Adaptation - Revision history

Flc: /* Practical Implications */

2025-09-21T18:50:28Z

Practical Implications

← Older revision		Revision as of 18:50, 21 September 2025
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	A state of flow with synchronicity between the three profiles of the Natural, Role, and Effective is ideal. Nonetheless, high adaptation, as it is measured with the Role profile, is inevitable from time to time. It may happen for a variety of reasons inherent to the person and their environment. At work, it may be required by all parties. Disengagement that results from a disconnect between a person’s interest and motivation and what the environment can offer may happen from time to time as well.		A state of flow with synchronicity between the three profiles of the Natural, Role, and Effective is ideal. Nonetheless, high adaptation, as it is measured with the Role profile, is inevitable from time to time. It may happen for a variety of reasons inherent to the person and their environment. At work, it may be required by all parties. Disengagement that results from a disconnect between a person’s interest and motivation and what the environment can offer may happen from time to time as well.

	A feedback session on the adaptive profile is often the starting point for effective adaptation and reengagement. The session allows individuals to become aware of their ~~natural resources~~ and to be more effective in the adaptation process. The Natural profile offers insight into how the person perceives adaptation and disengagement, and how these can be addressed, including with the environment’s support. A position’s profile, ~~which translates~~ the ~~expected behaviors in~~ the ~~job, helps~~ understand the ~~necessary~~ adaptation and identify solutions.		A feedback session on the adaptive profile is often the starting point for effective adaptation and reengagement. The session allows individuals to become aware of their Natural way to act, think, and feel, and to be more effective in the adaptation process. The Natural profile offers insight into how the person perceives adaptation and disengagement, and how these can be addressed, including with the environment’s support. A position’s profile, something we refer to at GRI as the Position Behavior Indicator (PBI), is typically discussed between managers at the company to help understand the needed adaptation and identify solutions with the person.

	=Notes=		=Notes=

Flc: /* Practical Implications */

2025-09-21T18:43:36Z

Practical Implications

← Older revision		Revision as of 18:43, 21 September 2025
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	=Practical Implications=		=Practical Implications=
	A state of flow with synchronicity between the three profiles of the Natural, Role, and Effective is ideal. Nonetheless, high adaptation, as it is measured with the Role profile, is inevitable. It may happen ~~from time to time~~ for a variety of reasons inherent to the person and their ~~work~~ environment. It may be required by all parties. Disengagement that results from a disconnect between a person’s interest and motivation and what the environment can offer may happen from time to time as well.		A state of flow with synchronicity between the three profiles of the Natural, Role, and Effective is ideal. Nonetheless, high adaptation, as it is measured with the Role profile, is inevitable from time to time. It may happen for a variety of reasons inherent to the person and their environment. At work, it may be required by all parties. Disengagement that results from a disconnect between a person’s interest and motivation and what the environment can offer may happen from time to time as well.

	A feedback session on the adaptive profile is often the starting point for effective adaptation and reengagement. The session allows individuals to become aware of their natural resources and to be more effective in the adaptation process. The Natural profile offers insight into how the person perceives adaptation and disengagement, and how these can be addressed, including with the environment’s support. A position’s profile, which translates the expected behaviors in the job, helps understand the necessary adaptation and identify solutions.		A feedback session on the adaptive profile is often the starting point for effective adaptation and reengagement. The session allows individuals to become aware of their natural resources and to be more effective in the adaptation process. The Natural profile offers insight into how the person perceives adaptation and disengagement, and how these can be addressed, including with the environment’s support. A position’s profile, which translates the expected behaviors in the job, helps understand the necessary adaptation and identify solutions.



	=Notes=		=Notes=

Flc at 18:42, 21 September 2025

2025-09-21T18:42:13Z

← Older revision		Revision as of 18:42, 21 September 2025
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	When a single arrow points down, this reflects the person’s low engagement. With two arrows, it reflects high dissatisfaction<ref>Cavanaugh, M. A., Boswell, W. R., Roehling, M. V., Boudreau, J. W. (2000). An empirical examination of self-reported work stress among U.S. managers. Journal of Applied Psychology, 85, 65-74.<br/>De Jonge, J., Dormann, C., Janssen, P. P. M., Dollard, M. F., Landeweerd, J. A., Nijhuis, F. J. N. (2001). Testing reciprocal relationships between job characteristics and psychological well being: Cross-lagged structural equation model. Journal of Occupational and Organizational Psychology, 74, 29-46.</ref>, frustration<ref>Chen, P. Y., Spector, P. E. (1991). Negative affectivity as the underlying cause of correlations between stressors and strains. Journal of Applied Psychology, 76, 398-407.</ref>, or an intention to leave work<ref>Van Katwyk, P. T., Fox, S., Spector, P. E., Kelloway, E. K. (2000). Using the Job-related Affective Well-being Scale (JAWS). To investigate affective responses to work stressors. Journal of Occupational Health Psychology, 5, 219-230.</ref>. They may be associated with a lack of environmental support<ref>Moyle, P. (1995). The role of negative affectivity in the stress process: Tests of alternative models. Journal of Organizational Behavior, 16, 647-688.</ref>.		When a single arrow points down, this reflects the person’s low engagement. With two arrows, it reflects high dissatisfaction<ref>Cavanaugh, M. A., Boswell, W. R., Roehling, M. V., Boudreau, J. W. (2000). An empirical examination of self-reported work stress among U.S. managers. Journal of Applied Psychology, 85, 65-74.<br/>De Jonge, J., Dormann, C., Janssen, P. P. M., Dollard, M. F., Landeweerd, J. A., Nijhuis, F. J. N. (2001). Testing reciprocal relationships between job characteristics and psychological well being: Cross-lagged structural equation model. Journal of Occupational and Organizational Psychology, 74, 29-46.</ref>, frustration<ref>Chen, P. Y., Spector, P. E. (1991). Negative affectivity as the underlying cause of correlations between stressors and strains. Journal of Applied Psychology, 76, 398-407.</ref>, or an intention to leave work<ref>Van Katwyk, P. T., Fox, S., Spector, P. E., Kelloway, E. K. (2000). Using the Job-related Affective Well-being Scale (JAWS). To investigate affective responses to work stressors. Journal of Occupational Health Psychology, 5, 219-230.</ref>. They may be associated with a lack of environmental support<ref>Moyle, P. (1995). The role of negative affectivity in the stress process: Tests of alternative models. Journal of Organizational Behavior, 16, 647-688.</ref>.

			=Practical Implications=
			A state of flow with synchronicity between the three profiles of the Natural, Role, and Effective is ideal. Nonetheless, high adaptation, as it is measured with the Role profile, is inevitable. It may happen from time to time for a variety of reasons inherent to the person and their work environment. It may be required by all parties. Disengagement that results from a disconnect between a person’s interest and motivation and what the environment can offer may happen from time to time as well.

			A feedback session on the adaptive profile is often the starting point for effective adaptation and reengagement. The session allows individuals to become aware of their natural resources and to be more effective in the adaptation process. The Natural profile offers insight into how the person perceives adaptation and disengagement, and how these can be addressed, including with the environment’s support. A position’s profile, which translates the expected behaviors in the job, helps understand the necessary adaptation and identify solutions.



	=Notes=		=Notes=

Flc: /* Conceptualization */

2025-09-21T18:04:23Z

Conceptualization

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	The perceived adaptation showing in the Role profile can be circumstantial, reflecting temporary efforts, or structural when the required efforts are prolonged. Adaptation results from the environment's or a person's insistence on adapting behaviors over time. The following aspects of the adaptation are further described below:		The perceived adaptation showing in the Role profile can be circumstantial, reflecting temporary efforts, or structural when the required efforts are prolonged. Adaptation results from the environment's or a person's insistence on adapting behaviors over time. The following aspects of the adaptation are further described below:
	* Flow and personal efficacy when the three ~~graphs~~ have shapes close to each other,		* Flow and personal efficacy when the three profiles have shapes close to each other,
	* Adaptation when the shapes of the Natural and Role are different, and		* Adaptation when the shapes of the Natural and Role profiles are different, and
	* Engagement and disengagement, where the arrows to the right of the Role point up or down.		* Engagement and disengagement, where the arrows to the right of the Role profile point up or down.

	=Flow and Personal Efficacy=		=Flow and Personal Efficacy=

Flc: /* Flow and Personal Efficacy */

2025-09-21T18:01:07Z

Flow and Personal Efficacy

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	=Flow and Personal Efficacy=		=Flow and Personal Efficacy=
	In the examples below, the three graphs are aligned. The perceived role is in phase with the natural behaviors. Consequently, the behaviors of the Effective are aligned too. In these situations, the person adopts behaviors that are in sync with their natural way of behaving; the person is in flow<ref>Csikszentmihalyi, Mihaly (1990). Flow: The Psychology of Optimal Experience. Harper Perennial Modern Classics</ref>.		In the examples below, the three graphs are aligned. The perceived role is in phase with the natural behaviors. Consequently, the behaviors of the Effective are aligned too. In these situations, the person adopts behaviors that are in sync with their natural way of behaving; the person is in flow, a state of effortless immersion in an activity, with a feeling of energized focus and full involvement in the current process. <ref>Csikszentmihalyi, Mihaly (1990). Flow: The Psychology of Optimal Experience. Harper Perennial Modern Classics</ref>.

	[[File:Adpatation Same.png\|center\|350px]]		[[File:Adpatation Same.png\|center\|350px]]

Flc: /* Engagement and Disengagement */

2025-09-21T17:46:34Z

Engagement and Disengagement

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	<center>[[File:Adaptation Disengaged.png\|350px]] [[File:Adaptation Engaged.png\|350px]]</center>		<center>[[File:Adaptation Disengaged.png\|350px]] [[File:Adaptation Engaged.png\|350px]]</center>
	<center>Profile ~~showing~~ a Very Low Engagement (left) or a Very High Engagement (right).</center>		<center>Profile Showing a Very Low Engagement (left) or a Very High Engagement (right).</center>

	This dimension of engagement can be approached by the opposite of Self-efficacy<ref>Bandura, A. (1997). Self-efficacy: The exercise of control. Freeman</ref> or negative affectivity when the engagement is low and is combined with little adaptation.		This dimension of engagement can be approached by the opposite of Self-efficacy<ref>Bandura, A. (1997). Self-efficacy: The exercise of control. Freeman</ref> or negative affectivity when the engagement is low and is combined with little adaptation.

Flc: /* Adaptation */

2025-09-21T05:39:59Z

Adaptation

← Older revision		Revision as of 05:39, 21 September 2025
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	[[File:Adaptation Different.png\|center\|350px]]		[[File:Adaptation Different.png\|center\|350px]]
	<center>Inversion of the Role and Natural.</center>		<center>Extreme Adaptation. Inversion of the Role and Natural.</center>

	=Engagement and Disengagement=		=Engagement and Disengagement=

Flc: /* Engagement and Disengagement */

2025-09-21T05:39:14Z

Engagement and Disengagement

← Older revision		Revision as of 05:39, 21 September 2025
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	<center>Profile showing a Very Low Engagement (left) or a Very High Engagement (right).</center>		<center>Profile showing a Very Low Engagement (left) or a Very High Engagement (right).</center>

	This dimension of engagement can be approached by the opposite of Self-efficacy or negative affectivity when the engagement is low and is combined with little adaptation.		This dimension of engagement can be approached by the opposite of Self-efficacy<ref>Bandura, A. (1997). Self-efficacy: The exercise of control. Freeman</ref> or negative affectivity when the engagement is low and is combined with little adaptation.
	When a single arrow points down, this reflects the person’s low engagement. With two arrows, it reflects high dissatisfaction, frustration, or an intention to leave work. They may be associated with a lack of environmental support.
			When a single arrow points down, this reflects the person’s low engagement. With two arrows, it reflects high dissatisfaction<ref>Cavanaugh, M. A., Boswell, W. R., Roehling, M. V., Boudreau, J. W. (2000). An empirical examination of self-reported work stress among U.S. managers. Journal of Applied Psychology, 85, 65-74.<br/>De Jonge, J., Dormann, C., Janssen, P. P. M., Dollard, M. F., Landeweerd, J. A., Nijhuis, F. J. N. (2001). Testing reciprocal relationships between job characteristics and psychological well being: Cross-lagged structural equation model. Journal of Occupational and Organizational Psychology, 74, 29-46.</ref>, frustration<ref>Chen, P. Y., Spector, P. E. (1991). Negative affectivity as the underlying cause of correlations between stressors and strains. Journal of Applied Psychology, 76, 398-407.</ref>, or an intention to leave work<ref>Van Katwyk, P. T., Fox, S., Spector, P. E., Kelloway, E. K. (2000). Using the Job-related Affective Well-being Scale (JAWS). To investigate affective responses to work stressors. Journal of Occupational Health Psychology, 5, 219-230.</ref>. They may be associated with a lack of environmental support<ref>Moyle, P. (1995). The role of negative affectivity in the stress process: Tests of alternative models. Journal of Organizational Behavior, 16, 647-688.</ref>.

	=Notes=		=Notes=

Flc: /* Adaptation */

2025-09-21T05:35:02Z

Adaptation

← Older revision		Revision as of 05:35, 21 September 2025
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	=Adaptation=		=Adaptation=
	The more different the shapes of the Natural and Role profiles are, the greater the pressure from the person or from the environment to adapt. Significant discrepancies between the Natural and the Role come along with what has been described in the literature as emotional fatigue, a feeling of depersonalization, and less accomplishment, abusive, aggressive behaviors or psychological pressures of depression, coming for some with a lack of sleep and gastric problems.		The more different the shapes of the Natural and Role profiles are, the greater the pressure from the person or from the environment to adapt. Significant discrepancies between the Natural and the Role come along with what has been described in the literature as emotional fatigue, a feeling of depersonalization, and less accomplishment<ref>Zellars, K. L., Perrewé, P. L., Hochwarter, W. A. (1999). Mitigating burnout among high-NA employees in health care: What can organizations do? Journal of Applied Social Psychology, 29, 2250-2271.</ref>, abusive, aggressive behaviors<ref>Fox, S., Spector, P. E., Miles, D. (2001). Counterproductive work behavior (CWB) in response to job stressors and organizational justice: Some mediator and moderator tests for autonomy and emotions. Journal of Vocational Behavior, 59, 1-19.</ref> or psychological pressures of depression<ref>Fortunado, V. J., Jex, S. M., Heinish, D. A. (1999). An examination of the discriminant validity of Strain-Free Negative Affectivity scale. Journal of Occupational and Organizational Psychology, 72, 503-522.</ref>, coming for some with a lack of sleep and gastric problems<ref>Parkes, K. R. (1999). Shiftwork, job type, and the work environment as joint predictors of health-related outcomes. Journal of Occupational Health Psychology, 4, 256-268.</ref>.

	A wide profile with an inverted Role, as in the figure below, creates frustration and burnout and will cause the person to disengage or leave the position. These situations come with a reduction in self-confidence, well-being, and productivity.		A wide profile with an inverted Role, as in the figure below, creates frustration and burnout and will cause the person to disengage or leave the position. These situations come with a reduction in self-confidence, well-being, and productivity.

Flc: /* Personal Efficacy */

2025-09-21T05:31:25Z

Personal Efficacy

← Older revision		Revision as of 05:31, 21 September 2025
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	* Engagement and disengagement, where the arrows to the right of the Role point up or down.		* Engagement and disengagement, where the arrows to the right of the Role point up or down.

	=Personal Efficacy=		=Flow and Personal Efficacy=
	In the examples below, the three graphs are aligned. The perceived role is in phase with the natural behaviors. Consequently, the behaviors of the Effective are aligned too. In these situations, the person adopts behaviors that are in sync with their natural way of behaving; the person is in flow.<ref>Csikszentmihalyi, Mihaly (1990). Flow: The Psychology of Optimal Experience. Harper Perennial Modern Classics</ref>.		In the examples below, the three graphs are aligned. The perceived role is in phase with the natural behaviors. Consequently, the behaviors of the Effective are aligned too. In these situations, the person adopts behaviors that are in sync with their natural way of behaving; the person is in flow<ref>Csikszentmihalyi, Mihaly (1990). Flow: The Psychology of Optimal Experience. Harper Perennial Modern Classics</ref>.

	[[File:Adpatation Same.png\|center\|350px]]		[[File:Adpatation Same.png\|center\|350px]]
	<center>Profile Corresponding to Personal Effectiveness.</center>		<center>Profile Corresponding to Flow and Personal Effectiveness.</center>

	The concept of adaptation, as it is evidenced in the Role profile, concurs with the observations of self-efficacy. Self-efficacy refers to a person mastering and controlling their environment and also mastering their belief about their own skills. Self-efficacy, which is considered a stable disposition and highly resistant to change is associated with more job satisfaction through its impact on self-evaluation, less burnout and higher performance.		The concept of adaptation, as it is evidenced in the Role profile, concurs with the observations of self-efficacy. Self-efficacy refers to a person mastering and controlling their environment<ref>Bandura A. (1986). Social foundations of thought and action: A social cognitive theory. Englewood Cliffs, NJ: Prentice Hall.</ref> and also mastering their belief about their own skills<ref>Eden, D., Kinnar, J. (1991). Modeling galatea: Boosting self-efficacy to increase volunteering. Journal of Applied Psychology, 76, 770-780.<br/>Judge, T. A., Bono, J. E., Locke, E. A. (2000). Personality and Job satisfaction: The mediating role of job characteristics, Journal of Applied Psychology, 85, 237-249.</ref>. Self-efficacy, which is considered a stable disposition and highly resistant to change<ref>Perrewé P. L., Spector P. E. (2002). Personality Research in the Organizational Sciences, Research in Personnel and Human Resources Management, vol. 21, pp 1-63</ref> is associated with more job satisfaction through its impact on self-evaluation<ref> Ibid, Judge, Bono & Locke, 2000.</ref>, less burnout<ref>Ibid, Perrewé P. L., Spector P. E. (2002)</ref> and higher performance<ref>Quinn, R. E. (2000). Change the world. How ordinary people can achieve extraordinary results. San Francisco: Jossey Bass.</ref>.

	=Adaptation=		=Adaptation=