ABSTRACT
Chapter 1 stated that performance is the “definition and progressive achievement of tangible, specific, measurable, and personally meaningful goals,” and then asked “goals to do what?” This had to be troublesome to readers concerned with moving straight through to understanding performance improvement. The reality is, however, that working to improve performance in any organization or team often involves the same back and forth, or iterative, steps. Do the leaders know what they want to accomplish; do they have a strategic vision? Sometimes yes, sometimes no. To clarify the issues here, we will put these concepts together in a way that can provide a framework and techniques for guiding discussions and decisions about current performance and needed improvements.
