Additional
Tests (coming soon)
NB
And, don't forget, reality is always going to be a lot more complex
than any one of these tests can ever tell you it is (and perhaps, paradoxically,
more simple too).
These
largely are just online tests – fine for a first stab at increased
self-understanding (and lessened self-delusion!), hopefully, but really
no substitute for an expert’s guidance and more fully comprehensive
assessments.
 Right:
How we might envisage 5 of the different 'lines' of a person’s development
(eg cognitive, emotional, aesthetic, moral and interpersonal) as they
grow up through increasing levels of complexity and competence, taken
from A
Theory of Everything - an integral vision for business, politics, science
and spirituality by Ken Wilber.
Top
GO TO:
Top
Upper Left Quadrant
Subjective: ‘I’ - personal values, intentions, meanings, mindsets
and desires
•
Spiral Dynamics Value Memes
• Ego Development Level/Action Logics
• Kegan's Orders of Consciousness
• Maslow's Hierarchy of Needs (+ beyond)
• Myers-Briggs Personality Types
• Enneagram Types
• Emotional Intelligence/EQ
• Multiple Intelligences
• Perry's Intellectual/ethical levels
• Kohlberg’s moral reasoning stages
• Fowler's Stages of Faith
• IQ (+ Dog IQ videos!)
Top
Spiral
Dynamics Value Memes
Built on the foundational work of the late Prof Clare Graves,
a friend of Abraham Maslow, Spiral Dynamics was developed Dr Don Beck
and Chris Cowan. Its self-assessment values test measures how people think.
The results of the test show the intensity with which a person embraces
or rejects the values system of each level:
•
Beige (Instinctive)
• Purple (Tribal/animistic)
• Red (Egocentric)
• Blue (Authoritative/absolutist)
• Orange (Strategic/achiever)
• Green (Consensual/communitarian/sensitive)
• Yellow (Integral/systemic)
• Turquoise (Holistic)
Exact
characteristics for the most recent value memes currently emerging in
people become somewhat unclear, as they are out beyond those average levels
that are most strongly supported and encouraged by our societies (ie largely
Blue/Orange/Green in developed Western countries). There are further stages
(Coral, Teal etc), but these are even more speculative. (And integral
theorist Ken Wilber has somewhat reworked this colour system in his recent
long essay ‘What
is Integral Spirituality?’)
Uses
of the test may focus on things like self-awareness, counselling, and
– merged with colleagues’ test results – organisational
development.
With
such self-reported data there is, of course, a significant risk of giving
‘aspirational’ results, reporting where one wants to be, rather
than where one actually is. (Organisational learning theory describes
a similar contrast between our ‘espoused theory’ of action
and our actual ‘theory in use’; ie what we say vs. what we
actually do). Even an odd mood may alter responses to the Spiral Dynamics
values test.
South
African Spiral Dynamics practitioner Alan Tonkin offers a very, very basic
free Spiral Values test called QuickSCAN.
Patrick
Merlevede’s JobEQ
recruitment site offers a free Value
Systems Questionnaire (VSQ), which is more comprehensive than QuickScan,
and much less easy to 'see through' and give aspirational answers to.
Chris Cooke offers a range of paid-for tests here: www.onlinepeoplescan.com
Other
caveats to bear in mind: the Purple value meme (aka v-meme, sometimes
abbreviated to meme) and even the Red v-meme too may have difficulty with
the language and with the test. Red-centred
individuals may not have the patience to finish the test according to
the instructions. Orange may seek to put itself at the ‘top’,
and some Orange business language these days can also resonate with the
systems language used in the test to probe for Yellow, leading to inflated
responses, or 'false positives'. Green may well object to 'putting people
in boxes' and refuse to take part.
Once
you’ve done the test, Spiral Dynamics offers – amongst much
else – lots of advice about the motivations, organisational types,
management styles, stress producers, communications styles, political
forms, anti-terror strategies etc most typical of, or appropriate to use
with, each value-meme level.
For Dr
Don Beck's 9 points that he uses to assess how integral/Second Tier (ie
Yellow values and beyond) his own behaviour is, and Petra Pieterse's six
traits of Second Tier/integral/Yellow meme, click on Yellow
value meme.
LINKS
www.spiraldynamics.net
(Dr. Don Beck/Spiral Dynamics integral)
www.spiraldynamicsgroup.com
(Dr. Don Beck/Spiral Dynamics integral)
www.spiraldynamics.org
(Chris Cowan)
www.spiraldynamics.com
(Chris Cowan)
www.claregraves.com
(Chris Cowan)
www.humanemergence.org
(includes essays by Dr Don Beck)
www.integralworld.net/sd_links.html
(Good page of SD links, from the two different 'camps' that have emerged
– overall site used to be called ‘World of Ken Wilber’)
www.wie.org
(SD materials from What is Enlightenment? magazine/Andrew Cohen
organisation)
A
Mini-Course in Spiral Dynamics (great
little colourful 6-page pdf from Chris Cowan)
Stratified
Democracy: the Cultural Dynamics of Nation Building in Afghanistan
Don Beck on video, talking to the World Bank.
Mark Satin (of Radical
Middle) reports on Don Beck’s Spiral
Dynamics 2005 Confab.
Top
Levels of Ego Development/Action Logics
Psychologist Jane Loevinger’s research led her to develop
a model of how the ego develops through eight different levels (ie impulsive,
self-protective, conformist, self-aware,
conscientious, individualistic, autonomous
and, finally, integrated). She developed an empirically-derived,
reliable and valid personality test to measure this ego development. The
test, the Washington University Sentence Completion Test, requires completing
a number of sentence stems, which are then scored by an expert. These
stems include things like: ‘The thing I like about myself is…’,
‘Crime and delinquency could be halted if…’ and ‘The
worst thing about being a man/woman…’ See Measuring Ego
Development (2nd edition), by Hy and Loevinger.
As respondents
fill in all the words themselves, it’s not easy to ‘see through’
the structure of the test and choose misleading/aspirational answers,
as it can be with, for example, multiple-choice tests.
Dr. Susanne
Cook-Greuter, David Rooke and Prof Bill Torbert (Harthill) have more recently
adapted the 36 sentence slightly stems for use in organizational/leadership
contexts, as the ‘Leadership
Development Framework' (using more appropriate stems like: 'When a
person steps out of line at work…', 'A good Leader...').
You can
see a 36-stem
‘Sentence Completion Test’ on Susanne Cook-Greuter’s
website.
Torbert's
model re-names these different ego levels as ‘action
logics’ and gives them different – more meaningful? –
names: Impulsive, Opportunist, Diplomat,
Expert, Achiever, Individualist,
Strategist, Alchemist (which includes
Magician and Ironist). Most managers are around
Expert/Achiever level – not really aware of the existence of the
later, more complex action logics.
Some
people, says Torbert, have found it fruitful to put together a quick,
informal assessment of their action logic by mixing up phrases from descriptions
of all the action logics and asking colleagues to circle those that apply
to the person asking. (Here is a brief description of all the 'action
logics'.)
“Not
only can this generate some rich information for you, but this process
also often generates good work-related conversations about one another’s
styles. And several times the co-workers have all asked for the same sort
of feedback, leading to a double-loop change in how the team as a whole
operates”, writes Prof Bill Torbert. (Action
Inquiry - the secret of timely and transforming leadership, p.
89).
His associate
Susanne Cook-Greuter has also sought – against Jane Loevinger’s
advice, but successfully it appears – to extend the test to include
stages far beyond the conventional, right up to where spiritual/transpersonal
levels begin to appear (where all verbal tests reach the limits of their
usefulness). It now seems to be the test of choice inside Ken Wilber's
Integral Institute. (See her PhD Postautonomous Ego Development: A
Study of Its Nature and Measurement).
Amongst
Bill Torbert’s most interesting findings is that only leaders at
the highest levels of ego development, with the most complex ‘action
logics’, seem able to consistently successfully transform their
organisations. Similarly, it is only such leaders that appear to have
the openness to feedback, vulnerability and real innovative ability that
enables them to turn their workplaces into true ‘learning organisations’.
These are the transformational leaders we hear about, though Torbert also
reminds us that people with the most complex action logics will "truly
lead, whatever their organisational rank or role", which is nice
to hear if you’re a proponent of bottom-up change in organisations.
(Action Inquiry -
the secret of timely and transforming leadership).
Recent
highly suggestive work by Torbert has outlined how there are a total of
27 possible broad types/flavours of action research/practices that a leader
can undertake in an organisation. And the more of these that a leader
implicitly engages in, the better understanding of a situation he or she
will have (and the more effective they will probably be in transforming
their organisation).
The figure
of 27 is calculated by looking at 1st, 2nd and 3rd person practices and
1st, 2nd and 3rd person research voices over the past, present and future.
A 3x3x3 table of possible practices results from this (see Transforming
Inquiry and Action - By Interweaving 27 Flavors of Action Research
and a brief overview in Action
Inquiry - the secret of timely and transforming leadership pg
219-225).
Amongst
the research/practices focusing on the past might be: minutes of meetings,
360 degree feedback, writing autobiographically and organizational learning
history. Examples from future-focused practices could be: mentoring, team
visioning, inventing a new service and Future Search conferences. Torbert
has highlighted “how narrow a segment of reality” most empirical
positivist (only 6%) and qualitative research studies. (This work seems
similar to parts of the latest emerging ‘Wilber V’ iteration
of integral theory – though I’ve not come across anyone drawing
such a comparison yet).
LINKS
Brief descriptions of the 'action
logics', and their proportions in the population.
A
Detailed Description of the Development of Nine Action Logics - adapted
from Ego Development Theory for the Leadership Development Framework,
Dr. Susanne Cook-Greuter.
Personality
Development is a great new resource on Jane Loevinger and ego level
assessment.
Cook-Greuter &
Associates
Harthill, UK
Spiral
Dynamics levels compared to the Leadership Development Framework (colourful
graphic produced by Paul Landraitis)
Flying
High – A new look at local government leadership, transformation
and the power of conversation (from Society of Local Authority
Chief Executives and Senior Managers). Partly based on Torbert et al.
Highlights the need for post-conventional ‘mavericks’, who
disturb the organisational status quo. And good luck to you if you try
; - )
'Organisational
Transformation as a Function of CEO’s Developmental Stage',
David Rooke and Torbert.
'Seven
Transformations of Leadership', Harvard Business Review (April
2005), David Rooke and Bill Torbert. Highly recommended recent overview.
‘Making
the case for a developmental perspective’ (fill in quick form
to access downloads), Industrial and Commercial Training (2004),
Dr Susanne Cook-Greuter.
'Organisational
Transformation Requires the Presence of Leaders who are Strategists and
Magicians' (fill in quick form to access downloads), Organizations
and People (rev. 2001), David Rooke.
'The CEO’s
Role in Organizational Transformation' (fill in quick form to access
downloads), The Systems Thinker (1999), Rooke and Torbert.
'Transforming
Inquiry and Action - By Interweaving 27 Flavors of Action Research',
Bill Torbert and Dawn Chandler (parallels with emerging ‘Wilber
5’ approach?).
Prof Robert Kegan’s Subject-Object
interview compared to the Leadership Development Profile. Susanne
Cook-Greuter’s 3-page comparison table.
Top
Prof
Kegan’s ‘Orders of Consciousness’
Harvard Professor Robert Kegan is the author of The
Evolving Self - Problems and Process in Human Development and,
more recently, In
Over Our Heads – the Mental Demands of Modern Life (highly
recommended by Ken Wilber).
His research
finds five major ‘orders of consciousness’ that the self can
move through as three different lines of development (cognitive, interpersonal
and intrapersonal) grow towards increasing complexity. Essentially, this
is a shift from a more egocentric/impulsive orientation onto to a more
traditional (group-centric) one, then on to a ‘self-authoring’,
modern orientation – and finally a post-modern one.
Assessment
is undertaken using the approach outlined in the 1988 manual A Guide
to the Subject-Object Interview: its administration and interpretation.
It involves a trained scorer assessing the transcript of a structured
interview with the individual subject (ie a fairly time-consuming process).
LINKS
Epistemology,
Fourth Order Consciousness, and the Subject-Object Relationship or...
How the Self Evolves. Elizabeth Debold (of What is Enlightenment?
magazine) interviews Robert Kegan.
Grabbing
the Tiger by the Tail. Conversation with Robert Kegan – Claus
Otto Scharmer/Dialog on Leadership.
Top
Maslow's Hierarchy of Needs (+ beyond)
A founder of the schools of Humanistic Psychology and (more recently,
in the late 60s) Transpersonal Psychology, Abraham Maslow produced a pyramid-like
model which illustrates how individuals pass up through different levels
in a hierarchy once the needs of a particular level have been satisfied.
Unsurprisingly these needs run from the more basic to the more complex:
from safety and belonging to esteem by others, then self-esteem, aesthetic
needs, self-actualisation and, finally, self-transcendence (which seems
to get overlooked much of the time, when his needs hierarchy is discussed).
Maslow’s
model has formed the basis for a number of assessment systems, such as
the Stanford Research Institute’s Values
and Lifestyles Survey (VALS) and the assessment of ‘Value Modes’
by Pat Dade's 'Cultural
Dynamics'. (Prof Clare Graves was involved with Dr Arnold Mitchell
on the initial VALS work.)
Going
beyond the more
common demographic segmentation (by race, sex, class, age, income, education),
motivation-based ‘psychographic’ segmentation of markets,
audiences, voters etc undertaken for organisations including businesses,
political parties, NGOs and even football teams has proven very valuable.
In Pat
Dade’s update of Maslow’s pyramid, for example, there are
three overarching motivational groups, which include a total of 12 individual
‘values modes’. They are the sustenance-driven ‘Settlers’
(consisting of the ‘Roots’, ‘Smooth
Sailing’, ‘Certainty First’,
and ‘Brave New World’ Values Modes); the
outer-directed ‘Prospectors’ (ie ‘Happy
Followers’, ‘Tomorrow People’,
‘Now People’, and ‘Golden Dreamers’)
and the inner-directed ‘Pioneers’ (‘Flexible
Individualists’, ‘Transitionals’,
‘Concerned Ethicals’ and ‘Transcenders’).
In the
UK, Lib-Dem voters are disproportionately ‘Concerned Ethicals’
and battle with Labour for the ‘Transcenders’ – “the
most forward-looking experimental, least-traditional group of all”.
Conservatives have had a strong bias towards security-driven groups (eg
‘FUD factors’: fear, uncertainty, doubt), and the least assertive
of the esteem-driven groups, the ‘Happy Followers’. Labour
achieves a broad support across most of the 12 Values Modes (little wonder
they keep winning elections).
Other
contemporary models of development can trace their origins to Maslow too.
Brian and Martin Hall’s values-based developmental framework (see
Values Technology/Know
and Relate) finds eight stages of development over which 125 values
are spread. Their software can even scan documents (like annual reports)
to give a breakdown of the priority of values present in the text. Interestingly,
Martin Hall told me that “there are striking similarities"
with Spiral Dynamics – "there appears to be about a 60-70 per
cent overlap on the early theoretical influences”. Their approach
is promoted from Australia by Paul Chippendale, co-author of New
Wisdom II - Values-Based Development (see www.minessence.net)
and from New Zealand by Values
at Work.
A similar
approach is outlined in Richard Barrett’s Liberating
the Corporate Soul - building a visionary organization and Building
a Values-Driven Organisation – A Whole System Approach
to Cultural Transformation (see www.corptools.com).
Richard has been working closely with leading Spiral Dynamics practitioners,
merging elements of these two approaches.
Another
variation is offered by Scott Bristol’s ‘Life Journey Map’
(www.LJMap.com).
LINKS
VALS
survey (with basic test free)
Cultural
Dynamics (includes free basic test).
Pat Dade's ‘values
modes' analysis of UK voters + election 2005
“A
Tool for Motivation Based Communication Strategy” by Chris Rose.
"Becalmed
in the Mainstream: How Psychological Colonisation Has Put the Brakes on
Environmental Action”, Chris Rose.
Top
Myers-Briggs Personality Types
Millions of people take versions of this test every year, to
help them in areas like career choice (see Do What You Are - Discover
the Perfect Career for You Through the Secrets of Personality Type),
organisational development (see Type Talk at Work – How the
16 Personality Types Determine Your Success on the Job), relationship
counselling and conflict resolution. It determines your overall type from
four pairs of personality preferences:
•
Introversion (I) vs Extroversion (E) – ie do you
get your energy from within vs from interacting with people.
• Intuitive (N) vs Sensing (S) – ie do you
focus on the big picture, dreams, ideas, implications vs details, facts,
realities.
• Thinking (T) vs Feeling (F) – ie do you
make decisions by detached reflection vs check out your feelings and personal
values.
• Judging (J) vs Perceiving (P) – ie do you
prefer a structured, ordered stable environment (making decisions) vs
experiencing, keep options open, adapting (taking in information).
This
leads to 16 possible types – for example an ‘INFP’ type
person leans towards an Introverted (I), iNtuitive (N), Feeling (F), Perceiving
(P) approach. INFPs often value inner harmony and are sensitive, idealistic
and loyal. Their blind-spots can include being unaware when they are being
illogical or rigid. They can have perfectionist tendencies, refining ideas
and never sharing them. In David Keirsey’s adaption of Myers-Briggs
type (Please Understand Me II- Temperament Character Intelligence),
he calls INFP ‘the Healer’.
An individual's
personality style (as with being either left- or right-handed) does not
necessarily change much over their life, in contrast to their values level,
ego level, cognitive development, emotional intelligence and suchlike.
As a result of this, Wilber calls Myers-Briggs type an example of a ‘horizontal’
typology rather than a ‘vertical’ developmental model.
The actual
evidence base for Myers-Briggs is somewhat questionable, nonetheless very
many people find it useful. Academics usually prefer the 'Big 5' personality
test, which tests for five personality dimensions: Openness to Experience,
Conscientiousness, Extraversion, Agreeableness and Neuroticism (OCEAN).
See www.ship.edu/~cgboeree/bigfiveminitest.html
or Five-Factor
Model.
A good free Myers-Briggs Type Indicator (MBTI) test (aka 'Jung Typology
Test') is available here: http://www.humanmetrics.com/#Jtype
Here’s
a
short MBTI
test.
There
are thousands of similar sites online, where you can read about/discuss
the 16 types, and how they live, love, learn, work, relate, conflict etc.
Descriptions
of the Myers-Briggs types: “What
are the 16 Types?”
Light relief:
Busybody?
Messiah? Nerd? Tyrant?... ;-)
The Clare
Graves-based work by Michael Armour and Don Browning – in their
recommended book Systems-Sensitive
Leadership – empowering diversity without polarizing the church
argues that some Myers-Briggs types flourish more readily in some Spiral
Dynamics/Gravesian levels, and less readily in others. In other words,
people of particular types prefer the rewards of particular Gravesian
levels.
Looking
only at the middle two letter-pairs, this is the pattern of rewards –
favoured environments – that Armour and Browning found: Beige
– SF; Purple – SF; Red –
SF; Blue – ST; Orange –
ST; Green – NF (note double-letter shift
– ie risk of conflict with preceding Blue/Orange); Yellow
– NT; and Turquoise - NT.
Australian
values development practitioner Paul Chippendale found a similar pattern
(see New
Wisdom II - Values-Based Development). Maslow-based researcher
Pat Dade, however, found no such correlations (which fits with the view
of Ken Wilber and Don Beck, that there are no correlations between ‘vertical’
developmental levels and ‘horizontal’ personality types).
There
are similar findings relating particular Enneagram
types to Spiral Dynamics values levels.
Along
broadly similar lines, research using William Perry’s model of cognitive
development found Myers-Briggs Sensing types were more likely to be dualistic
(absolutistic/authoritarian), while intuitive types were more likely to
be multiplistic or relativistic (i.e.more complex positions).
When
the London Integral Circle did a Myers-Briggs
workshop, we found that, almost without exception, we were ‘Intuitive’
(ie big picture-orientated) people. Worryingly unbalanced perhaps…
; -)
Neuro-Linguistic
Programming (NLP) includes the notion of ‘Meta Programs’,
which are somewhat analogous to Myers-Briggs Types. The best book on understanding
these Meta Programs in people, and how best to be able to communicate
appropriately with them, is Shelle Rose Charvet’s Words that
Change Minds: mastering the language of influence.
LINKS
Official Myers &
Briggs Foundation site
Top
Enneagram Personality Types
Like Myers-Briggs, this is another ‘horizontal’ typology,
allowing one to understand the potentials and pitfalls of its nine personality
types. Whilst Myers-Briggs comes via the work of Jung, the Enneagram is
“a hybrid, a modern amalgam, from a number of ancient wisdom traditions
combined with modern psychology”. It is increasingly popular in
organisational and leadership work, perhaps partly due to ‘Myers-Briggs
fatigue’.
The 9
types are: Reformer, Helper, Achiever, Individualist, Investigator/Thinker,
Loyalist, Enthusiast, Challenger and Peacemaker.
‘Highly
recommended’ by Ken Wilber is the book The
Wisdom of the Enneagram - the complete guide to psychological and spiritual
growth for the nine personality types, by Riso and Hudson. For
Wilber, this book manages to combine horizontal types with a system of
vertical levels of awareness, producing "one of the first truly integrated
models of the human psyche."
Following
Gurdjieff, Ouspensky, Almaas and others, Riso and Hudson urge us to use
the Enneagram to learn where our personality most ‘trips us up’,
so we can avoid self-defeating behaviours (defences, traps, compensations
etc), stop “sleepwalking through much of life” and get in
touch with our 'Essence'.
LINKS
Free basic tests can be found here:
www.enneagraminstitute.com
www.enneagramcentral.com
Top
Emotional Intelligence (EQ)
In his books Emotional
Intelligence: why it can matter more than IQ, Working
with Emotional Intelligence, and Primal Leadership: realising
the power of emotional intelligence, best-selling author and psychologist
Daniel Goleman places ‘soft skills’ centre stage – and
made the idea of 'emotional intelligence' common currency (even if its
evidence base is still questioned).
Goleman
argues that competencies like getting along with others, self-control,
empathy and optimism, through to self-awareness, initiative and collaboration,
are what make the difference in performance at work.
LINKS
Emotional
Intelligence test (70 questions, 35-40 mins.), abridged results free.
EIQ
factor 16 (assesses emotional quotient based on 16 competencies, 20
mins).
A test for your Empathy
Quotient (women generally score higher) and your Systematising Quotient
(men generally score higher)
Top
Multiple
Intelligences
Harvard psychologist Howard Gardner has proposed the existence of seven
separate human intelligences: linguistic, logical-mathematical, musical,
bodily-kinaesthetic, spatial, interpersonal and intrapersonal.
“We
each have a unique blend of intelligences,” says Gardner.
More
recently he has wondered whether there might be a naturalist intelligence,
a spiritual intelligence and an existential intelligence (naturalist he’s
decided to add to the original list of seven intelligences; the others
are far less clear-cut).
Top
William
Perry’s Theory of Intellectual and Ethical Development
William Perry outlined a nine-stage model of students’ cognitive
development in his landmark 1970 book Forms
of Ethical and Intellectual Development in the College Years.
Students moved from a simplistic duality of absolute right-wrong to more
complex, contextual view of the world and of themselves.
Perry’s
positions are:
1. Basic Duality
2. Multiplicity Prelegitimate
3. Multiplicity Legitimate but Subordinate
4a. Multiplicity Coordinate
4b. Relativism Subordinate
5. Relativism
6. Commitment Foreseen
7-9 Evolving Commitments
Perry
saw the need to use multiple models in conjunction with each other, and
was particularly intrigued by the possibility of combining developmental
stage theory with learning styles theory.
Perry’s
levels can be assessed with the ‘Perry interview’ method,
the Measure of Intellectual Development or the Learning Environments Preference
instrument. Marcia Baxter Magolda’s Measure of Epistemological Reflection
also measures Perry positions.
Many
also use Patricia King and Karen Kitchener’s seven stages of reflective
judgement, assessed by their Reflective Judgment Interview, and also related
to Perry’s work.
Top
Kohlberg’s stages of moral development
Lawrence
Kohlberg was impressed by Jean Piaget’s study of the developing
morals of the very young laid out in The Moral Judgement of the Child
and he decided to continue to test people into adulthood. He found what
he believes to be a number of stages or orientations leading from “magic
wish”, “punishment and obedience”
and “instrumental hedonism” (preconventional)
to “Good boy-nice girl conformity” and “law
and order” (conventional) and on to “social
contract” and finally “universalism”,
influenced by John Rawls (post-conventional), of which
Gandhi and Martin Luther King are examples.
Kohlberg
was able to gauge the stage of a person’s judgements by describing
a moral dilemma to them and analysing their response. Perhaps the best-known
of these dilemmas concerned Heinz, whose wife is dying of cancer and urgently
needs a costly drug which the local pharmacist is the sole-supplier of.
He cannot afford the very high price the pharmacist is asking. The obvious
solution is to steal the drug, however, people at different levels of
moral thinking will give very different justifications for the action
of stealing. Those at the lowest more self-centered stages desire to avoid
punishment and give responses such as “God would punish me if I
let my wife die” or “My father-in-law would make trouble for
me.” Middle-stage responses are concerned with preserving the existing
social and legal order; conforming to the traditional protective role
of a husband or following one’s duty within the institution of marriage
might be mentioned. Those at the highest levels of moral development who
would likewise steal the drug might do it publicly, to help others in
the same position, and as a protest against the sacrifice of human relationships
to the profit motive.
Leading
transpersonalist and Integral Institute founder member Roger Walsh points
out that: “only two percent of the population operates from the
sixth (the second highest) level of Kohlberg’s scale of moral development,
and people who attain the highest stage are very rare indeed.” Even
the decades that Kohlberg devoted to this area have not lessened the controversy
surrounding his ideas. Some argue that it is merely a scientific justification
for libertarian values, others like Carol Gilligan argue that its rights,
property and (abstract) justice-focus negates the characteristics of relationship,
responsibility, care and consensus found more commonly amongst women and
often wrongly shows them to be less morally developed. She suggested amendments
in her own important book In
A Different Voice – Psychological Theory and Women’s Development.
At one
symposium Kohlberg pointed out, presumably with a sense of dismay, that
none of his longitudinal subjects had reached stage six by 1976 concluding
that “Perhaps all the Sixth Stage persons of the 1960s had been
wiped out, perhaps they had regressed, or maybe it was all in my imagination
in the first place.” Results of Kohlberg-type surveys of many respondents
typically failed to neatly fit them into any one particular stage; they
were often in transition between two stages or sometimes even gave responses
from three different stage-categories.
Kohlberg’s
model also pointed to an ‘invisible’ split within the radical
student and counterculture movements of the late sixties, between those
highly principled protesters at stage six - universalism - and the many
who were at the preconventional stage of instrumental hedonism. Wilber
argues that the motives of the latter group “weren’t universal
or even social, but purely selfish.” The research done at the time
suggests that up to 80% of protesters were preconventional and did not
object to the Vietnam war based on universal principles of right and wrong,
care for the Vietnamese or suchlike, so much as simply because they just
didn’t like being told what to do. To say they are somehow different
expressions of the same outlook is, Wilber believes, like saying that
“a Hell’s Angel and Mahatma Gandhi are really doing the same
thing from a different angle.” (Wilber points to this research on
the Free Speech protest movement of the mid-60s, by Norma Haan and others,
to support his and Don Beck’s idea of the ‘Mean Green Meme’
– ie ‘Green’ (sensitive/communitarian) values with an
underbelly of pre-conventional ‘Red’).
Accounts
of the counterculture written at the time often suggest that “most
of the young people who might once have been called hippies by the mass
media or even described themselves that way never grasped much more than
an opportunity to find drugs, sex, excitement, freedom from rules and
restrictions, or most touchingly, a home and family away from their homes
and families.” Echoing Wilber’s view even more closely Grinspoon
and Bakalar write: “Psychedelic ideology rejected the coercive mechanisms
of society on principle; it permitted no systematic distinction between
inspired originality, eccentricity, and madness, or between a capacity
to transcend the demands of routine social adjustments and an inability
to live up to them.”
Wilber
sees an analogous situation in today’s ‘New Age’ movement
with a majority of prepersonal, magical and prerational (ie pre-conventional)
people giving the whole area a ‘flaky’ reputation. Transpersonalists
and Integralists, argues Wilber, are – in reality – closer
to rationalists than to these various pre-rationalists.
Moral
stage assessment is made using Kohlberg’s Moral Judgement Interview
(eg the Heinz dilemma). James Rest has also developed the Defining Issues
Test, a paper-and-pencil assessment of moral reasoning. Rest suggests
that people who seek out learning opportunities, enjoy intellectually
stimulating environments, are risk takers, and find environments that
reward these qualities are more likely to demonstrate higher levels of
moral development.
Few individuals
score beyond stage 4 (Kohlberg), at least until mid-life. Kohlberg made
efforts to develop moral education programs and ‘Just Communities’
for schools and prisons.
Top
James Fowler’s Stages of Faith
James Fowler, author of Stages
of Faith: The Psychology of Human Development and the Quest for Meaning,
has suggested that religious faith develops in a series of stages, along
similar lines to Lawrence Kohlberg’s model of moral development.
The stages are:
1.
Magical, projective
2. Mythic-literal
3. Conventional
4. Individual-reflexive
5. Conjunctive faith
6. Universalising
Fowler
has talked about the leadership characteristics at each stage, including
the ‘universalising leader’ who “shows the paradox of
the absence of ego striving on the one hand, but combined with an authority
that for the sake of good or justice can assert itself powerfully and
insistently in the service of good or justice.”
Top
IQ
test
Here’s one free
IQ test, evaluating ‘nine distinct intellectual and mental abilities’,
and promising 25 pages of analysis (graphs, information, statistics, advice
and career tips) – and here’s another ‘Classic
IQ test’.
Apparent
differences in average IQ test scores between nations and even ‘races’
have led over the years to a recurring, often heated, 'nature vs. nurture'
controversy, with liberal/Left tending to play down nature/genetic basis
and play up nurture (culture/environment/inequalities etc) and conservatives/Right
doing the reverse.
LINKS
Wikipedia outlines the ‘Race
and intelligence’ controversy here.
Too smart for your salary? Find out in this online test produced by The
Guardian: money.guardian.co.uk/work/iqtest
Top
Dog
IQ test: is your dog a K9 genius? (+video clips)
Try this dog
IQ test (with your dog, that is!), and marvel at the two example video
clips illustrate each of the 6 tests, showing dogs of different levels
of intelligence (‘from genius dogs to dodos’) attempting the
tasks.
"These six tests will help you work out whether your canine should
go to Harvard or just stay asleep on the couch".
Test were devised by Dr Stanley Coren, Professor of Psychology at the
University of British Columbia.
Top
LOWER
LEFT QUADRANT
Intersubjective:
‘We’ - culture, customs and shared values
•
Inglehart's Post-materialist Value Shift
• Bridges’ Organizational Character Index
• Cultural Creatives
• Creative Class
• Ten Lenses (cultural diversity)
•
Vitamin T (social capital)
• Organisational
Creativity
Top
Ingleharts's
Post-Materialist Value Shift
Comprehensive and repeated values surveys in over 70 countries worldwide
(85% of the world’s population) by Professor Ronald Inglehart –
author of Culture Shift in Advanced Industrial Society and Modernization
and Postmodernization: cultural, economic and political change in 43 societies
– and colleagues have uncovered a ‘silent revolution’
as people’s values shift towards ‘post-materialism’.
Aspects of this change include the shift away from survival values and
traditional, absolute social norms towards increasingly rational, tolerant
and trusting expressive and postmodern values. Inglehart’s model
was initially heavily influenced by Maslow’s ‘hierarchy of
needs’.
Ingelhart
finds that two dimensions of cultural variation – “traditional
v. secular-rational" and "survival v. self-expression"
– are the most helpful in explaining cultural variations across
nations.
Inglehart’s
fascinating global studies also find that postmodernisation brings declining
respect for authority but rising support for democracy.
He also
suggests that Samuel Huntingdon was only half right with his ‘Clash
of Civilizations’ thesis: the cultural fault line dividing the West
from the Islamic world is not about democracy, but sex. Both cultures
want democracy, but they are worlds apart on attitudes towards divorce,
abortion, gender equality and gay rights.
LINKS
www.worldvaluessurvey.org
Top
Bridges’ Organization Character Index
William Bridges’ book The Character of Organizations
- using personality type in organization development includes his
‘Organization Character Index’ assessment tool, which applies
Myers-Briggs personality type to organizations, rather than just individuals.
Top
Cultural Creatives
Paul Ray’s research on deep cultural values is contained
in The Cultural Creatives – how 50 million people are changing
the world (by Paul Ray and Sherry Ruth Anderson). They find that
a new class – about 80-90 million in the EU – that they dub
‘the Cultural Creatives’ now exists alongside ‘traditionals’
and ‘moderns’. It is made up of socially active people with
a post-materialist lifestyle who value authenticity. They buy more books,
and watch less TV than others and are innovators for some knowledge-intensive
products – though not the early adopters of the latest technology.
They also care about the environment, dislike our luxury-obsessed ‘throw-away’
culture and are unhappy with the answers from both Left and Right.
"A
whole new culture is emerging, with a greater promise than most of us
have dared to dream", say Ray and Anderson.
In Wilber's
view, the 'Cultural Creatives' are predominantly those people in which
the Green v-meme thinking system (consensual/communitarian/sensitive self
– see Spiral Dynamics) is now active,
though Ray doesn’t agree with this characterisation.
LINKS
www.culturalcreatives.org
'Are you a Cultural Creative?' (quick test)
‘The
New Political Compass – the New Progressives are In-Front, Deep
Green, Against Big Business and Globalization, and Beyond Left vs. Right’
by Paul Ray
Top
Creative Class
Prof Richard Florida’s The Rise of the Creative Class –
and how it’s transforming work, leisure, community and everyday
life offers a penetrating and influential analysis of the growing
role of creativity in the economy and its new class that makes up 30 per
cent of the workforce (in the US) – helping to build thriving neighbourhoods
and determine which cities grow and which wither.
"Creative,
innovative and entrepreneurial activities tend to flourish in the same
kinds of places that attract gays and others outside the norm. When people
with varied backgrounds and attitudes collide, economic growth is likely,"
says Florida.
Using
a simplified version of Florida’s methodology, UK think-tank Demos
has calculated the creativity index, ethnic diversity, sexual diversity
and patent applications for Britain’s top 40 cities. They find Manchester
to be the favourite with creative ‘new bohemians’: “The
UK’s answer to San Francisco” (see Demos’ report ‘Europe
in the Creative Age’, co-authored by Richard Florida ).
LINKS
www.creativeclass.com
Top
The 'Ten Lenses'
(Former?) Diversity Channel CEO Mark Williams offers "definitions,
mottos, quotes, and a preliminary test" for the 10 value lenses in
his book The
Ten Lenses - Your Guide to Living and Working in a Multicultural World
(unfortunately the free online test available on the Fast Company
site seems to have gone).
Mark
began to look for these lenses after he saw one diversity workshop he
was running explode into a panoply of competing value systems in front
of his eyes at the mention of slavery. He realised he was going to have
to identify and decode each of those deep, fundamental perspectives if
any solution to diversity issues was to be found – and never-ending
clashes avoided.
The lenses
were defined, validated in workshops/seminars etc and then tested nationally
by Gallup.
The lenses
are:
• Assimilationist
• Colorblind
• Culturalcentrist
• Elitist
• Integrationist
• Meritocratist
• Multiculturalist
• Seclusionist
• Transcendent
• Victim/caretaker
There
was a more comprehensive self-test on the www.diversitychannel.com site
(but this appears to be no longer available).
Where
William’s approach gets particularly interesting and innovative
is where he gets takes us beyond the divisive particularism of many approaches
to diversity (and diversity training).
The book
says that these ten lenses provide a framework, but it is a "distorted
and incomplete vision"– and a new perspective is emerging which
liberates us, and takes us to the highest (and healthiest) expressions
of each of these lenses. He calls this the Eleventh Lens.
The low
(unhealthy) expressions of each lens exhibits intolerant behaviours, but
they can shift to an inclusive version.
The book
contains advice about "moving toward the highest expression of your
lenses", also on "Achieving the Perspective of the Eleventh
Lens" and "The Influences the Eleventh Lens Would Have on An
Organisation."
We're
advised to 'Recognise the inherent limitations in the original stance
of your own and the other nine lenses'.
When
discussing the eleventh lens, Ken Wilber is even mentioned. Williams also
groups the lenses along a continuum in a way that perhaps appears to place
them in either Wilber's lefthand or righthand quadrants (ie either ‘subjective
causation’ or ‘objective causation’ lie behind an individual's
situation – and should thus be the focus of change. The Left (Multiculturalist,
Victim, Caretaker etc?), for instance, tends to believe in objective causation:
the outside system is responsible and must be changed).
Williams’
new venture is The Zogby-Williams Institute, “founded to establish
and explore a new field critical to communities, businesses, government
institutions, and global entities: the study of how human identity and
self-definition shapes interactions in today's world.”
Top
Vitamin
T- the tribal vitamin
Fun (ie definitely not academic) questionnaire to help assess how ‘detribalised
and rootless’ you are. Are you getting your Recommended Daily Allowance
(RDA) of Vitamin T, the tribal vitamin?
‘Most
people do not seem to realise that they have near-starvation levels of
Vitamin T,’ wrote its designer, the late Nicholas Albery, founder
of the Institute
for Social Inventions.
‘What
I miss most is the possibility in the evening of just dropping in on a
convivial neighbour for a chat or a meal’.
Vitamin
T, no doubt shares some connection with Robert Putnam’s concept
of ‘social capital’, perhaps even to Spiral Dynamics' tribal/kinship
Purple value meme. Spiral Dynamics suggests that the spiral of development
swings between one level and the next like a pendulum – from a more
‘cool’ communal and self-sacrificing orientation to a more
‘hot’ individualistic and self-assertive one.
Perhaps
Vitamin T is linked to all those value levels (or v-memes) with the communal
leaning: tribal Purple, absolutisic Blue, communitarian/sensitive Green,
holistic/integral Turquoise? (Though Ken Wilber and Robert Kegan, in his
more recent work, don’t believe the evidence supports the notion
of such a simple pendulum effect.)
Nb Interestingly,
Wilber also believes that most of the Second Tier/integral people he knows
went through the pluralistic/Green stage in a self-expressive/agentic/individualistic
fashion rather than in the more typical communal fashion, as in the latter
case “you almost always get caught in the herd mentality of politically
correct thinking, the mean green meme, and the epidemic of boomeritis,
and therefore you never make it to Yellow, because cool green, accounting
for probably 60 per cent of green, dominates the cultural and academic
scene.” See Orange
and Green: Levels or Cousins?
Only
talk about this viewpoint in public if you’re willing to risk receiving
some major flak… ; -)
LINKS
Vitamin
T assessment (at the end of of article)
Top
Organisational Creativity
A 15 question ‘Innovation
Questionnaire’ that will “quickly check the level of creativity
and innovation inside your organisation”. Does your organisation
score high (eg “You are working in a very enlightened organisation
where innovation and communication levels are high"), low (eg “You
have a deep-seated resistance to change and new ideas are not encouraged
or rewarded. The culture of the organisation needs a major long-term programme
of change if it is to survive”) or inbetween. The average score
is 22!
I found
personally that this test quickly highlights where the pockets of high
or low creativity exist in different teams or departments.
Also offer an ‘Innovation
Metrics Survey’. See also: results
of the Innovation Metrics survey to date.
NB Problems
running this test in some versions of Firefox.
Top
UPPER
RIGHT QUADRANT
Objective: ‘It’ - visible individual behaviour and skills,
neurology
•
Belbin team role test
• Adizes Management Styles
• Jaques’ Levels of Complexity/time
horizons
• Managerial Grid (People vs task
focus)
• Brain
sex test
Top
Belbin Team Roles
Meredith Belbin has outlined the eight roles that he believes
interact to form a fully effective team. The roles are: Chairman;
Shaper; Plant; Monitor-Evaluator;
Resource-Investigator; Company Worker;
Team Worker and Finisher.
Top
Adizes
Management Styles
Are you a Producer, an Administrator,
an Entrepreneur or an Integrator? Or,
more accurately, which blend of the four are you? Does your team have
the right balance of management styles to achieve its objectives? Or perhaps
you have a CEO who over-optimistically claims pre-eminence in all four
styles?
Developed
by Dr. Ichak Adizes.
LINKS
www.managementvitality.com/msq/test.php
(free test)
Top
Elliot
Jaques’ Levels of Complexity/Time Horizons
(Stratified Systems Theory)
Fifty years of empirical research (including 60 doctoral dissertations)
and consulting (to US and Australian armies, Church of England, RTZ et
al) confirmed the late organisational psychologist Elliot Jaques –
author of The
Requisite Organization - A Total System for Effective Managerial Organization
and Managerial Leadership for the 21st Century and Human
Capability - A Study of Individual Potential and its Application
– in his belief that cognitive capacity (problem solving ability)
matures in predictable, discontinuous stages. He argues that there is
a necessary hierarchical structure – a ‘Requisite Organisation’
– that can ensure that individuals are placed in roles for which
they are mentally equipped. And a person’s manager should be one
step up in the levels, and thus able to provide the needed larger context
and vision.
A
major indicator of different levels of complexity he focused on was ‘Time
Span of Discretion’, ie the time horizon over which a person makes
competent decisions (how far ahead one must think and plan at work). A
‘Stratum I’ individual might have a one day to 3 month time
horizon (eg shop assistant), whereas a global CEO at Stratum 8 or 9 might
operate in terms of 50-100 years even.
Of course,
few organisations seek to emulate Jaques’ ideal, and instead the
world is littered with CEOs who are ‘in over their heads’
(ie don’t have the cognitive complexity needed for their role, and
– Jaques suggests – live lives of anxiety and incompetence,
afraid of being found out; whilst shrinking their organisations down to
their own level and losing the respect of staff). And also littered with
employees whose line-managers aren’t one clear stratum above them
and able to provide the needed bigger picture. The latter leads to friction
– usually misperceived as personality clashes – and the likelihood
that the ‘in over their heads’ managers will be bypassed by
employees who seek more senior managers with the required complexity/time
horizon, the ‘bigger picture’ they long for. Boredom will
result if your complexity is greater than that called for by your role.
Jaques
– who also invented the term ‘mid-life crisis’ –
found that around 35 per cent of employees are mismatched to their roles,
and 39 per cent mistmatched to their managers. Little wonder, if his research
is correct, that so much of organisational life is verging on dysfunctional.
When
you hear that this ‘Requisite’ natural hierarchy is based
on individuals’ cognitive potential, the course of which is –
contra Wilber? – set at birth, then you’ll understand why
Jaques’ work has been hugely controversial, accused of ‘managerial
fascism’, with its ‘Brave New World’ of seemingly pre-ordained
strata.
Supporters,
on the other hand, claim ‘magical results’ and leaps in profit
where his principles are put into practice (eg cutting redundant layers,
clever alterations in management responsibility), plus happier and more
dedicated staff. They have little time for trendy ‘participatory’
strategies, personality approaches like Myers-Briggs etc.
There
is some work on the level requirements of particular roles: eg mass marketing
cannot be done below Stratum III, or segmented marketing below Stratum
IV (further information on this topic would be appreciated). Individuals
progress by one level every 15 years, says Jaques.
This
example ‘Progression
chart’ clearly illustrates where different individuals are in
relation to the major strata, the time-span of their current roles –
as well as who the untapped resources are who may be likely to leave for
a more challenging role, and who isn’t up to their role but will
grow into it etc.
In this
model, cognitive complexity can be assessed by an interview (perhaps similar
to Prof Kegan’s Subject-Object Interview). As Jaques was keen not
to let the assessment be mis-applied willy-nilly by eager consultants
around the world, it is not widely available.
The book
Spiral Dynamics:
mastering values, leadership and change suggests the ‘Requisite
Organisation’ as an integrated structure expressing Yellow meme
values.
LINKS
Global Organization
Design Society
Review (by Matthew Kalman) of Organization
Design, Levels of Work & Human Capability.
www.peoplefit.com
(offer training in 'Complexity of Information Processing’ interviewing).
www.requisite.org
Top
Managerial
Grid (Blake and Mouton)
Plots your leadership style by assessing concern for people vs concern
for task/production. Can help identify different overall qualities of
management: task management, impoverished management, 'Country Club' management,
dampened pendulum and, finally, team management (where your focus on both
people and task is very high. The needs of particular situations will
vary, but in general this is the most effective style).
Managerial
Grid questionnaire (quite short, but you must add up the scores yourself
etc).
Top
Brain
sex test
A six-part
set of tests (22-minutes) on the BBC’s website to help show
how your brain works; includes the ring finger testosterone test (needs
a ruler).
And here’s
a brain
speed test.
Top
Kolb’s
Learning Styles
David Kolb developed a self-scored Learning Styles Inventory to assess
how individuals learn best. The four components are Active Experimentation,
Concrete Experience, Reflective Observation and Abstract
Conceptualisation (which also form Kolb’s cycle of learning).
The styles also relate to four types of learners: Converger, Accomodator,
Diverger and Assimilator. Learning styles were
further developed, and popularised, by Peter Honey and Alan Mumford.
LINKS
www.peterhoney.com
Top
Sexual
Essence (David Deida)
The work of spiritual teacher David Deida, a leading Integral
Institute member, focuses on sex and relationships.
This
Sexual
Essence test (though page in a mess right now, with some raw HTML
visible!) is adapted from his book Intimate
Communion – Awakening Your Sexual Essence.
LINKS
www.bluetruth.org
(includes Deida’s essay ‘Ken Wilber is a fraud’).
Top
LOWER
RIGHT QUADRANT
Interobjective: ‘Its’ - business systems, processes, environment
and technology
•
Torbert Organisational Stages
• Corporate Lifecycle stage
• The 'Learning organisation' and
Knowledge Management
• Ecological Footprint
• Political Compass
• Organisational 'Excellence'
• Social Network Analysis
Top
Torbert
Organisational Stages
Bill Torbert has developed a model of organizational stages of development,
which parallels his individual action logics
(but so far lacks the latter’s strong evidence base). The stages
are: Conception; Investments; Incorporation;
Experiments; Systematic Productivity;
Social Network; Collaborative Inquiry;
Foundational Community; and Liberating Disciplines.
See Levels of Ego Development/Action Logics
above.
Top
Adizes Corporate Lifecycle Assessment
Management consultant and author Ichak Adizes suggests that organisations
tend to develop through a lifecycle: from Courtship to
Infancy to Go-go to Adolescence
to Prime to Stable to Aristocracy
to Recriminations to Bureaucracy and
finally to Death. Each stage will have its particular
pitfalls (eg ‘Infancy’ has its classic ‘Founder’s
trap’ hurdle) and opportunities, though obviously
one wants to stick close to Prime rather than Bureaucracy and Death. Different
management styles (see Adizes Management Style) are
most appropriate at different stages in the lifecycle.
LINKS
A free lifecycle assessment tool is here: www.adizes.com/lifecycle_assessment_form.html
Top
The ‘Learning organisation’ and Knowledge
Management
These days it’s hard to overlook some of the avoidable tragedies
that have occurred when organisations don’t make enough effort to
become ‘learning organisations’, when successful ‘knowledge
management’/KM (eg knowledge sharing) is not a priority: the Challenger
space shuttle disaster, the 9/11 attacks, the UK killings of the two school-girls
by school caretaker and known sex offender Ian Huntley etc. And KM can
help the bottom-line too – as former Hewlett Packard CEO Lew Platt
famously said: “If HP knew what HP knows, we would be three times
as profitable”.
Collison
and Parcell – authors of Learning to Fly – Practical Knowledge
Management from Leading and Learning Organizations – offer
a one page KM
Self-assessment, which promises to let you “see how you’re
doing against a set of key measures including: KM Strategy, Leadership
Behaviours, Learning Before, During and After, Networking and Capturing
Knowledge".
Bukowitz
and Williams’ The
Knowledge Management Fieldbook includes a 7-section ‘Knowledge
Management Diagnostic’ to find out which steps in the Knowledge
Management process your organisation needs to focus on. Ten Steps
to a Learning Organization, by Kline and Saunders, includes a Learning
Organization Assessment, and Matrix (as well as a Multiple Intelligences
Checklist).
LINKS
www.gurteen.com (Dave
Gurteen’s website – more people-focused than tech-focused.
He runs great KM cafés round the world too)
Act KM Forum (includes
thriving KM discussion list, with David Snowden and others)
www.knowledgeboard.com
(KM online community – not thriving the way it once was, after funding
changes, I believe.)
www.solonline.org
(Integral Institute member Peter Senge et al’s Society for Organizational
Learning)
www.fieldbook.com
(Integral Institute founder member Peter Senge’s ‘Fifth Discipline
Fieldbook’ site)
www.brint.com (KM site)
Top
Ecological Footprint
Answer some simple questions to find out your own personal ‘ecological
footprint’ – in global hectares.
Your
footprint will be broken down into four categories: food, mobility, shelter,
goods/services. You will also learn the average ecological footprint in
your country.
Expect
a rise in your guilt levels when it also tells you how many planets we
would need “if everyone lived like you”.
LINKS
www.earthday.net/footprint/index.asp
Top
The Political Compass
This test assesses individuals along two axes: Left vs Right
and authoritarian vs libertarian (Wilber calls the latter Order vs Free).
Now you can compare your location to those of Gandhi, Hitler, Thatcher,
Stalin, Friedman, Bush, Mugabe, the Dalai Lama et al. Also shows how the
location of various political parties has changed over the years (though
the chart showing political leaders’ trajectories seems to have
disappeared).
LINKS
The Political
Compass
Top
EFQM
Excellence Model
The European Foundation for Quality Management (EFQM) Excellence Model
assesses organisations against nine criteria: leadership,
policy and strategy, people, partnerships
and resources, processes, customer results,
people results, society results and
key performance results.
Here’s
a quick ‘How do you shape up?’ Excellence
self-assessment to provide an initial diagnosis of organisational
performance. Convert your score to find out where you’re at: from
a ‘Nothing happening’ laggard though ‘we are getting
somewhere’ to the stars at ‘European prize winning level’.
LINKS
Centre
for Integral Excellence
(Sheffield Hallam University) – a pioneering synthesis of integral
and EFQM
Top
Social Network Analysis
Almost like an X-ray of your organisation, Social Network Analysis (aka
Organisational Network Analysis) makes visible people’s interconnectedness
and interactions – and can identify the central people and the peripheral,
the connectors and boundary spanners, the bottlenecks, unsung heroes and
untapped resources, as well as the different sub-groups.
Another
application is to map the energy network of an organisation: who are the
energising people and who are the de-energising ones (the attractors vs
energy-sappers)? Or it can map the problem-solving/brainstorming networks,
in order to identify capacity for innovation.
Knowledge
gained via Social Network Analysis can be used to design interventions
that create, reinforce or change the patterns – eg plugging ‘know-who’
gaps, rewarding and retaining vital connectors for their ‘invisible’
work, identifying key people before mergers etc.
See The
Hidden Power of Social Networks - understanding how work really gets done
in organizations, by Rob Cross and Andrew Parker.
LINKS
www.insna.org
www.insna.org/INSNA/soft_inf.html
(SNA software/freeware listing)
Top
Additional
Tests (coming soon)
I plan
to add many further tests to this page (e-mail
you have any further tests to add). Possible additions include things
like:
• Locus of Control
• DiSC
• Nolan Chart
• Cattell’s 16 PF
• MLQ - Multifactor Leadership Questionnaire
• DSM-IV personality disorders
• Prototypic Reflective Judgement Interview
• Real Life Interview (Gilligan)
• Ethic of Care Interview
• Adult Attachment Interview
etc etc.
Copyright
© 2007 Matthew Kalman
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