Avoid leading questions whose answer may support a previous bias or inclination

Diagnosing performance problems

A formalized approach helps when a manager faces a performs problem. The following diagnostic scheme, adapted from Mager" and Pipe, should help to pinpoint the exact nature of the problem. The most efficient strategy for understanding the nature of a problem is to ask the people involved the six critical questions presented here. As you review these questions, remember the importance of open-ended questions. Closed questions, those that can be answered with a "yes" or "no", do not provide the required in-depth information. Also avoid leading questions whose answer may support a previous bias or inclination while completely hiding the real problem.

In some situations, questions can also be a threat. Questions should be put in such a context to make it clear that the manager is seeking to improve performance so that organizational and personal goals can be met.

Unfortunately, questions too often sound like an attempt to indict an individual, so it is important for managers to remain positive and sensitive to the perceptions of employees.

The following six questions are presented in a sequential. additive fashion. This means that if the managers sk. themselves the questions as well as ask their employees in the sequence presented here, the answers should combine to develop an understanding. The answer to one question should add to the meaning and significance of the next one, and so on. QUESTION 1: Does the performance really make any difference? A subordinate's performance may be personally irritating to a manager without really affecting the organizational goals. For instance, an employee may come to work dressed in a manner considered inappropriate by a manager, but this dress may not affect overall performance. Another person may have a messy desk while the manager takes pride in a neat, well-organized office. Such mannerisms can irritate without affecting overall performance.

One way to detem1ine if an element of performance really is critical is to ask a fellow manager who may be more objective. If asked about a particular behaviour in an open, nonleading manner, the other manager may reveal that the behaviour is nothing more than a personal irritant to the first manager. Then, too, it may become apparent that the performance really does need rectifying. When this is the case, the second question is appropriate.