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<DIV>Tom,</DIV>
<DIV> </DIV>
<DIV>Tersely put:</DIV>
<DIV> </DIV>
<DIV>For many years working as a system engineer or consultant my tasks
frequently included designing systems/work conditions/etc that encouraged
staff/management performance at high levels.</DIV>
<DIV> </DIV>
<DIV>There is no real secret in how to do this:</DIV>
<DIV> </DIV>
<DIV>On a daily/weekly/etc basis reward in one way or another high performance,
do not reward or tolerate sloth. </DIV>
<DIV> </DIV>
<DIV>In my experience, <STRONG><FONT color=#0000ff>most</FONT></STRONG> persons
prefer to give high performance and actually enjoy their work better when they
do (and the time goes faster); <STRONG><FONT
color=#0000ff>most</FONT></STRONG> people do have natural pride in the fruits of
their activities. Mediocre or slow/poor performance only becomes a bad
habit when it is rewarded in one way or another, sometimes by ignoring it; I
believe that this is the case in the examples cited in the previous post.
</DIV>
<DIV> </DIV>
<DIV>In companies and agencies where a carefully designed work environment and
skilled management combine workers are less motivated by anticipated bonuses
than they are by the quality/pace of their own work and the quality of their
working life. This has been true of many companies that do not offer any
or offer only small bonuses. There have been several studies showing that
the highest monetary rewards are not necessarily the highest motivators.
Reasonably paid, high performing employees will often choose to stay in an
organization with a high quality of working life which rewards in many
on-monetary ways high performance.</DIV>
<DIV> </DIV>
<DIV>In addition, there is nothing wrong in my opinion, of offering government
workers reasonable bonuses for consistently high quality work. Why should
government be any different from many businesses in this regard?</DIV>
<DIV> </DIV>
<DIV> </DIV>
<DIV>I do not know anything about Les Schwab's bonus system. But from my
observation, the company has an expectation and culture of high performance and
rewards such daily in many ways, including supervisory/peer reinforcement,
teamwork, and intolerance for sloth.</DIV>
<DIV> </DIV>
<DIV>In Dale Carnegie's <EM>How to Make Friends and Influence
People</EM>, Carnegie describes a famous application of the above.
Charles M. Schwab, founder of Bethlehem Steel, one day came into the smelter
area at the beginning of a shift and wrote "3" in chalk on the wall. An
employee asked "What does that mean?" Schwab: "That's the number of loads
the previous shift did." Without a further word, he left. Soon the
shifts were competing with each other, the result being that the average number
of loads per shift went from 3 to 7. Pride.</DIV>
<DIV> </DIV>
<DIV>A more detailed explanation of this phenomena is found in <EM>The Analysis
of Behavior</EM> by B. F. Skinner (available through BookPeople). The
basic principles found therein have been many times successfully applied to
motivate high performance and to enhance the quality and enjoyment of working
life. Countless management books of various quality have been written on
this subject.</DIV>
<DIV> </DIV>
<DIV>Note the use of the word "<STRONG><FONT color=#0000ff>most</FONT></STRONG>"
above. Unfortunately, some people never seem to get it, more often at the
management level. After fair and reasonable attempts to motivate such a
person to an acceptable level of performance are not successful, then for the
betterment of the organization and the individual involved, it is time to give
that individual an opportunity to find their employment niche (and possibly to
re-evaluate their past performance levels/etc) elsewhere.</DIV>
<DIV> </DIV>
<DIV> </DIV>
<DIV>Though we having been discussing Moscow City government, the observant will
reflect that several area businesses need a bit (or a lot) of attention here,
particularly when it comes to customer service and/or encouraging working at a
speedier pace -- this is especially true of <STRONG><FONT
color=#ff0000>some</FONT></STRONG> that bitch about big box stores being unfair
competition.</DIV>
<DIV> </DIV>
<DIV>W.</DIV>
<DIV> </DIV>
<DIV style="FONT: 10pt arial">----- Original Message -----
<DIV style="BACKGROUND: #e4e4e4; font-color: black"><B>From:</B> <A
title=the_ivies3@yahoo.com href="mailto:the_ivies3@yahoo.com">Tom Ivie</A>
</DIV>
<DIV><B>To:</B> <A title=vision2020@moscow.com
href="mailto:vision2020@moscow.com">Vision 2020</A> </DIV>
<DIV><B>Sent:</B> Thursday, June 07, 2007 10:06 AM</DIV>
<DIV><B>Subject:</B> Re: [Vision2020] A Sad Night for Moscow</DIV></DIV>
<DIV><BR></DIV>I was with you until the last paragraph. I think it is
apples and oranges but still all fruit. At the tire center they have
profit sharing. The more sales the store does, the larger the bonus at the
end of the year. How do you do that with a city type job? The number
of lines painted? Blades of grass mowed? Papers filed in the cabinet? Does their
work contribute to a "profit"? How do you measure the city's
"profit"? Low crime? Pedestrian and bicycle friendly? Fire hydrants that
work? <BR><BR><B><I>Art Deco <deco@moscow.com></I></B> wrote:
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<DIV>I enjoy Kit Craine's posts in part because of all the potential political
candidate's who write on V 2020, her posts exhibit the most clear and
intelligent understanding about how things governmental should function
in practice, and how they don't function because of X, Y, Z,
...</DIV>
<DIV> </DIV>
<DIV> </DIV>
<DIV>I did not witness Aaron Ament's actions, so I cannot speak upon entirely
on their appropriateness. However, I have been in similar
situations.</DIV>
<DIV> </DIV>
<DIV>In general, when I have been in situations where timely (or complete)
information was given not given to decision makers, the causes were:</DIV>
<DIV> </DIV>
<DIV>1. The preparation staff was generally overworked and struggled with the
best of intentions to get the work out,</DIV>
<DIV> </DIV>
<DIV>2. The preparation staff was poorly managed, did not work at an
acceptable work pace, and/or did not give appropriate priority to producing
the requested information on time or completely, or</DIV>
<DIV> </DIV>
<DIV>3. The preparation staff intentionally, many times with the covert
or overt impetus of their management, produced information only at the last
minute (and sometimes incompletely) in order to attempt to sway the decision
under consideration one way or another. This is a classic tactic used by
a staff and their management to control a board who are, at least by law or
organizational structure, supposed to be ultimately in charge of the staff and
their management.</DIV>
<DIV> </DIV>
<DIV> </DIV>
<DIV>In one case, several of us served <EM>pro bono</EM> on an economic
development loan board for northern Idaho, an activity that took a bit of time
to do diligently. This board was administered by the well paid staff of
an administrative body (hereinafter AB).</DIV>
<DIV> </DIV>
<DIV>If the AB staff had decided in advance that a certain loan should be
granted, but felt that it would not be granted if the application was given
diligent examination by the loan board, the AB staff would not present the
loan package until the meeting (sometimes the package was even then
incomplete), and then the staff would insist that the board must act
upon the application that night. </DIV>
<DIV> </DIV>
<DIV>Unfortunately for the AB staff, the people first appointed to the loan
board by three sets of county commissioners were not quite such
fools. They always voted to table consideration of an
application until they had timely and complete information (getting
the latter was often a real struggle since the AB staff and/or the
applicant tended to not provide information that might have an adverse
impact on the board's decision). If the AB staff insisted that a
decision must be made the night we first received the loan application
package, we voted the proposal down. As expected, the application was
sent up again, and sometimes again and again until the board felt it had
adequate information and time to consider it and make a diligent
decision.</DIV>
<DIV> </DIV>
<DIV>At first we gently tried to persuade AB staff to provide us
with timely, complete information for all applications. To no
avail. Whenever a risky or inappropriate application was put before us,
it was not timely and/or complete. After this happened several times
accompanied by our polite requests for more timely, complete information, our
patience ended. A stormy session ensued. It was recorded and a
partial transcript was given to the sets of county commissioners. After
that, information became more timely and complete, although we had began to
have more (intentional?) problems with the integrity of the application
materials which caused more delays in processing.</DIV>
<DIV> </DIV>
<DIV>The AB staff had the last laugh, however. They persuaded
enough commissioners to replace some members of the board with less technical,
less qualified, more acquiescent persons. The result was that more loans
were made, but the failure rate of the projects they were to support, and
hence the repayment failure rate went up substantially, although some favorite
projects of the AB staff were funded (often followed by failure and loan
payment default).</DIV>
<DIV> </DIV>
<DIV> </DIV>
<DIV>Perhaps some Moscow citizens would care to speculate on the specific
applicability of 1, 2, and 3 above. </DIV>
<DIV> </DIV>
<DIV>I have not directly observed the pace of work of the inside city staff so
I cannot make an informed comment. I have observed the pace of those
working outside. While their snail-like pace is probably mostly the
result of incompetent, inattentive management, I would personally be deeply
ashamed to accept a paycheck for working so slow and/or inefficiently as some
do.</DIV>
<DIV> </DIV>
<DIV>If the mayor, city council, or any citizen doubts the truth of the last
two sentences of the above paragraph here's a suggestion: Pay a visit to
the Les Schwab Tire Center; observe the pace of work there. Then
surreptitiously observe the pace of work of those painting lines and turn
arrows on the city streets, trimming trees, etc. Your city tax dollars
at work.</DIV>
<DIV> </DIV>
<DIV> </DIV>
<DIV>W.</DIV>
<DIV> </DIV>
<DIV> </DIV>
<DIV> </DIV>
<DIV> </DIV>
<DIV>----- Original Message -----
<DIV>From: "Craine Kit" <<A
href="mailto:kcraine@verizon.net">kcraine@verizon.net</A>></DIV>
<DIV>To: "Vision 2020" <<A
href="mailto:vision2020@moscow.com">vision2020@moscow.com</A>></DIV>
<DIV>Sent: Thursday, June 07, 2007 12:09 AM</DIV>
<DIV>Subject: Re: [Vision2020] A Sad Night for Moscow</DIV></DIV>
<DIV><BR></DIV>
<DIV>> Excuse me, g.<BR>> <BR>> First, I am not "hansen". If
you want to piss on him, do it in <BR>> response to one of his
posts.<BR>> <BR>> Second, reread my comments. I, as a taxpayer in this
city, expect my <BR>> elected representatives understand what they
are voting on before <BR>> they say yea or nay. I, as a citizen, need
to know what information <BR>> will be used in a decision IF I am
going to make an informed comment. <BR>> Neither I nor the Council
can fully consider the consequences of a <BR>> decision if essential
facts are presented as the Councilors walk into <BR>> a meeting.
Staff being allowed to insert information at the last <BR>> minute is
a question of TIMING, not a target of someone's "pique."<BR>>
<BR>> A decision based on last minute input is NOT necessarily a good
one.<BR>> <BR>> Kit Craine (a female who always provikes a negative
response from g.)<BR>> </DIV>
<DIV> </DIV>
<DIV>Original Post:</DIV>
<DIV> </DIV>
<DIV>I agree with Aaron Ament. The City Council is conducting the
people's <BR>business: making contracts, passing laws, and--most
importantly-- <BR>spending our money. Just as a smart person takes time to
read and <BR>understand the fine print in a contract before signing it,
I expect <BR>our representatives to do no less when committing our
community and <BR>our dollars to something.<BR><BR>Furthermore, we--the
people--have a right to participate in our <BR>government. We should be
able to review the same information the <BR>Council will see so we can
make informed comments.<BR><BR>Neither the Council nor the people can do their
jobs well when <BR>pertinent information is not available until just
before a decision <BR>is made. That has nothing to do with the
competence of the staff and <BR>everything to do with timing. When
important information arrives too <BR>late to fit into the packet,
perhaps the matter should be tabled <BR>until the next
meeting.<BR><BR>Kit Craine<BR><BR></DIV>
<DIV> </DIV>
<DIV> </DIV>
<DIV><BR>> <BR>> On Jun 6, 2007, at 3:42 PM, g. crabtree wrote:<BR>>
<BR>>> "When important information arrives too<BR>>> late to fit
into the packet, perhaps the matter should be tabled<BR>>> until the
next meeting."<BR>>><BR>>> So why does Ament not simply make that
motion? In what way is the <BR>>> process improved by his treating
the staff and the audience both <BR>>> televised and in attendance
to yet another of his famous fits of <BR>>> pique? I would think
that there will always be the potential for <BR>>> new or updated
information to come in after the meetings agenda has <BR>>> been
set and the packets put together, running down the staff for
<BR>>> trying to make sure he has the most up to date information
possible <BR>>> is unappreciative and
crass.<BR>>><BR>>> As an aside for hansen: As a youth, had I told
one of my peers to <BR>>> "shut up" I would have likely been
admonished and sent on my way. <BR>>> Had I thrown a public hissy
fit, spreading my juvenile attitude <BR>>> over people who were
trying to help me, I'd most certainly have <BR>>> been shown a far
harsher discipline.<BR>>><BR>>> g<BR>>><BR>>> -----
Original Message ----- From: "Craine Kit" <<A
href="mailto:kcraine@verizon.net">kcraine@verizon.net</A>><BR>>> To:
"Saundra Lund" <<A
href="mailto:sslund@roadrunner.com">sslund@roadrunner.com</A>>; "Vision
2020" <BR>>> <<A
href="mailto:vision2020@moscow.com">vision2020@moscow.com</A>><BR>>>
Cc: "Stout Bob" <<A
href="mailto:bstout@ci.moscow.id.us">bstout@ci.moscow.id.us</A>>; "Ament
Aaron" <BR>>> <<A
href="mailto:aaronament@moscow.com">aaronament@moscow.com</A>>; "Lambert
Bill" <<A
href="mailto:blambert@ci.moscow.id.us">blambert@ci.moscow.id.us</A>>;
<BR>>> "Chaney Nancy" <<A
href="mailto:nchaney@ci.moscow.id.us">nchaney@ci.moscow.id.us</A>>; <<A
href="mailto:sears@moscow.com">sears@moscow.com</A>><BR>>> Sent:
Wednesday, June 06, 2007 10:41 AM<BR>>> Subject: Re: [Vision2020] A Sad
Night for Moscow<BR>>><BR>>><BR>>>> I agree with Aaron
Ament. The City Council is conducting the people's<BR>>>> business:
making contracts, passing laws, and--most importantly-- <BR>>>>
spending our money. Just as a smart person takes time to read
and<BR>>>> understand the fine print in a contract before signing it,
I expect<BR>>>> our representatives to do no less when committing our
community and<BR>>>> our dollars to
something.<BR>>>><BR>>>> Furthermore, we--the people--have a
right to participate in our<BR>>>> government. We should be able to
review the same information the<BR>>>> Council will see so we can
make informed comments.<BR>>>><BR>>>> Neither the Council
nor the people can do their jobs well when<BR>>>> pertinent
information is not available until just before a decision<BR>>>> is
made. That has nothing to do with the competence of the staff
and<BR>>>> everything to do with timing. When important information
arrives too<BR>>>> late to fit into the packet, perhaps the matter
should be tabled<BR>>>> until the next
meeting.<BR>>>><BR>>>> Kit
Craine<BR>>>><BR>>>><BR>>>> On Jun 5, 2007, at 4:12
PM, Saundra Lund wrote:<BR>>>><BR>>>>>
Visionaires:<BR>>>>><BR>>>>> No matter how you feel
about the issue that was under discussion, <BR>>>>> I
am<BR>>>>> absolutely appalled at John Weber's behavior during
last night's <BR>>>>> City<BR>>>>> Council
meeting :-( For him to publicly tell another
Council<BR>>>>> member with<BR>>>>> whom he disagrees
to "shut up" is simply beyond the pale. Stupid<BR>>>>>
mistakes<BR>>>>> like that do far more to harm our community than
do honest<BR>>>>>
disagreements.<BR>>>>><BR>>>>> What happened to your
manners, Mr. Weber? Did you not stop to<BR>>>>>
***think***<BR>>>>> about your behavior being televised into homes
in our community?!?<BR>>>>> Even my<BR>>>>>
17-year-old knows it's incredibly rude and disrespectful to
tell<BR>>>>> another to<BR>>>>> "shut up."
She, BTW, was gleefully (I'm sorry to say) horrified<BR>>>>>
reading<BR>>>>> about your spectacle last night. I had to
explain to her I was<BR>>>>> sure your<BR>>>>> mother
*had* raised you better, but people sometimes make
mistakes<BR>>>>> in the<BR>>>>> heat of the moment or
not, as she well knows, and that when you <BR>>>>> make
a<BR>>>>> mistake, you apologize, learn from the mistake, and
carry on.<BR>>>>> "Where's his<BR>>>>> apology?" was
her question. It's mine, too.<BR>>>>><BR>>>>>
We're waiting for an apology, Mr. Weber -- one is certainly
due<BR>>>>> from you to<BR>>>>> all who witnessed or
read about your rude and disrespectful<BR>>>>> behavior
last<BR>>>>>
night.<BR>>>>><BR>>>>><BR>>>>><BR>>>>>
Saundra Lund<BR>>>>> Moscow,
ID<BR>>>>><BR>>>>> The only thing necessary for the
triumph of evil is for good people<BR>>>>> to
do<BR>>>>> nothing.<BR>>>>> - Edmund
Burke<BR>>>>><BR>>>>> Moscow-Pullman Daily
News<BR>>>>><BR>>>>> Big-box changes
nixed<BR>>>>> By Omie Drawhorn, Daily News staff
writer<BR>>>>><BR>>>>> Tuesday, June 5, 2007 - Page
Updated at 12:00:00 AM<BR>>>>><BR>>>>> Tempers flared
at Monday night's Moscow City Council meeting,<BR>>>>> during
which<BR>>>>> the council rejected any amendments to the large
retail <BR>>>>> establishment<BR>>>>>
ordinance.<BR>>>>><BR>>>>> "We already have a
dark-store ordinance in there that is stronger<BR>>>>> than
what<BR>>>>> planning and zoning brought us," Councilman Aaron
Ament said. "I<BR>>>>> want to see<BR>>>>> a cap. A
cap would serve this community well. We have a big-box<BR>>>>>
shopping<BR>>>>> culture that's just about run its course in this
country; we're<BR>>>>> making sure<BR>>>>> they
mitigate for problems they cause the community. Moscow
would<BR>>>>> be crazy<BR>>>>> to drop all the rest
and just let them come into the city on <BR>>>>> their
own<BR>>>>> terms."<BR>>>>><BR>>>>> Ament
went on to say he was frustrated that Moscow city staff<BR>>>>>
members hand<BR>>>>> him important documents just minutes before
the start of a meeting.<BR>>>>><BR>>>>> "I'm so tired
of coming to sit down and have people flip papers for<BR>>>>> me
to<BR>>>>> read," he said. "I seriously read everything put in the
packet, and<BR>>>>> I find<BR>>>>> it insulting for
them to expect me to read it in a couple of <BR>>>>>
minutes."<BR>>>>><BR>>>>> At that point, Councilman
John Weber interrupted Ament.<BR>>>>><BR>>>>> "We have
pretty qualified people over here who do a very good job;<BR>>>>>
I don't<BR>>>>> need you running off on them," he said. "Why don't
you just shut <BR>>>>>
up?"<BR>>>>><BR>>>>> Moscow Mayor Nancy Chaney said
Weber interrupted Ament at "the<BR>>>>>
appropriate<BR>>>>> time."<BR>>>>><BR>>>>>
"I hope we can retrieve a little civility on all sides,"<BR>>>>>
Councilwoman Linda<BR>>>>> Pall
said.<BR>>>>><BR>>>>> The amendments recommended by
the planning and zoning commission<BR>>>>>
included:<BR>>>>><BR>>>>> A large retail establishment
would have to expand by at least 30<BR>>>>>
percent<BR>>>>> before it would be required to apply for a
conditional use permit;<BR>>>>><BR>>>>> Big-box stores
between 40,000 and 65,000 square feet would be<BR>>>>> subject to
the<BR>>>>> design manual - which includes standards for the
exterior and<BR>>>>> interior of<BR>>>>> buildings -
at the discretion of the board of
adjustment;<BR>>>>><BR>>>>> Any business requiring 140
or fewer parking spaces would not be<BR>>>>> subject
to<BR>>>>> the parking requirements of the design
manual;<BR>>>>><BR>>>>> Size be based on gross floor
space as opposed to projected roof <BR>>>>>
area,<BR>>>>> thereby eliminating outdoor storage areas from the
calculated square<BR>>>>>
footage.<BR>>>>><BR>>>>> The planning and zoning
commission also recommended a guideline for<BR>>>>>
stores<BR>>>>> that go dark in Moscow to
follow.<BR>>>>><BR>>>>> The large retail establishment
ordinance, passed in February 2006,<BR>>>>>
requires<BR>>>>> retail stores with more than 40,000 square feet
of gross floor area<BR>>>>> to apply<BR>>>>> for a
conditional use permit.<BR>>>>><BR>>>>> The council
heard public testimony on the proposed amendments May
7.<BR>>>>><BR>>>>> Councilman Bill Lambert said the
conditional use permit process<BR>>>>> already<BR>>>>>
gives the city enough control on which businesses are allowed
to<BR>>>>> locate<BR>>>>> within the
city.<BR>>>>><BR>>>>> "The big-box ordinance as it
stands now is a tough enough ordinance<BR>>>>>
we're<BR>>>>> not going to need (amendments) like this to
prevail," he said. "The<BR>>>>> dark-store issue can be dealt with
at the time the conditional use<BR>>>>> permit
is<BR>>>>> requested."<BR>>>>><BR>>>>>
Weber agreed.<BR>>>>><BR>>>>> "With the dark store
ordinance, what we have done here is put in <BR>>>>>
some<BR>>>>> verbiage that would make it almost impossible for
anybody from the<BR>>>>> city to<BR>>>>> enforce or
get a handle on," he said. "We've choked it off to the<BR>>>>>
point that<BR>>>>> nobody really wants to come here
anyway."<BR>>>>><BR>>>>> In other business, the
council reversed a board of adjustment<BR>>>>> decision
that<BR>>>>> granted a conditional use permit for a proposed a
Dutch Bros.<BR>>>>> coffee outlet<BR>>>>> with a
drive-through window at 525 S. Jackson
St.<BR>>>>><BR>>>>>
QUICKREAD<BR>>>>><BR>>>>> WHAT HAPPENED: The Moscow
City Council rejected amendments to the<BR>>>>>
large<BR>>>>> retail establishment ordinance recommended by the
planning and <BR>>>>> zoning<BR>>>>>
commission.<BR>>>>><BR>>>>> WHAT IT MEANS: The large
retail establishment ordinance will not<BR>>>>> include
a<BR>>>>> size cap. The original dark-store provision remains the
same.<BR>>>>><BR>>>>> WHAT HAPPENS NEXT: The ordinance
will remain as originally written.<BR>>>>><BR>>>>> WHY
YOU SHOULD CARE: The ordinance affects businesses greater
than<BR>>>>> 40,000<BR>>>>> square feet that want to
move into Moscow.<BR>>>>><BR>>>>> Omie Drawhorn can be
reached at (208) 882-5561, ext. 234, or by e-<BR>>>>> mail
at<BR>>>>> <A
href="mailto:odrawhorn@dnews.com">odrawhorn@dnews.com</A>.<BR>>>>><BR>>>>><BR>>>>><BR>>>>><BR>>>>>
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