Job ID
1695715793
Duration
6694seconds
Summary
- Elliot Jacks came along and concluded that psychological analysis, human relations and psychotherapy were not the keys to organization effectiveness. He hypothesized that the organization was the key to Organization effectiveness. Jacks had a very, very high view of people. He believed that if you would put people in a supportive environment, all people would function well.
- 360 Tool has huge capacity when you integrate it, like Lucy mentioned. We're integrating the conversations to look at managers and look at leaders. What we're trying to do is achieve behavioral change. And we believe that having the aggregated information sometimes helps, but we have to facilitate those discussions.
- John Keen: 360 is predominantly an HR tool, and we can impose it in an organization. Keen: IPC and temperament are absolutely fundamental in terms of really understanding what goes on in organizations. Only 15% of CEOs get it, would do it, and would stick with it, Keen says.
- The four criteria for fit are skill, knowledge, and experience, CIP, temperament, and valuing the work. When we get into 360, about 25% of a management group overestimate themselves. This represents an enormous opportunity in terms of tightening up communication layers.
- Elliott: What we see on a temperament level is micromanagement perfectionism. Here we start looking at high potentials, and what 360 often tells us is these people are hard to manage. Management always seems to struggle between differentiating CIP and temperament.
- The idea of changing managerial behavior causes problems, says Sam. The issue is not changing managers behavior but specifying the required managerial performance. We have a moral obligation to provide managers all the support necessary for achieving the performance.
- 360 Tool has huge capacity when you integrate it, like Lucy mentioned. We're integrating the conversations to look at managers and look at leaders. What we're trying to do is achieve behavioral change. And we believe that having the aggregated information sometimes helps, but we have to facilitate those discussions.
- John Keen: 360 is predominantly an HR tool, and we can impose it in an organization. Keen: IPC and temperament are absolutely fundamental in terms of really understanding what goes on in organizations. Only 15% of CEOs get it, would do it, and would stick with it, Keen says.
- The four criteria for fit are skill, knowledge, and experience, CIP, temperament, and valuing the work. When we get into 360, about 25% of a management group overestimate themselves. This represents an enormous opportunity in terms of tightening up communication layers.
- Elliott: What we see on a temperament level is micromanagement perfectionism. Here we start looking at high potentials, and what 360 often tells us is these people are hard to manage. Management always seems to struggle between differentiating CIP and temperament.
- The idea of changing managerial behavior causes problems, says Sam. The issue is not changing managers behavior but specifying the required managerial performance. We have a moral obligation to provide managers all the support necessary for achieving the performance.