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In other words, the parents of compulsives-in-training often behave with a stern, cold formality, Benjamin states, and demand that the child not only perform tasks of which he or she is developmentally incapable, but also perform these tasks with perfection Failure is met with blame Displays of affection in the household are not tolerated, and the child is expected to behave like a highly rational miniature adult; Donald s parents, for example, took pride in calling him our little man Because children learn to regard themselves as others regard them, these standards and expectations are then put into the superego, with the result that the child comes to demand perfection not only of the self but also of others Finally, as Benjamin further emphasizes, parents who are angry and moralizing in addition to being cold and controlling produce children with a self-righteous streak loaded on top of other compulsive characteristics.

In addition to a further objective, Objective 7 (simplicity with constructive complexity) is developed further in this example. In particular, it provides a useful direct illustration of the notion of simplicity ef ciency . If we see the probability structures that estimates are based on as models, with a wide range of feasible choices, a rst-pass, constructively simple choice involves targeting a point on bNc in Figure 15.4. Choices on aNb are too simplistic to give enough insight. Later-pass choices should target a point on cNd . Choices like e are inef cient on any pass and should not be used. We start with an effective, constructively simple approach. We add constructive complexity where it pays, when it pays, using earlier passes to help manage the choice process with respect to ongoing iterative analysis. Simplicity ef ciency is the basis of risk management

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Carl Frappaolo, executive vice president of the Delphi Group Inc. in Boston, says that for what he calls knowledge harvesting to be productive, there must be an environment where people are comfortable with sharing knowledge. To find out what defines such an environment for a given organization, a knowledge audit needs to be done. This, Frappaolo explains, is a benchmark of where the organization is from a technical standpoint, a leadership standpoint, a work habits standpoint, a cultural standpoint, a communication pattern standpoint and a team structure standpoint. [italics ours] The results of the audit will give insight as to whether the whole process of knowledge harvesting is going to be perceived as beneficial. 3 In other words, if people don t recognize any gains from knowledge exchange and harvesting in their jobs, they simply won t use the systems provided.

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Perhaps this is the case with Elsa, who has made it her mission to weed out the slackers among her students..

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to do this is by policing his own traf c prior to delivering it to the network When cells are produced that do not conform to the contract, these are placed in a buffer until they become conforming This traf c shaping tends to smooth the traf c A simple way to provide a loose form of policing is by charging The network simply provides an incentive for the user to respect the contract by imposing a very high charge whenever he violates it This method has the advantage that it acts indirectly, rather than on a cell by cell basis Of course it can only work if charges are based upon measurements of the user s traf c that capture the contract violations.

230 INTEGRATING PERFORMANCE MANAGEMENT WITH CORE SOLUTIONS what investments we will make, and our future cost of capital. In that sense, all measures, even nancial ones, have a forward impact. Similarly, the term non nancial can be confusing. If customer satisfaction is forward looking in any sense, it is so called because it will be a factor that will determine future nancial results. In that sense, customer satisfaction is a nancial measure (although it is clearly not an accounting one).21 Although so-called backward-looking (i.e., evaluative) measures are often disparaged, the right kind of evaluative measures value-based ones can provide extremely useful insights . . . [because] the seeds of the future are often hidden in the past. 22

Managing job loss and changeover is assuredly among the most difficult challenges that managers face, no matter what the cause of the upheaval. It is no secret that most rank-and-file employees in the organization who are likely to be displaced by a BPO initiative are living paycheck to paycheck. The looming prospect of job displacement as a result of the organization s decision to outsource is not likely to be met with shouts of joy. Whether the anticipated job displacement includes termination or shifting responsibilities, the reaction is predictable: Some will rush for the exit, others will cower and hope for the best, others will fight, and some will simply deny reality. Each of these reactions to the prospect of outsourcing must be managed and, the good news is, each of these can be managed. A thorough analysis of the costs of a BPO project will include projected job losses and job shifts, and the cost of outplacement and/or retraining services. Many firms opt for a ruthless strategy during reduction-in-force (RIF) initiatives, but others have found tremendous value in using a more humane approach. Whatever approach is chosen, a detailed RIF plan is essential to minimize rancor, control the culture, and reduce exposure to liability.14 A detailed RIF plan will consider a wide range of factors when identifying the individuals who will be terminated and the procedures to be used to undertake the terminations. An RIF plan should consider each individual s

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