A major plank of any successful learning-development-renewal cycle would
have to be reliable data and feedback on performance, achievement and
potential for further organisational and individual growth. This calls for a
more enlightened view of appraisal. This also explains the recent concern and search for alternative and supportive ways of appraising staff and
organisational performance (see for example: Unicorn June 1995, Principal
Matters July 1994). There is now an implied expectation and understanding
that appraisal would not be "head-hunting", "blame-pointing" or ritualistic
fetish; it would form the ongoing basis of renewing and improving individual
and organisational learning. Towards this effort and expectation, the question
is - "Will the real grandmother reincarnate or will the big bad wolf lunge at
Little Red Riding Hood?