For More Information: Robert H. Schaffer & Associates, www.rhsa.com
Purpose:
To build capacity for large-scale change through the vehicle of short-term projects.
Outcomes:
• Change becomes an inherent part of the job
• Joint responsibility for shared objectives
• Parallel work flow
• Experimental, “let’s try it” attitude
• Focused accountability
• “Better results with what we have”
When to Use:
• The most powerful driver of better performance is better performance itself. If you want to help an organization develop its ability to perform better, nothing is more effective than helping it to experience a tangible success on some of the dimensions it is trying to strengthen.
When Not to Use:
• Guiding principles are not present
• Senior management wishes to hand teams solutions to implement versus challenging teams to both set and implement their own goals
• Senior management/sponsors are not prepared to be involved beyond the launch of the projects
• The organization does not exhibit “readiness” to move forward
Number of Participants:
• 7–10 people per team
• 100+ teams in successive waves
Types of Participants:
• Any team composition where all members are committed to achieving results and learning
• Senior management sponsors prepared to be involved during the entire cycle
Typical Duration:
• Shape: 2 weeks
• Launch: 1 day
• Implement: 30–100 days
• Scale-up: 30+ days
Brief Example:
In Nicaragua, farmers using Rapid Results witnessed measurable improvement in their productivity and income in 100–120 days. Daily milk production almost tripled among 60 producers; 30 farmers increased pig weight by 30 percent; and 30 chicken farmers’ productivity increased by 20 percent.
Historical Context:
Created in the 1960s by Robert H. Schaffer and colleagues.
 Rapid Results |
