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This is based on a Fishbowl
- a small
inner-circle of 4 or 5 learners who discuss or perform a task while an
outer-circle of 4 or 5 learners observe silently and takes notes for later
discussions.
Objective: This activity has a twofold purpose - 1) to have the learners
perform as objective observers, 2) provide a discussion format for performance
appraisals. Note that it could also make a good transitional device between the
two subjects.
Before starting, ensure you discuss the rules of good observation.
Break the learners into two groups - Group A and Group B (depending upon the
class size, you may need more groups - 4 or 5 to a group). Group A will be the
first Inner-Circle. Have the Inner-Circle read and discuss the following
statement:
| It is
time to perform a performance appraisal for one of your employees. Your
method of handling employee evaluations is:
A. Performance appraisals are usually a waste of time. Even when the
employee is open to what I have to say, they never really ever seem to
change. They soon fall back into their same old habits. Therefore, I
keep the sessions short and fairly general. It is also a good idea to
keep as few records as possible...they might get you into trouble at a
later date.
B. Performance appraisals are excellent for evaluating the employee's
past performance and setting new goals. I always consider the employee's
strengths and weaknesses. I ensure that the employee is actively
involved in the evaluation so that he or she takes ownership of the
final appraisal. I expect the employee to use the appraisal as a tool
for growth. |
After about 25 minutes, rotate the inner and outer circles. Have the new
inner-circle read and discuss the following statements:
| It is
time to perform a performance appraisal for one of your employees. Your
method of handling employee evaluations is:
C. Criticism only hurts people's feelings, and few people can be
objective when discussing their weaknesses. Therefore, unless there is a
serious problem, I only concentrate on the employee's strengths. For
example, after a game day, Vince Lombardi never replayed the bad plays,
only the good plays. He wanted his players to concentrate on the winning
plays!
D. Appraisals are quite valuable when used to instruct the employee
on how to improve. Although some supervisors tend to beat around the
bush, the direct approach works best for me. If an employee has done
something wrong, I tell him or her. Vince Lombardi once said, "If
you don't keep score, you're only practicing." I have to let my
employees know that they are falling short of expectations so that they
can set new goals! |
After the small group activities, form back into one group and discuss:
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As
an observer, was the discussion favorable or non-favorable to performance
appraisals? What made you come to this conclusion? |
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Besides
speaking, what other methods of communication did you observe to base your
decision on? (tones of voices, body and hand gestures, etc.) How important
are these other methods of communication as compared to what is being
spoken? |
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Did
you find yourself wanting to infer something by what was being said or not
being said? What harm could this do? |
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How
is being an observer in this exercise the same as being a rater for a
performance appraisal? |
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When
you were in the inner-circle and being observed, how did it affect your
actions? |
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What
one thing did you learn from this exercise that you could use the next
time you have to give a performance appraisal? |
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Thinking
back on your everyday activities at work, how hard is it to strictly base
your decisions on observable behavior? |
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