How can the concept of hyper-performance impact how we work?



If hyper-performance, as described in the post What is hyper-performance really is generated by unpredictable or unseen links, how can we use the concept to actually impact the work we do?


The concept of hyper-performance by itself cannot be confined or captured in the sense that we might want to find a repeatable process, a method or a methodology. That has been tried so many many times in the past. The idea is so appealing that — especially in the field of software development — we witness a proliferation and a vast diversity of methods and methodologies.

One important observation is that these methods sometimes work and sometimes they don’t. The reason is that there needs to be a fit between the chosen processes or methods, and the culture of the organization which employs them.

The idea do consider the organization’s culture and sociological aspects, will lead to better understanding how to recognize what hyper-performance is, and what we need to do to bring an organization to a state of hyper-performance.

Hyper-performance has a lot to do with the social structure of the organization. Even more, hyper-performance has a lot to do with organizational patterns — we use this word with extreme care and with a very precise meaning (which is that of Alexandrian Patterns). Especially important are patterns of communication and interaction that unroll between the individuals and the groups in the organization.

In such patterns of communication and interaction we find the key for reaching states of hyper-performance; both in terms of performance of the “workflow,” and also in terms of the psychological dimension of being in a “state of flow.”

It is possible to, and we might actually want to, shape and form those patterns and paths of communication and interaction. Using the right patterns, will lead to hyper-performance.

So rather than looking for recipes, cookbooks and rule books, we look for some ideas and concepts about how we communicate and interact, and we capture those ideas in patterns.

Then we might want to try them out in our organization. We validate if they find a good fit with the organization’s culture, if they catch on, and actually have a positive impact. If they don’t, we learn and try something else, some other pattern. It is a very empirical approach which is very flexible. It is adaptable to any kind of organization.

Transcribed and adapted from the SPaMCast #258 podcast.