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- 00:31, 27 November 2025 Framework Tests Methodology (hist | edit) [8,166 bytes] Flc (talk | contribs) (Created page with "=Introduction= The strategy for testing GRI’s frameworks for evaluating the impact of using assessment techniques on performance is quasi-experimental, using case studies. This approach requires organizational environments where variables and performance criteria can be tracked over time. This is the approach used for testing when building the first framework in Step 1. The same approach was used for the general framework of steps 2 and 3. =Phase 1 Case Studies= Duri...")
- 17:23, 24 November 2025 Framework First Test (hist | edit) [5,909 bytes] Flc (talk | contribs) (Created page with " The project hypotheses were first tested on two companies and through three executives each. The first case, Posini, is a pharmaceutical company of around 350 people, a subsidiary of a global company, whose activity is focused on sales. It employs two sales teams. The second case, Qualibank, is a company of about twenty people founded and led by its CEO. It specializes in the marketing of promotional items to bank card holders. It employs a team of teleoperators for i...")
- 23:17, 23 November 2025 Publisher and Consultant Analysis (hist | edit) [3,404 bytes] Flc (talk | contribs) (Created page with "right|400px The way publishers and consultants deploy assessment techniques in organizations, the go-to-market and pricing strategies they adopt, and many other variables under their control affect how those techniques are used within a company. Below are the characteristics identified in our large exploration field that either favor (+) or delay (-) the use or replacement of more advanced assessment techniques. The publisher and consu...")
- 18:47, 23 November 2025 Environment and Organization Analysis (hist | edit) [7,251 bytes] Flc (talk | contribs) (Created page with "right|350px Like any other techniques used in organizations, assessment techniques evolve in response to internal and external needs and challenges. They gradually become more integrated, efficient, and effective. To a minimum, individuals and organizations use parallel techniques for their assessment needs. When already equipped with more sophisticated techniques, such as structured interviews and assessment centers, companies cont...")
- 01:39, 22 November 2025 Users Analysis (hist | edit) [6,966 bytes] Flc (talk | contribs) (Created page with "=Introduction= This note provides an analysis of the users of assessment techniques identified in phase 1 of the project and refined in phases 2 and 3. Although some propositions are applicable only to adaptive profiles, they can still be used when comparing other techniques. Code 3 is used to locate the observations within the exploration field. =Analysis= {| class="wikitable" style="margin: auto;" !Characteristic !! Encourages "+" or Hinders "-" the Use of the Assess...")
- 21:30, 21 November 2025 Role Analysis (hist | edit) [16,839 bytes] Flc (talk | contribs) (Created page with "=Introduction= The table below lists the potential users of assessment techniques identified during phase 1 in the large exploration field, and later in phases 2 and 3 as observations progressed and new usage and users emerged. Users 1 to 5 were from phase 1. Users 6 to 16 were added afterward. Users 10 to 16 were not included in the analyses and the general framework. Code 7 identifies users in our large exploration field. The main user characteristics and impact on pe...")
- 19:14, 18 November 2025 Assessments Potential Uses (hist | edit) [26,197 bytes] Flc (talk | contribs) (Created page with "right|250px =Introduction= The hypotheses of the general framework have been formulated to answer the specific question on the relationship between the “Use of assessment techniques” and “Performance”. The operational content of the theoretical concepts "Use of assessment technique" was clarified during the analysis of the uses, which led to the consideration of nine categories. In this article, the hypothesis and how they were formulated are...")
- 01:14, 12 November 2025 Language and Signs (hist | edit) [22,612 bytes] Flc (talk | contribs) (Created page with "=Introduction= As the study of assessment techniques progressed over the past decades, it has become clearer that their effectiveness depends heavily on the quality of their metrics — not just the value of the measures themselves, but also how the results are displayed and how concise, accurate, and effective they are at representing what they intend to. The use and representation of metrics can be understood as signs, analyzed through the syntactic, semantic, or prag...")
- 06:55, 5 November 2025 Understanding Signs (hist | edit) [26,220 bytes] Flc (talk | contribs) (Created page with "=Introduction= This article is an introduction to the analysis of signs when they are used with individual characteristics, such as GRI’s adaptive profiles, and any other signs. Signs have long been studied in the science of signs, also called semiotics. The different modes of existence of a sign, its nine constituent elements, and the 10 combinations of these elements are defined more precisely in this article. This synthesis on signs is directly derived from Charle...") originally created as "Growing Meaning on Signs"
- 04:55, 1 November 2025 Values (hist | edit) [10,204 bytes] Flc (talk | contribs) (Created page with "=Introduction= right|220px After some generalities about the concept of value, this article discusses it through the three notable studies of Louis Lavelle, Milton Rockach, and Shalom Schwartz. Values need to be contrasted with other important characteristics, notably the social behavior one for understanding their expression and development. =Generalities= Values are personal beliefs and principles that individuals see as important, whether at work...")
- 22:30, 30 October 2025 Individual Characteristics (hist | edit) [26,657 bytes] Flc (talk | contribs) (Created page with "=Introduction= right|400px This article presents the individual characteristics that are the core of our assessments, decision-making, building relationships, and how performance is characterized. Characteristics are major aspects of differentiation between individuals. Many characteristics are naturally used when building judgment, but only a few become significant when considering people’s roles and their management in organizations. T...")
- 04:50, 23 October 2025 Operationalization of Concepts (hist | edit) [11,017 bytes] Flc (talk | contribs) (Created page with "=Introduction= This article discusses the concepts that need to be operationalized for answering the specific question: 'How does the use of assessment techniques by their users impact an organization’s performance?' “Use”, “Assessment techniques”, “Users,” and performance need to be defined before being analyzed, and before a framework can be drawn. The methodology used to narrow down a general question to a specific question is explained in another art...")
- 04:36, 14 October 2025 Scales and Intensity (hist | edit) [8,497 bytes] Flc (talk | contribs) (Created page with "=Normativity= With assessment techniques, normativity refers to the ability of the technique to compare an individual's results to a larger population. Since the word normative also implies in sociology and organizations specific rules to follow, it’s important to note that “normativity” in assessment only pertains to how data is normalized, eventually using a normal Gaussian distribution or quantile scales, to allow meaningful understanding of a score and comparis...") originally created as "Intensity"
- 00:15, 9 October 2025 Research Methodology (hist | edit) [27,686 bytes] Flc (talk | contribs) (Created page with "=Introduction= The constructivist approach used in this project emphasizes the importance of defining the epistemological position and the researcher’s background. These two aspects are introduced first. This article also covers the procedure and operational steps. A general question is gradually narrowed down to a specific question that can be operationalized. Those two questions are key steps that help build a framework. The project took place in three phases, which...")
- 05:28, 8 October 2025 Theories Behind the Framework (hist | edit) [21,282 bytes] Flc (talk | contribs) (Created page with "=Introduction= The selection of theories within the general framework follows a methodology begun in phase 1 and continued through phases 2 and 3. During the exploratory step, which accompanied the development of the general question in phase 1, the theories included psychometrics, psychology, general semantics, recruitment techniques, management, leadership, research methods, and epistemology. Once the initial specific question was established, the focus shifted to sem...") originally created as "Theories Being the Framework"
- 06:03, 3 October 2025 Large Exploration Field (hist | edit) [16,503 bytes] Flc (talk | contribs) (Created page with "=Introduction= An important aspect of developing the GRI’s framework is identifying the “Uses of assessment techniques." The object of the investigation, the use process, determines how it will be examined. This article outlines the large exploration field and how the observations were conducted. =Generalities= The study addresses the questions of the "how" and the "what" of a set of current events; since the use process has not been analyzed yet, case studies based...")
- 20:28, 30 September 2025 General disclaimer (hist | edit) [2,935 bytes] Flc (talk | contribs) (Created page with "<div style="text-align:right;">Effective Date: September 1, 2025</div> '''-1- Content Accuracy and Completeness''' The content on this Wiki located at https://wiki.gri.co (the "Wiki"), is provided for general informational purposes only. While we strive to ensure that the information presented is accurate and up-to-date, we make no warranties or representations regarding the completeness, reliability, or accuracy of any information, content, or materials provided on or...")
- 18:34, 30 September 2025 About (hist | edit) [2,722 bytes] Flc (talk | contribs) (Created page with "GRI's wiki is a collection of articles, notes, and resources shared by the Growth Resources Institute to deepen one's understanding of adaptive profiles and their use for individual and organizational performance. It is also used for research purposes. The wiki includes many aspects related to assessment techniques, personal growth, leadership, management, recruitment, and organizational development. The wiki's content is more technical and theoretical than practical, h...")
- 18:13, 30 September 2025 Privacy policy (hist | edit) [5,968 bytes] Flc (talk | contribs) (Created page with "Effective Date: September 1, 2025 1. Introduction This Privacy Policy applies to the wiki located at https://wiki.gri.co (the "Wiki"), operated by Growth Resources, Inc., "Our Organization" or "The Community" ("we," "us," or "our"). We are committed to protecting the privacy of your personal information as you use and contribute to our Wiki. This policy explains how we collect, use, and protect your information. By using the Wiki, you agree to the terms of this Privacy...")
- 05:59, 29 September 2025 Orthogonality (hist | edit) [2,303 bytes] Flc (talk | contribs) (Created page with "In factorial analysis, "orthogonality" refers to variables that are independent and uncorrelated. When two factors are orthogonal, you can study their effects as if they are happening at a right angle to each other, rather than overlapping. This leads to a clearer understanding of each factor's contribution to the outcome. The opposite of orthogonal factors are oblique factors. right|300px Consider the world map on the right. You may like...")
- 03:14, 28 September 2025 Reference Checks (hist | edit) [3,407 bytes] Flc (talk | contribs) (Created page with "=Introduction= right|400px Reference checks are a technique used to gather information about a candidate from a third party. The goal is to verify details provided by the candidate, such as degrees or previous employment, and to get the opinion of someone who knows the candidate well. According to SRHM, reference checks are a common practice as a screening and selection tool for 92% of organizations in the US. It is frequently used for...")
- 05:41, 27 September 2025 Utility in Selection (hist | edit) [16,756 bytes] Flc (talk | contribs) (Created page with "=Introduction= The use of assessment techniques hasn’t been studied as much as in selection. In part, that’s because we may continue to nurture the idea of a silver bullet, these magical characteristics that will inform if a candidate can be successful. Reality is a bit more complex and involves the environment as much as the persons themselves. Decades of designing job descriptions and trying to find the best-fit candidates mostly led to deceitful conclusions that t...")
- 05:08, 26 September 2025 Personality Assessment Story and Prospect (hist | edit) [17,720 bytes] Flc (talk | contribs) (Created page with "=Introduction= right|300px Personality assessments began with modern psychology in the late 1800s to measure people's social behavior and, more broadly, their emotional states, relationships, motivations, interests, and attitudes. Since then, much has changed, making the landscape of personality assessment unrecognizable to those who started it early on. Here is a brief history of what has happened with personality assessments over the...")
- 05:41, 25 September 2025 Uses Analysis (hist | edit) [20,456 bytes] Flc (talk | contribs) (Created page with "=Introduction= The analysis of the “Use of assessment technique” process was conducted following the recommendations of Miles and Huberman. Observations of uses, their various and presumed effects, and causes were conducted on the large exploration field. The contrasts observed were identified, coded, and transcribed into matrices ordered by concepts or roles using propositions. Propositions were subsumed and grouped. Four cycles of analysis can be identified: * Use...")
- 05:56, 23 September 2025 Hypotheses Formulation (hist | edit) [19,172 bytes] Flc (talk | contribs) (Created page with "The hypotheses of the general framework were formulated to answer the specific question on the relationship between the “Use of assessment techniques” and “Performance”. The operational content of the theoretical concepts "Use of assessment technique" was clarified during the analysis of the uses by considering nine categories: “Organizational Development”, “Leadership”, “Recruitment”, “Coaching”, “Clinical”, “Entertainment”, “Self and S...")
- 23:48, 20 September 2025 Adaptation (hist | edit) [10,669 bytes] Flc (talk | contribs) (Created page with "right|350px =Introduction= The Role profile–the graph in the middle of the adaptive profile—portrays how a person perceives the need to adapt. The more different the Role profile is to the Natural (the graph at the bottom), the greater the perceived need for adaptation. Consequently, the Effective behavior (the graph on the top, as in Figure 2) will be different. The arrows and numbers on the right indicate how the person feels eng...")
- 22:05, 20 September 2025 Factor 2 Impact (hist | edit) [10,756 bytes] Flc (talk | contribs) (Created page with "=Introduction= The four factors of the adaptive profiles influence each other, or in other words, each factor affects the meaning ot the three other factors. This is by this mechanism that the profile with the four factors together acquires many nuances. Here in this article, we review the influence of factor 2. Factor 2 is the one represented in green in this example on the right, with factor 2 being on average (triangle). This article uses GRI’s language on adaptiv...")
- 00:48, 20 September 2025 Hypotheses Criteria (hist | edit) [4,071 bytes] Flc (talk | contribs) (Created page with "=Introduction= The hypotheses of the GRI research Framework have been developed to address the specific question that concerns the connection between "The Use of Assessment techniques," and "performance". The theoretical concept of "Use of assessment techniques" was defined during the initial phase by analyzing the use of assessment techniques and the nine groups of use: "Organizational Development," "Leadership," "Recruitment," "Coaching," "Clinical," "Entertainment,"...") originally created as "Hypotheses"
- 04:35, 18 September 2025 Framework Variables and Indicators (hist | edit) [9,905 bytes] Flc (talk | contribs) (Created page with "=Introduction= This document presents the variables and indicators used by the GRI model. Variables and indicators are set after the hypotheses are formulated. The model helps link the use of the independent variable, the use of assessments, with the dependent variable: the performance. The different variables and their indicators are specified, as well as the relationships between the variables. =Model’s Schema= The model presented below was first built from field r...") originally created as "Variables and Indicators"
- 01:26, 18 September 2025 General Framework (hist | edit) [6,953 bytes] Flc (talk | contribs) (Created page with "=Introduction= This article presents the model used at GRI for analysing the nature, use, and impact of assessment techniques on an organization's performance. Over the years, we have considered a variety of assessment techniques, including behavior assessments and private techniques (those we use ourselves with our intuition). During our research, we’ve devised the GRI assessment and the adaptive profiles to remove limiting factors uncovered during the first phase o...") originally created as "GRI Research Model"
- 23:45, 16 September 2025 System 1 versus System 2 (hist | edit) [4,757 bytes] Flc (talk | contribs) (Created page with "=INtroduction= Daniel Kahneman’s book, Thinking, Fast and Slow, is a masterpiece on intuition research and explains how intuition works. The book helps reshape the way we look at people and how they make decisions. As explained by Kahneman, intuition can be considered as two systems that are working in parallel, , System 1 and System 2: * '''System 1''' is automatic, quick, and requires no effort. It’s the “no-brainer” of decision-making. We are at ease with it...")
- 22:14, 15 September 2025 Management Control System (MCS) Package (hist | edit) [5,157 bytes] Flc (talk | contribs) (Created page with "right|450px =Introduction= A multiple control system package, or MCS package, combines multiple control systems for managing an organization. Rather than relying on one system, an MCS package acknowledges that a mix of approaches must be combined, which includes traditional accounting, administrative rules, and cultural norms. =Generalities= The term "control package" gained significant traction since the 2010s with the work of Malmi an...")
- 00:53, 13 September 2025 Command and Control Perspective (hist | edit) [7,438 bytes] Flc (talk | contribs) (Created page with "right|600px =Management Control= The traditional, historical, and often implicit understanding of an organization’s performance is that the organization functions like a machine, with its performance measured by efficiency, predictability, and control. With this vision, the goal of the organization is to optimize individual parts and processes to produce a specific, measurable output. Management control, sometimes called "management...") originally created as "Management Control"
- 21:46, 9 September 2025 Holistic Perspective (hist | edit) [13,076 bytes] Flc (talk | contribs) (Created page with "right|600px =Introduction= The holistic view of performance is a continuation of the cybernetic model, but differs significantly in its focus on the properties of the organization as a whole and emphasizes the relationships and interactions of its parts. This article is on the use of performance measures by holistic models, with an excerpt on Kaplan and Norton’s model. =Generalities= The holistic model includes the second-order feedb...")
- 02:00, 9 September 2025 Cybernetic Perspective (hist | edit) [10,752 bytes] Flc (talk | contribs) (Created page with "right|600px =Introduction= While traditional management systems rely on a top-down, command-and-control hierarchy, cybernetic models view an organization as a self-regulating system that uses feedback to maintain its goals. Performance measurement is seen as an important component of cybernetic models that include goal setting and predictive models to facilitate decisions of alternative actions. =Generalities= The origin of the cyber...")
