Getting Your Ducks to Stay in the Row

You've probably heard the phrase, "Get your ducks in a row," when someone was cold to get organized or prepared. According to Webb Garrison, former associate dean of Emory University and president of McKendree College, in his book Why You Say It, the phrase emanates from primitive versions of the modern game of bowling.

Apparently, the game originally was played with pins of varied sizes and shapes. Eventually, the pins were standardized at 15 inches in height and shape. These short, slender pins were compared to ducks and, by extension, were called duckpins. In early bowling alleys, people reset their duckpins manually, putting many pins in rows. Now a person who completes a task is commended as having put his "ducks in a row."

For many managers, the challenge isn't getting their ducks in the row, it's keeping them there. Organizations often spend a fair amount of time developing and communicating strategic plans that define specific outcomes to achieve. People get excited about the direction the organization is taking to succeed in the future. In some organizations, work groups and individuals develop tactical plans to bring their work into alignment with the organization's plan.

But when daily work is observed, a strange thing becomes apparent. Nothing has changed! Why? Employees have fallen back to old practices. Sometimes this is thought of as resistance to change, but much of it is probably an unconscious tendency to keep doing what's been done successfully in the past. Unless individual behaviors are changed consciously, it is most likely that work efforts will slide backward. It's more comfortable to wear old shoes than to break in new ones.

This issue of The Journal for Quality and Participation provides some insights into performance management and developing a culture where behaviors are adjusted to ensure attainment of organizational goals. Here's a short description of some of the ideas presented:

* Julia Graham describes the philosophies and practices associated with a performance-based culture, as well as how to align the organization and employees' performance management systems, in her article, "Developing a Performance-Based Culture."

* In "Improving the Performance of 'Expert' Workers," Dr. Carsh Wilturner, sports psychologist for the Seattle Mariners baseball team, shares how performance management techniques are applied in the big leagues.

* "Consequences and Changing Behaviors" provides a primer on the use of reinforcement to change behaviors, including a practice test where you can evaluate your understanding of what consequences to apply to obtain specific behaviors.

* Brett Richards shows how to use emotional intelligence in conjunction with behavioral competencies to improve performance in his column, "Intelligent Action: Aligning Hearts and Minds."

Of course, we've got our other regular departments, as well as two articles of general interest. "Learning Styles, Teaching Approaches, and Technology" adds some additional perspectives to the winter issue's discussion on e-learning, and "Leadership Development at Toronto Rehab: Aligning Thinking and Behavior" is a case study that covers a six-step process that can be used in any organization.

Pressed for time? Check out "This Issue in Summary" to decide what articles to read first and what articles to circulate to other members of your organization.

And be sure to let us know what you think about this issue. We always welcome your feedback, as well as your perspectives and experiences.

Deborah Hopen

Editor

Copyright Association for Quality and Participation Spring 2004
Provided by ProQuest Information and Learning Company. All rights Reserved