PARTICEPSManagement

and Consulting Services

Judgement

© Copyright PARTICEPS 2005 2

PARTICEPS

Judgment

Judgment of people

� Having a prejudice or bias towards someone

� Not verifying assumptions about motives, thoughts

� Not being objective – in particular under cover of objectivity

� Associating preferences towards people with their performance

Reasons to avoid judgment in feedback and appraisal

� Avoiding perceptions of treating unfairly

� Would create needs for manipulation and hesitation for open dialogue

� Make things look better than they are

� Hide information

� Avoid creating unnecessary pain

� Making a mistake or missing out on performance is a failure in itself

� Having the opportunity to improve gives a chance to recover

� Being disliked or treated differently because of a mistake creates pain

� Avoid taking wrong decisions or making wrong choices

� How can bias be a good KPI to make decisions upon?

© Copyright PARTICEPS 2005 3

PARTICEPS

Judgment

Judgment of situations, discernment

� Providing an aggregated appreciation of a complex of elements

� Judging the chances on peace in the Middle East

� Judging the overall status of a complex project

� Judgment on reasons for levels of performance

� Judgment on reasons for behaviour of a person

� Really a replacement for a more objective appreciation when not available

Reasons to judge after analysis

� The brain has difficulty to analyse and judge at the same time

� If judgment creates emotion, the analysis can suffer

� If judgment creates negative emotions (fear/anger), the analysis will suffer

� This is true for managers and collaborators

� So do not judge ‘real-time’, but give descriptive feedback real-time AND / OR

� Analyse and come to a balanced judgment of the complex of factors afterwards

� Build in checks into actions plans, to verify the judgments, and adjust: keep it as objective as possible