Gilbert's Performance Matrix
Skeletal Performance Matrix
Part of Gilbert's Fourth Leisurely Theorem, the Performance Matrix illustrates the relationship between human accomplishments and the values we assign to them (Gilbert 2007).
Gilbert's Fourth Leisurely Theorum
"We can view human accomplishments at several levels of generality, and the values we assign to these accomplishments at each level will be derived from the level just above them" (Gilbert 2007).
Explanations of the Levels - Abbreviated from (Gilbert 2007)
I. Philosophical Level
People's ideals are the accomplishments we see at the philosophical level. When we look at performance based on those ideals, we are then measuring integrity. Gilbert then recommends the adoption of a commitment to a set of principles based on the ideals.
II. Cultural Level
The goal of the overall culture in which the performance occurs are the accomplishments we see at the cultural level. Using that model, we then measure the conformity of the performance to that goal. From there, we look at a set of methods called policy--a set of laws or rules for running an organized community.
III. Policy Level
We define subcultures--parts of the overall culture--based on accomplishments called missions. We measure how effectively those subcultures perform by looking at the worth of their achievements according to the First Leisurely Theorem--worth (W) is the ratio of valuable accomplishment (A) to costly behavior (B). When the performance is less worthy than it could or should be, we find programs as methods to correct it, which ultimately become the policies of the subculture.
W = A/B
IV. Strategic Level
Responsibilities are the accomplishments that define critical roles in subcultures, like jobs in the working world. "We measure performance against responsibilities by calculating or estimating the value gained when those responsibilities are discharged; the value lost when they are not discharged; or the potential increase in value when performance (accomplishment) is improved" (Gilbert 2007). Strategies are then made for carrying out the programs from the policy level to improve the performance of people in specific roles.
V. Tactical Level
Duties are the accomplishments of a task component of a critical role. From there, we measure what it will cost to make the behavioral changes necessary to accomplish the duty model. After determining the cost, we determine what tools are needed as a method for making the behavioral changes.
VI. Logistical Level
At this level, we view the schedules of people, materials, facilities, and expenditures required for implementing the programs. We then take inventory of the material needs that have not yet been fulfilled. Finally, we create a system to supply those material needs.