its planning, but rather the outcomes at higher levels, is from Kaufmann (2005). The five primary human needs in italics are from Maslow (1954).…”

Section: Tools That Support Reliability and Therefore Create Trustmentioning

confidence: 99%

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Tools for assessing needs and impacts

Michalski¹

2015

Studies in Conservation

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The results of the ICCROM Forum 2013 on Conservation Science working group on Tools for assessing needs and impacts is presented. It is used as a starting point for a fundamental study of tools in general, tangible and intangible. The phenomenon of scientists and their organizations becoming defined by their tools, and unable to change when the needs of those they serve change, was noted by Kaplan in 1964. Part of the mechanism is the human tendency to solve any disagreement between new facts (like client needs) and old beliefs (such as the importance of one's toolset) by twisting the facts rather than the beliefs. Collins' proposal of three kinds of tacit knowledge, with collective tacit knowledge as the most difficult to make explicit, can explain common problems of interpretation and communication of assessments, and guide strategies for reliable tools. Kaufmann's ideas on the structuring of needs assessment by levels, and the distinction between macro outputs and mega outcomes, is combined with Maslow's five basic human needs, as well as the three pillars of sustainability, to produce an overall map of where needs assessment tools operate, and where conservation science organizations fit into this structure.

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Section: Tools That Support Reliability and Therefore Create Trustmentioning

confidence: 99%

Section: Tools That Support Reliability and Therefore Create Trustmentioning

confidence: 99%

Tools for assessing needs and impacts

Michalski¹

2015

Studies in Conservation

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“…Roger Kaufman takes a societal perspective with his theories around mega planning (Kaufman, 1985(Kaufman, , 2000(Kaufman, , 2005. Mega planning focuses on the organization in the larger context of society: ''From this shared societal value-added frame, everything one uses, does, produces, and delivers is linked to achieve shared and agreed-upon positive societal results.…”

Section: Mega Planning and The Organizational Elements Modelmentioning

confidence: 99%

“…A performance analyst may employ any number of well-accepted strategies or models to better understand the real in order to develop a plan to move toward the ideal (Harless, 1973(Harless, , 1975Kaufman, 1985Kaufman, , 2005Rossett, 1987Rossett, , 1999Rummler & Brache, 1990;Zemke & Kramlinger, 1982). Good approaches or models guide the performance analyst through a systematic process of inquiry and analysis and delineate what data needs to be gathered for that analysis.…”

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confidence: 99%

From Performance Analysis to Training Needs Assessment

Burner

2009

Handbook of Improving Performance in the Workplace: Volumes 1‐3

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W hat are performance analysis and training needs assessment, and how are they conducted? This chapter provides an introduction to both processes in two ways: a discussion of the elements and procedures involved and a complementary narrative that explores ways in which the two processes, performance analysis and training needs assessment, can play out in an organization. Often conflated because of their fundamental reliance on analysis, performance analysis and training needs assessment are two separate processes; in fact, one emerges from the other. But they are similar in the steps they take, the systematic way in which they are performed, and the data collection processes applied. In a sense, a training needs assessment is a tighter iteration of a performance analysis. Performance analysis reveals areas of need in an organization, and assuming training is part of the recommended set of solutions-and it is not always-a training needs assessment is conducted to articulate, to verify, and to determine very specifically what training is needed and how best to bring that training to the performers who need it. A training needs assessment should be triggered by a performance analysis. Training that is able to be traced to a performance analysis is more easily justified both rationally and financially.One of the most well-known authorities on these two processes, Allison Rossett (1999), offers the following definitions in her highly regarded First Things Fast: A Handbook for Performance Analysis: Performance Analysis: Process by which you partner with clients to identify and respond to problems and opportunities, and to study individuals and the organization and to determine an appropriate cross-functional solutions system. A systematic and systemic approach to engaging with the client; this is the process by which you determine when and how to use education and information resources. (p. 227)Training Needs Assessment: Systematic study that incorporates data and opinions form varied sources in order to create, install, and evaluate educational and informational products and services. The effort commences as a result of a handoff from the performance analysis and should concentrate on those needs that are related to skill, knowledge, and motivation. Also known as a needs assessment. (p. 230) But Rossett's (1999) definitions are not the only ones in the parlance of performance analysts. Roger Kaufman (1985Kaufman ( , 1995Kaufman & Valentine, 1989) distinguishes between a needs assessment and a needs analysis, keeping cost at the forefront of needs assessment and expanding costs to include social as well as financial considerations.Needs Assessment: The identification of needs [gaps between current results and desired results], and the placing of them in priority order in terms of what it costs to meet the needs versus the cost for ignoring them (where ''cost'' is both social and financial). (Kaufman, 1985, p. 88) Needs Analysis: The breaking down of an identified need to determine its basis and causes and the relati...

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“…Dealing with ethical issues in business across societal levels from the individual to the nation-state can be very challenging. Kaufman (2005) frames the matter this way: "There continues this migration from individual performance as the preferred unit of analysis for performance improvement to one that includes a first consideration of society and external stakeholders; it is responsible, responsive, and ethical to add value to all" (p. 13).…”

mentioning

confidence: 99%