Report Card Issues in Quality Management

Abstract

This article explores the causal relationship between the characteristics of report cards required by management and the occurrence of flinching behavior by workers at all levels of the organization. Although flinching is a widespread phenomenon, it is a corrosive process that is harmful to the organization. Flinching is formally defined, and its causes are clarified. The consequences of flinching, all of which are bad for the organization, are described. Many examples of flinching are presented. Three fundamental report card principles are developed: the universal reaction principle, the reinforcement principle, and the reality check principle. Guidance is provided on designing and administering report cards to minimize flinching.

• employee behavior
• flinching
• resampling

Additional information

Notes on contributors

Donald W. Marquardt

Donald W. Marquardt is president of Donald W. Marquardt and Associates. He earned a master's degree in mathematics and statistics from the University of Delaware. Marquardt may be contacted at Donald W. Marquardt and Associates, 1415 Athens Road, Wilmington, DE 19803; 302-478-6695, Fox 302-478-9329.