By William Seidman Organizations budget considerable sums for “performance support.” Performance support without a strong sense of purpose for using it, and a wide variety of other capabilities to make it effective, is not very meaningful and can be detrimental to performance. Few organizations do a good job of developing mind, heart and belly — and most are too willing to substitute technology for the real and hard work of improving performance. Good use of the newest research on positive deviance and the neuroscience of learning to develop the mind, heart and belly is the first thing organizations need to do to improve performance. Only then does performance support become valuable.  ]]>

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