As a HOP practitioner, and as a voice within the community of practice, I am frequently asked to define Human and Organizational Performance –to give my version of an “elevator pitch” – to provide a quick and clear description of the approach.
To me, at the core of it all, Human and Organizational Performance is a fundamental shift in how we view people. It is the move away from viewing people as problems to be managed, and the shift towards viewing people as problem solvers. While there are several other vital bits and pieces, Human and Organizational Performance is about starting from a place of trust, embracing the human element of our work worlds, understanding that people show up to work to do a good job, and constantly and deliberately learning from those that do the actual work.
The Principles of Human & Organizational Performance (HOP)
Error is Normal
Blame Fixes Nothing
Context Drives Behaviors
Learning Is Vital
How We Respond Matters
The principles and concepts of Human and Organizational Performance move us in a more humanistic direction. Rather than viewing people as the problem and attempting to cure our work worlds of events and problems by seeking to cure people of their humanity, HOP teaches us to embrace our fellow humans, to defer to their expertise, to learn from them, to seek to understand, and to understand that their “know-how” and knowledge is vital to the success of our organizations. Human and Organizational Performance teaches us that error is normal, that no one chooses to make a mistake, that blame fixes nothings, and that blaming only moves us away from the so needed learnings we require to improve. Allow me to circle back to the key point, Human and Organizational Performance is a fundamental shift in how we view people – people are problem solvers, and we must create systems of trust so that they can do just that.
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