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The Long Term Benefits
of the Peak Performance Program
Managing
Transformation
Most world-class companies are in the grip of
continuous change and transformation and it seems that the pace
of change is increasing. Some divisions are in a perpetual re-organization
cycle, some are facing problems of globalization, while others are
constantly trying to "catch-up" with a rapidly changing
marketplace as well as keeping pace with the competition. This Oil
Company's Logistics Division has been a prime example of this rapid
change undergoing a very significant transformation.
A decision
was made by the management team to take a positive, proactive approach
to the transformation process and run the Peak Performance program
to help deal with the turmoil, stress and conflict that inevitably
arises at a time of significant change. The view was taken that
a failure to deal with the turbulence would significantly reduce
the chances of coming out the other side in any sort of healthy
state.
The
view was that unless the division was equipped for change their
ability to provide high-quality service, and be the dynamic,
flexible, innovative group that would flourish in difficult economic
circumstances would be lost. In short the division would become
a poor performer.
Scientific
Background
 There
has been a substantial amount of scientific and organizational research
demonstrating that the turbulence of change and transformation,
the feelings of being overburdened, under-resourced, time-pressured
or "stressed"prevent individuals and teams from performing
well and prevents them from making a success of the transformation
process.
Thus
if the goal is to achieve peak performance then it is vital to
create the right amount of pressure in the system. A lack of
pressure in the system would fail to generate a challenging and
stimulating environment, but too much pressure in the system
would simply inhibit performance (Figure 1).
The danger
of transformation is that too much pressure is created and this
often goes unnoticed by management and workers alike until performance
levels have dropped substantially. It is very easy to misjudge the
amount of pressure in a system because the very process of change
puts individuals under pressure. Pressure causes very real physiological
changes that inhibit performance, reduce mental clarity, impair
creativity and productivity and have a detrimental effect on health.
If
such changes go unchecked individuals may move inexorably further
down the "downslope". Ultimately excessive pressure,
work or self-inflicted, can result in a system breakdown.
This could
mean a physical breakdown such as a heart attack in a middle-aged
individual, a psychological breakdown or the individual simply quits.
Life on the downslope can be pretty unrewarding, performance is
low, motivation is low and goal clarity is low. Individual and team
performance is poor and this filters through to poor organizational
performance.
Study
Design
Because of compelling scientific evidence demonstrating
the effectiveness of the Program the Logistics division ran a series
on one-day workshops in October 1997 involving 45 people. In these
workshops attendees were taught and practised four scientifically
validated self-management techniques.The program is based on leading
edge research by cardiologists and neuroscientists demonstrating
that there is a profound link between productivity, brain function,
cardiovascular health and stress. By the end of one day's training
the vast majority of attendees master these techniques and can start
to apply them immediately at work and at home.
Psychometric
Results
Prior to attending the course, all 45 participants
completed an extensive psychometric questionnaire, the Personal
and Organizational Quality Assessment (POQA).
The POQA addresses individual and business performance issues. It
has 80 items scaled to represent 14 constructs. There are five potential
responses to each question, ranging from almost never, rarely, occasionally,
often or most of the time; or alternatively from strongly disagree,
disagree, neutral, agree or strongly agree.
The POQA
was repeated after six weeks and again after six and twelve months
to determine the impact of the IQM program. The main findings of
the POQA are presented below in the form of a table.
| 1.
Personal Data |
Pre |
Post |
Sample
size 45 |
| |
|
6
wk |
6
mo |
12
mo |
|
| I
feel worried |
38%
|
9%
|
0%
|
0%
|
Often/Most
of the Time
|
|
I
feel anxious
|
35%
|
9%
|
8%
|
6%
|
Often/Most
of the Time
|
|
I
feel uneasy
|
38%
|
4%
|
4%
|
6%
|
Often/Most
of the Time
|
|
I
feel fatigued
|
31%
|
9%
|
4%
|
13%
|
Often/Most
of the Time
|
| I
feel exhausted |
48% |
22%
|
8%
|
13% |
Often/Most
of the Time |
| I
feel tired |
50% |
22% |
12% |
19% |
Often/Most
of the Time |
|
I
feel angry
|
21%
|
9%
|
0%
|
6%
|
Often/Most
of the Time
|
|
I
feel annoyed
|
48%
|
17%
|
8%
|
6%
|
Often/Most
of the Time
|
|
I
feel tense
|
40%
|
9%
|
4%
|
19%
|
Often/Most
of the Time
|
|
I
feel mad
|
15%
|
0%
|
0%
|
6%
|
Often/Most
of the Time
|
| I
feel unhappy |
21% |
9% |
0% |
0% |
Often/Most
of the Time |
| I
feel blue |
13% |
0% |
0% |
0% |
Often/Most
of the Time |
| I
feel sad |
13% |
13% |
0% |
0% |
Often/Most
of the Time
|
| I
feel depressed |
19% |
9% |
0% |
6% |
Often/Most
of the Time
|
| I
feel hopeless |
10%
|
4%
|
0%
|
0%
|
Often/Most
of the Time
|
|
| 2.
Stress Symptoms |
Pre |
Post |
Sample
size 45 |
| |
|
6
wk |
6
mo |
12
mo |
|
| I
experience sleeplessness |
19% |
13% |
4% |
6% |
Often/Most
of the Time |
| I
experience palpitations |
25% |
4% |
0% |
6% |
Often/Most
of the Time |
| I
have aches and pains |
29% |
4% |
4% |
19% |
Often/Most
of the Time |
| I
experience indigestion |
15% |
13% |
4% |
6% |
Often/Most
of the Time |
| I
feel healthy |
71% |
91%
|
80%
|
88% |
Often/Most
of the Time |
|
| 3.
Positive Effects |
Pre |
Post |
Sample
size 45 |
| |
|
6
wk |
6
mo |
12
mo |
|
| I
feel relaxed |
48% |
78% |
80% |
88% |
Often/Most
Of The Time |
| I
feel peaceful |
42% |
78% |
76% |
81% |
Often/Most
Of The Time |
| I
feel calm |
56% |
87% |
80% |
94% |
Often/Most
Of The Time |
| I
feel happy |
69% |
83% |
96% |
94% |
Often/Most
Of The Time |
| I
feel satisfied |
54% |
83% |
84% |
81% |
Often/Most
Of The Time |
| I
feel lively |
54% |
78% |
72% |
75% |
Often/Most
Of The Time |
| I
feel energetic |
52% |
74% |
60% |
81% |
Often/Most
Of The Time |
| I
feel mentally alert |
73% |
78% |
92% |
94% |
Often/Most
Of The Time |
| I
feel focused |
69% |
83% |
92% |
94% |
Often/Most
Of The Time |
| I
feel clear headed |
71% |
83% |
92% |
94% |
Often/Most
Of The Time |
|
I
feel cheerful
|
77%
|
83% |
96% |
100% |
Often/Most
Of The Time
|
| I
feel kind |
73% |
87% |
92% |
94% |
Often/Most
Of The Time |
|
I
feel caring
|
75%
|
87%
|
84%
|
94%
|
Often/Most
Of The Time
|
|
I
feel appreciated
|
40%
|
78%
|
67%
|
81%
|
Agree/Strongly
Agree
|
|
I
feel cared for
|
60%
|
78%
|
71%
|
81%
|
Agree/Strongly
Agree
|
|
I
often feel guilty
|
38%
|
13%
|
4%
|
4%
|
Agree/Strongly
Agree
|
|
Caring
for others drains me
|
38%
|
13%
|
13%
|
13%
|
Agree/Strongly
Agree
|
|
| 4.
Business Data |
Pre |
Post |
Sample
size 45 |
| |
|
6
wk |
6
mo |
12
mo |
|
|
Our
meetings are well organized
|
27%
|
39%
|
67%
|
75%
|
Agree/Strongly
Agree |
|
We
listen to each other
|
58%
|
61%
|
71%
|
81%
|
Agree/Strongly
Agree |
|
I
listen closely to co-workers
|
81%
|
87%
|
88%
|
100%
|
Agree/Strongly
Agree |
|
We
communicate well
|
54%
|
78%
|
79%
|
88%
|
Agree/Strongly
Agree |
|
Organizational
goals are clear
|
48%
|
52%
|
75%
|
94%
|
Agree/Strongly
Agree |
|
My
own and work goals are the same
|
63%
|
61%
|
79%
|
88%
|
Agree/Strongly
Agree |
|
I
understand my work priorities
|
81%
|
96%
|
96%
|
94%
|
Agree/Strongly
Agree |
|
My
work objectives are very specific
|
50%
|
61%
|
79%
|
81%
|
Agree/Strongly
Agree |
|
I
am creative
|
56%
|
70%
|
83%
|
88%
|
Agree/Strongly
Agree |
|
I
accomplish my work objectives
|
65%
|
87%
|
79%
|
81%
|
Agree/Strongly
Agree |
|
I
am efficient
|
77%
|
96%
|
88%
|
94%
|
Agree/Strongly
Agree |
|
My
work produces excellent results
|
50%
|
78%
|
75%
|
75%
|
Agree/Strongly
Agree |
|
I
feel good about what I do
|
75%
|
74%
|
88%
|
88%
|
Agree/Strongly
Agree |
|
I
like my job
|
77%
|
74%
|
88%
|
94%
|
Agree/Strongly
Agree |
|
I
am satisfied with my duties
|
65%
|
74%
|
75%
|
94%
|
Agree/Strongly
Agree |
|
Home/work
conflict
|
44%
|
39%
|
42%
|
25%
|
Agree/Strongly
Agree |
|
I
feel like leaving the organization
|
35%
|
26%
|
21%
|
6%
|
Agree/Strongly
Agree |
|
I
feel like quitting my job
|
27%
|
26%
|
8%
|
0%
|
Agree/Strongly
Agree |
| My
decisions produce effective results |
82%
|
83%
|
88%
|
94%
|
Agree/Strongly
Agree |
|
The
benefits of the program seen at 6 weeks and 6 months were entirely
in keeping with larger organizational case studies involving over
500 attendees. In addition, the data clearly demonstrated that the
benefits of the program were sustained at 12 months. The management
team reported that this program played a significant part in helping
the division through the transformation successfully.
© 2002, HeartMath LLC
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