In the post-Enron climate corporate executives are increasingly pressured to increase productivity and create an ethical, trustworthy organizational climate. This book introduces a concept of organizational improvement and change management that combines the balanced scorecard model with the learning organization theory. The book offers a personal balanced scorecard, which is tied to an organizational balanced scorecard. These scorecards reflect not only performance goals but personal learning and growth goals as well, and the organizational scorecards also address organizational climate issues. The system makes use of theories of continuous improvement, change management, 360-degree feedback, and the learning organization. If implemented, the total performance scorecard enables a company to tie personal goals to organizational goals and tie personal performance to organizational performance, all within a culture that supports integrity, personal growth, learning, and open communication