Christy Tucker's personal annotations on this page
Christyinsdesign bookmarked
on 2008-04-24
Summary of a model for creating incompetence--i.e., what NOT to do
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- Don’t let people know how well they’re performing.
- Give people misleading information about how well they’re performing.
- Hide from people what’s expected of them.
- Give people little or no guidance about how to perform well.
Information
This link has been bookmarked by 3 people . It was first bookmarked on 24 Apr 2008, by Christy Tucker.
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Sam Bacherthow NOT to be a good leader/administrator
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- Leave training to chance.
- Put training in the hands of supervisors who are not trained instructors.
- Make training unnecessarily difficult.
- Make training irrelevant to the students’ purposes.
- Schedule performance for times when people are not at their sharpest.
- Select people for tasks they have intrinsic difficulties in performing.
- Do not provide response aids (e.g., magnification of difficult visual stimuli).
- Design the job so it has no future.
- Avoid arranging working conditions that employees would find pleasant.
- Give pep talks rather than incentives to promote performance in punishing situations.
Creating Incompetence (individual level)
Knowledge
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Christy Tucker
Summary of a model for creating incompetence--i.e., what NOT to do
-
- Don’t let people know how well they’re performing.
- Give people misleading information about how well they’re performing.
- Hide from people what’s expected of them.
- Give people little or no guidance about how to perform well.
Information
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