Anticipated Conclusions - Revision history

Flc: /* Hypothesis 10 */

2025-12-11T04:02:58Z

Hypothesis 10

← Older revision		Revision as of 04:02, 11 December 2025
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	* Language and Signs (C-)		* Language and Signs (C-)
	* Use in the six practical applications: organizational development, leadership, coaching, recruitment, clinical settings, and medium effect. (O-, L-, G-, S-, N-, D-)		* Use in the six practical applications: organizational development, leadership, coaching, recruitment, clinical settings, and medium effect. (O-, L-, G-, S-, N-, D-)
	The more extensive the use of the assessment technique across the six practical applications, the more its language and signs are used. The less use there is in ~~teh sox~~ practical applications, the less the technique’s language and signs are used.		The more extensive the use of the assessment technique across the six practical applications, the more its language and signs are used. The less use there is in the six practical applications, the less the technique’s language and signs are used.

	'''Hypothesis 10 invalidation.''' Using the assessment technique within any of the six practical applications without increasing the use of language and signs would invalidate Hypothesis 10.		'''Hypothesis 10 invalidation.''' Using the assessment technique within any of the six practical applications without increasing the use of language and signs would invalidate Hypothesis 10.

Flc: /* Hypothesis 9 */

2025-12-11T04:01:58Z

Hypothesis 9

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	* Stand-alone use in all six practical uses: organizational development, leadership, coaching, recruitment, clinical settings, and medium effect. (O-, L-, G-, S-, N-, D-)		* Stand-alone use in all six practical uses: organizational development, leadership, coaching, recruitment, clinical settings, and medium effect. (O-, L-, G-, S-, N-, D-)
	The stronger the autonomous use of the assessment technique across the six practical applications, the stronger the learning. The less frequently the assessment technique is used across the six practical applications, the less learning there is.		The stronger the autonomous use of the assessment technique across the six practical applications, the stronger the learning. The less frequently the assessment technique is used across the six practical applications, the less learning there is.

	'''Hypothesis 9 invalidation.''' Using the assessment technique in the six practical applications without increasing learning would invalidate hypothesis 9.		'''Hypothesis 9 invalidation.''' Using the assessment technique in the six practical applications without increasing learning would invalidate hypothesis 9.

Flc: /* Anticipated Conclusions */

2025-12-11T02:57:37Z

Anticipated Conclusions

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	* '''Lack of performance'''. Decrease in strategic and social performance. Economic performance is not achieved.		* '''Lack of performance'''. Decrease in strategic and social performance. Economic performance is not achieved.

	While testing the ~~hypothesis~~ over time, the organization mustn't be subject to negative critical incidents, such as the loss of a significant contract, a sudden leadership change, the entry of a competitor, or the loss of a key employee.		While testing the hypotheses over time, the organization mustn't be subject to negative critical incidents, such as the loss of a significant contract, a sudden leadership change, the entry of a competitor, or the loss of a key employee.

	Partial use of assessment techniques within the organization, such as in the human resources or leadership departments, will reduce both practical and abstract uses and, consequently, their potential impact on performance. Even if economic performance is achieved, strategic and social performance may be adversely affected, leading to performance under pressure or lagging.		Partial use of assessment techniques within the organization, such as in the human resources or leadership departments, will reduce both practical and abstract uses and, consequently, their potential impact on performance. Even if economic performance is achieved, strategic and social performance may be adversely affected, leading to performance under pressure or lagging.

Flc: /* Anticipated Conclusions */

2025-12-11T02:54:49Z

Anticipated Conclusions

← Older revision		Revision as of 02:54, 11 December 2025
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	[[File:GRI Model_variables_dependent.png\|right\|250px]]		[[File:GRI Model_variables_dependent.png\|right\|250px]]

	The following are the anticipated conclusions from ~~applying the general framework to test~~ the impact of an assessment technique on performance.		The following are the anticipated conclusions from testing the impact of using an assessment technique on performance, based on the general framework.

	~~In companies where all antecedent variables are high~~, the ~~uses should be strong,~~ and performance ~~should be “ideal”~~. Otherwise, one should find one of the three other cases ~~of performance~~:		The higher the assessment technique and publisher values, the higher the practical and abstract usage values required for achieving optimal performance. Otherwise, one should find one of the three other performance cases:
	* '''~~Ideal~~ performance'''. An increase in strategic and social performance. Economic performance is achieved.		* '''Optimal performance'''. An increase in strategic and social performance. Economic performance is achieved.
	* '''Lagging performance'''. A decrease in strategic performance and an increase in social performance. Economic performance is achieved.		* '''Lagging performance'''. A decrease in strategic performance and an increase in social performance. Economic performance is achieved.
	* ''' Performance under pressure'''. An increase in strategic performance and a decrease in social performance. Economic performance is achieved.		* ''' Performance under pressure'''. An increase in strategic performance and a decrease in social performance. Economic performance is achieved.
	* '''Lack of performance'''. Decrease in strategic and social performance. Economic performance is not achieved.		* '''Lack of performance'''. Decrease in strategic and social performance. Economic performance is not achieved.

	While testing the hypothesis, ~~it is necessary that~~ the organization ~~is not significantly affected by~~ critical incidents, such as the loss of a ~~major~~ contract, a sudden leadership change, or the entry of a competitor ~~during~~ the ~~observation period~~.		While testing the hypothesis over time, the organization mustn't be subject to negative critical incidents, such as the loss of a significant contract, a sudden leadership change, the entry of a competitor, or the loss of a key employee.

	Partial use of assessment techniques, such as ~~within a~~ human resources ~~department only,~~ or ~~for~~ leadership ~~only~~, ~~should result in~~ performance ~~under pressure or lagging~~. ~~In both cases, although the~~ economic performance is achieved, ~~it is less controlled than with the first ideal condition~~.		Partial use of assessment techniques within the organization, such as in the human resources or leadership departments, will reduce both practical and abstract uses and, consequently, their potential impact on performance. Even if economic performance is achieved, strategic and social performance may be adversely affected, leading to performance under pressure or lagging.

	In cases of lagging performance, ~~employees'~~ social behaviors deviate from the ~~medium-term~~ strategic target, ~~calling for~~ a ~~review~~ of the ~~strategic intent~~.		In cases of 'lagging performance', although engagement increases over the test period and economic performance is reached, effective social behaviors deviate from the strategic performance target, requiring a revision of the target.

	~~Under~~ performance pressure, ~~although~~ strategic performance ~~has increased~~ and economic performance ~~has been~~ achieved, the decrease in engagement and ~~the increase in adaptation call for strategic revision~~ to ensure the organization continues to perform effectively.		With 'performance under pressure', as strategic performance increases and economic performance is achieved, the decrease in engagement calls for increased practical and theoretical uses to ensure the organization continues to perform effectively.

	~~Ideal~~ performance reflects increases in both social and strategic performance, yielding positive economic outcomes and positioning the organization for future growth.		Optimal performance reflects increases in both social and strategic performance, yielding positive economic outcomes and positioning the organization for potential future growth with greater resilience.

	=Notes=		=Notes=

Flc at 02:08, 11 December 2025

2025-12-11T02:08:18Z

← Older revision		Revision as of 02:08, 11 December 2025
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	=Anticipated Conclusions=		=Anticipated Conclusions=
			[[File:GRI Model_variables_dependent.png\|right\|250px]]

	The following are the anticipated conclusions from applying the general framework to test the impact of an assessment technique on performance.		The following are the anticipated conclusions from applying the general framework to test the impact of an assessment technique on performance.

Flc at 01:55, 11 December 2025

2025-12-11T01:55:52Z

← Older revision		Revision as of 01:55, 11 December 2025
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	=Antecedents of Use=		=Antecedents of Use=
	==Hypothesis 11==		==Hypothesis 11==
			[[File:GRI Model_variables_assessment publisher.png\|right\|250px]]
	'''Reminder of hypothesis 11.''' The use of the assessment technique in learning is more likely when the technique and its business model from the publisher and consultant possess appropriate characteristics.		'''Reminder of hypothesis 11.''' The use of the assessment technique in learning is more likely when the technique and its business model from the publisher and consultant possess appropriate characteristics.

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	==Hypothesis 12==		==Hypothesis 12==
			[[File:GRI Model_variables_user environment.png\|right\|250px]]
	'''Reminder of the hypothesis 12.''' The use of the assessment technique is more likely when the environment and user have the appropriate characteristics.		'''Reminder of the hypothesis 12.''' The use of the assessment technique is more likely when the environment and user have the appropriate characteristics.

Flc: /* Anticipated Conclusions */

2025-12-10T23:37:12Z

Anticipated Conclusions

← Older revision		Revision as of 23:37, 10 December 2025
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	In companies where all antecedent variables are high, the uses should be strong, and performance should be “ideal”. Otherwise, one should find one of the three other cases of performance:		In companies where all antecedent variables are high, the uses should be strong, and performance should be “ideal”. Otherwise, one should find one of the three other cases of performance:
	* '''Ideal performance'''. an increase in strategic and social performance. Economic performance is achieved.		* '''Ideal performance'''. An increase in strategic and social performance. Economic performance is achieved.
	* '''Lagging performance'''. a decrease in strategic performance and an increase in social performance. Economic performance is achieved.		* '''Lagging performance'''. A decrease in strategic performance and an increase in social performance. Economic performance is achieved.
	* ''' Performance under pressure'''. an increase in strategic performance and a decrease in social performance. Economic performance is achieved.		* ''' Performance under pressure'''. An increase in strategic performance and a decrease in social performance. Economic performance is achieved.
	* '''Lack of performance'''. Decrease in strategic and social performance. Economic performance is not achieved.		* '''Lack of performance'''. Decrease in strategic and social performance. Economic performance is not achieved.

Flc: /* Hypothesis 8 */

2025-12-10T22:56:26Z

Hypothesis 8

← Older revision		Revision as of 22:56, 10 December 2025
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	=Theoretical Use=		=Theoretical Use=
	==Hypothesis 8==		==Hypothesis 8==
	[[File:~~PU Awarness~~.png\|right\|250px]]		[[File:TU Awareness.png\|right\|250px]]
	'''Reminder of hypothesis 8.''' The correlation between using the assessment technique and performance is stronger when the technique is used in self- and social-awareness.		'''Reminder of hypothesis 8.''' The correlation between using the assessment technique and performance is stronger when the technique is used in self- and social-awareness.

Flc: /* Hypothesis 8 */

2025-12-10T22:55:50Z

Hypothesis 8

← Older revision		Revision as of 22:55, 10 December 2025
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	=Theoretical Use=		=Theoretical Use=
	==Hypothesis 8==		==Hypothesis 8==
	[[File:PU ~~Awareness~~.png\|right\|250px]]		[[File:PU Awarness.png\|right\|250px]]
	'''Reminder of hypothesis 8.''' The correlation between using the assessment technique and performance is stronger when the technique is used in self- and social-awareness.		'''Reminder of hypothesis 8.''' The correlation between using the assessment technique and performance is stronger when the technique is used in self- and social-awareness.

Flc at 22:55, 10 December 2025

2025-12-10T22:55:23Z

← Older revision		Revision as of 22:55, 10 December 2025
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	=Notes=		=Notes=

	[[Category:~~Notes~~]]		[[Category:Articles]]
	[[Category:General Framework]]		[[Category:General Framework]]