One of those so obvious you never noticed concepts that change
your way of looking at performance forever. Simply : You can't, and
shouldn't, treat the whole range of quality of someone's work as a
whole. Both the Bad and the Best are exceptional and need
sorting-out or nurturing in different ways.
Article showing how BGB is essential for Clinical Governance :
Do you deal with drunkenness in the same way as helping people
get extra qualifications? Do you really expect the mass of
practitioners to be supremely competent? The correct answer is of
course 'no', but you'll have to look hard to find this in the twaddle
spouted on 'quality' courses.
BGB is applicable to any situation where there are degrees of
performance. Governance needs to recognise this and realise
that it is dealing with three separate targets.
This table is BGB for medical practitioners. Modify for other realms.
Falling below acceptable standards
Urgent need of attention
The highest standards realistically attainable by all in everyday practice
Ideal standards achievable by investment, training and new methods
‘Keeping up' with developments
Professional body leadership
Professional Standards Programme
If you ever get sent on a course which doesn't recognise the BGB
split then ask for your money back.
BGB is my original invention
There's more on my MOPOC web site - look for tutorials.
The article referenced above is written for clinical governance in optometry.
You may want to rewrite it for your field of work to make it more easily
appreciated by your colleagues.
I've written 1000s of words on BGB but they're all related to optometry.
If you're keen then drop me a line and you can have them.