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Making High Performance
Happen
By Victor R. Buzzotta, Ph.D.
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If someone invited you to the auto
show to see a high-performance race car, you probably have a general picture in
your mind's eye of what you would see when you got there, even though you may
not know what kind of engine or fuel injection or special suspension system the
car had.
For most of us, the same is true when people mention high-performance organizations.
We have a general idea of what they mean, although we may not be able to define
the term with any great specificity. But high-performing organizations do have
identifiable attributes.
In our upcoming book, Making Common Sense Common Practice,
we discuss five major practices that make high performance possible (Fig. 1).
As you will see, each is a building block, an interlocking step that must be completed
before moving on to the next.
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Figure 1
The High Performance Model
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