1. Think about an employee in your organization doing his/her job (or in your family or community group) “who consistently does more than is required in his/her job performance.” This may be the person in your organization that people call on to do a task when the time is short or when the expected outcome is complex.
2. As you conduct your observation, think about the following questions:
   • What do you see the employee doing immediately before doing what you would define as exceptional performance?
   • What cues or events seemed to prompt the employee to put forth this exceptional effort? In other words, what was the likely antecedent of the behavior?
   • What behavior did the employee demonstrate? What was the task (s)?
   • What happened immediately after the employee completed the task? In other words what was the consequence of the behavior?
3. Once you have completed your observation, develop a PIC/NIC analysis chart on each of the "A–B–C “chains” you observed, using Figure 11.1 in your textbook.
   • Was the consequence positive or negative?
   • Was it immediate or future–oriented?
   • Was it certain or uncertain?

 These references must also be used in this paper 

Seligman, Jeremy (2005) Building a Systems Thinking Culture at Ford Motor Company. SoL Learning

Smith, Sandy. (August 2009). Motivating employees in tough times. EHS Today.

Video – Systems Thinking: A Way to Optimize Everything that You Do. Stone Cliff Productions.