The principles of Samewave are supported by four key business methodologies. Read more to see how in using Samewave you are infusing these revolutionary ideas into your team's day to day activities.
Promises are a business constant. Employees make promises every-day to colleagues or customers. Social Discipline changes the face of promises in businesses. If every promise is made and tracked in a public space, for all to see, then there is a social motivation to keep that promise and promises that are kept are good for your business.
Measuring performance transforms businesses for the better. The gathering and utilisation of this performance information is a critical part of modern business practice. Studies from a KPMG research institute were published in the Harvard Business Review in the early 90s, establishing the popularity of the ‘Scoreboard’, a simple process for easily and quickly understanding critical performance at any point in time. Since then it’s become a widely accepted and revered business methodology.
Checklists are a simple and yet incredibly powerful tool. Thousands of lives have been saved in hospitals thanks to the good practice that was made unavoidable by completing a checklist. Surgeon and author Atul Gawande embraced the concept of checklists in his hospital. Complex tasks were broken down and managed individually and errors were reduced to almost none. The power of checklists extends to the business arena.
The growth of large scale business in the 20th century is the story of effective management and the primary goal of management is making people productive. Objectives need to be set and decisions need to be made on a regular basis to keep “knowledge workers” productively turning the wheels of your business.
We believe in the game changing benefits of Samewave and the amazing scientific and literary concepts behind it, so we’ve compiled a series of detailed whitepapers exploring each of these topics in-depth. Happy reading!
Promises are an integral part of every company and while it is self-evident to say that without them nothing would be achieved, they are rarely managed as carefully as other organisational resources. Poorly crafted promises are usually the underlying reason when strategy implementation falters.
This white paper examines a Harvard Business Review article by Sull and Spinosa. It explains why promises break down and how to use promise-based management to improve agility, coordination, collaboration and engagement. This white paper also addresses how to prevent promise breakdown, including the role of software in implementing promise-based management.
Almost every organisation has suffered from the adverse effects of broken promises and poor group motivation. Symptoms of poor employee engagement, these issues are driven by deep-rooted psychological factors and can be extremely difficult to manage. Moreover, they can have a significant detrimental impact on long-term performance.
Offering a long-overdue solution, the arrival of social performance management software provides the ability to address these issues using Social Discipline – a powerful management approach underpinned by proven psychological concepts. This white paper explains in detail the fundamentals of Social Discipline and how it can be successfully deployed to increase employee engagement, productivity and focus.
Group work is an integral part of daily life for most organisations. However, when personal priorities are put before the best outcome for the group, individuals frequently withhold their effort and choose to Free-Ride on the input of others instead. The inevitable motivation and output losses mean groups rarely achieve their full potential.
This white paper analyses the impact of the Free-Rider Effect on group performance, and examines three key sources of low motivation. Providing practical advice and action, it also explains how to increase motivation to achieve rapid performance improvements. Several techniques are covered with a particular emphasis on the role of social performance management software.
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