Individual Characteristics - Revision history

Flc: /* Even More Characteristics */

2026-02-10T06:35:54Z

Even More Characteristics

← Older revision		Revision as of 06:35, 10 February 2026
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	* How one shakes hands, has sweaty hands, opens or closes the door, sits, stands up, etc.		* How one shakes hands, has sweaty hands, opens or closes the door, sits, stands up, etc.

	The list of characteristics is not complete, but all of the above have been seen in organizations. Some characteristics are kept private or only partly acknowledged. Attitudes toward oneself and others, along with development strategies, are influenced by the nature and strength of these characteristics and how much people believe in them. One challenge with more advanced characteristics and their assessment is replacing some of the above items on the list with new techniques that are more practical, useful, and effective for improving performance.		The list of characteristics is not complete, but all of the above have been seen in organizations. Some characteristics are kept private or only partly acknowledged. Attitudes toward oneself and others, along with development strategies, are influenced by the nature and strength of these characteristics and how much people believe in them.

	=Notes=		=Notes=

Flc: /* The Big Seven */

2026-01-27T06:54:40Z

The Big Seven

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	=The Big Seven=		=The Big Seven=
	[[File:Patchwork_Small.png\|right\|220px]]		[[File:Patchwork_Small.png\|right\|220px]]
	Individual characteristics are numerous, although some may be regrouped; only a few are generally considered for performance. As ~~pointed~~ above, some are easy to define and assess, while others are less so, ~~however~~ critical. The seven characteristics shown here are commonly used in organizations. They help focus attention when assessing someone for a job, especially when several assessors are involved. Social behavior is at the center is the most obvious, visible, and present; however harder to assess objectively. This characteristic has been at the center of ~~this project’s~~ phase 1, to improve and define performance, when used by leaders and managers. The seven characteristics are ~~the following~~, with a brief ~~definition~~. They are then detailed one by one before other characteristics are discussed.		Individual characteristics are numerous, although some may be regrouped; only a few are generally considered for performance. As noted above, some are easy to define and assess, while others are less so, even though they are critical. The seven characteristics shown here are commonly used in organizations. They help focus attention when assessing someone for a job, especially when several assessors are involved. Social behavior at the center is the most obvious, visible, and present; however, harder to assess objectively. This characteristic has been at the center of GRI's research project phase 1, which aimed to improve and define performance when social behavior measures were used by leaders and managers. The seven characteristics are as follows, with brief definitions. They are then detailed one by one before other characteristics are discussed.

	{\| class="wikitable" style="margin: auto;"		{\| class="wikitable" style="margin: auto;"

Flc: /* Even More Characteristics */

2025-12-11T06:59:47Z

Even More Characteristics

← Older revision		Revision as of 06:59, 11 December 2025
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	=Even More Characteristics=		=Even More Characteristics=
	[[File:Patchwork_Even_More.png\|right\|220px]]		[[File:Patchwork_Even_More.png\|right\|220px]]
	There are many additional characteristics beyond those listed above. Some may be surprising, but all have been observed at GRI over the years, including even esoteric ones, within an organizational context. Some characteristics can easily be obtained by social media or a resumé; Others by interview. Some are ethically and legally questionable. All characteristics can be related to their measurement techniques, [[ Assessment_Techniques \| ~~which~~ are discussed ~~separately~~ in this article here]]. Any distinctive characteristic on which an appreciation or judgment is potentially based must be considered.		There are many additional characteristics beyond those listed above. Some may be surprising, but all have been observed at GRI over the years, including even esoteric ones, within an organizational context. Some characteristics can easily be obtained by social media or a resumé; Others by interview. Some are ethically and legally questionable. All characteristics can be related to their measurement techniques<ref>The assessment techniques[[ Assessment_Techniques \| are discussed in this article here]]</ref>. Any distinctive characteristic on which an appreciation or judgment is potentially based must be considered.

	~~Reality~~ is that everyone bases their judgment on characteristics that are not explicitly ~~verbalized~~, such as when feeling embarrassment, doubt, or, ~~on the contrary~~, confidence, and validation, without being able to ~~put a~~ label on the origin of those emotions. Professional recruiters, HR experts, and leaders are not exempt. Competence models and HRIS systems do not ~~keep~~ them in ~~a file~~. However, judgment ~~to recruit~~, ~~communicate~~, ~~manage~~, and ~~organize~~ is based on some of those characteristics, ~~like~~ everyone ~~does~~.		The reality is that everyone bases their judgment on characteristics that are not explicitly articulated, such as when feeling embarrassment, doubt, or, conversely, confidence and validation, without being able to label the origin of those emotions. Professional recruiters, HR experts, and leaders are not exempt. Competence models and HRIS systems do not store them in files. However, judgment in recruiting, communicating, managing, and organizing is based on some of those characteristics, as it is for everyone.

	Studies ~~dealing with~~ leadership highlight characteristics such as appearance or clothing<ref>Bass B. M. (1990). Bass and Stogdill’s Handbook of Leadership: theory, research, and managerial application. New York: Free Press. First published in 1974.</ref>. Gesture is emphasized in non-verbal communication<ref>Watzlavick P., Beavin H., Jackson, D. (1972). Une logique de la communication. Paris, Le Seuil.</ref>. Guittet regroups the characteristics of paralanguage into four categories<ref>Guittet, A. (1986). L’entretien. Paris, Armand Colin.</ref>:		Studies on leadership highlight characteristics such as appearance or clothing <ref>Bass B. M. (1990). </ref>. Bass and Stogdill’s Handbook of Leadership: theory, research, and managerial application. New York: Free Press. First published in 1974.</ref>. Gesture is emphasized in non-verbal communication<ref>Watzlavick P., Beavin H., Jackson, D. (1972). Une logique de la communication. Paris, Le Seuil.</ref>. Guittet regroups the characteristics of paralanguage into four categories<ref>Guittet, A. (1986). L’entretien. Paris, Armand Colin.</ref>:
	* Posture: tone, gestures, bodily contact (handshakes, affectionate gestures, etc.), hand movements, crossing of legs, way of standing at the table, walking or standing in public.		* Posture: tone, gestures, bodily contact (handshakes, affectionate gestures, etc.), hand movements, crossing of legs, way of standing at the table, walking or standing in public.
	* Body image: clothing choices that go along with fashion trends or not, giving a sign of belonging to a social group.		* Body image: clothing choices that go along with fashion trends or not, giving a sign of belonging to a social group.
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	* Territory: the space that exists between individuals<ref>Hall, E. T. (1954). The silent language. New York, Doubleday.</ref>. It also concerns movements, agile, fast, and heavy.		* Territory: the space that exists between individuals<ref>Hall, E. T. (1954). The silent language. New York, Doubleday.</ref>. It also concerns movements, agile, fast, and heavy.

	Whether we want it or not, other characteristics get into our evaluations and judgments. It’s most often a matter of being aware of them and being educated to minimize or eliminate ~~being biased by~~ them. The list continues:		Whether we want it or not, other characteristics get into our evaluations and judgments. It’s most often a matter of being aware of them and being educated to minimize or eliminate bias from them. The list continues:
	* Age, height, weight, gender, skin color, and cultural and social origin		* Age, height, weight, gender, skin color, and cultural and social origin
	* Family and business connections		* Family and business connections

Flc: /* Interests */

2025-12-11T06:51:32Z

Interests

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	Abilities are more specific to certain roles, such as high verbal ability, which is valuable for writing, while spatial ability is important for an engineer working in computer-aided design, or being 6-feet tall is valuable for performing in basketball and volleyball.		Abilities are more specific to certain roles, such as high verbal ability, which is valuable for writing, while spatial ability is important for an engineer working in computer-aided design, or being 6-feet tall is valuable for performing in basketball and volleyball.

	=Interests=		==Interests==
	[[File:Patchwork_Interests.png\|right\|160px]]		[[File:Patchwork_Interests.png\|right\|160px]]
	Interests in executing some tasks and performing a job are the expression of a preference that excites attention and curiosity. In sports, for example, we speak of an interest in playing football or lacrosse. A person may be interested in working in one company or another, on an activity, with certain people, a team, and a manager, or under certain conditions. What’s more, interests grow over time. What a person is interested in builds through contact with others in real situations within organizations, through internships and apprenticeships, or by occupying and executing a job.		Interests in executing some tasks and performing a job are the expression of a preference that excites attention and curiosity. In sports, for example, we speak of an interest in playing football or lacrosse. A person may be interested in working in one company or another, on an activity, with certain people, a team, and a manager, or under certain conditions. What’s more, interests grow over time. What a person is interested in builds through contact with others in real situations within organizations, through internships and apprenticeships, or by occupying and executing a job.

Flc at 06:51, 11 December 2025

2025-12-11T06:51:14Z

← Older revision		Revision as of 06:51, 11 December 2025
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	\|}		\|}

	=Social Behavior=		==Social Behavior==
	[[File:Patchwork_Behavior.png\|right\|160px]]		[[File:Patchwork_Behavior.png\|right\|160px]]
	Social behavior is how people interact and adapt from a behavioral, emotional, and cognitive standpoints. This component of personality tells about how people function, interact, communicate, make decisions, manage, lead, learn, and more.		Social behavior is how people interact and adapt from a behavioral, emotional, and cognitive standpoints. This component of personality tells about how people function, interact, communicate, make decisions, manage, lead, learn, and more.
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	Social behavior is omnipresent in our activities. We experience, live them, and have observed them since we were born. They are facing us constantly. When we discuss people, that’s what we talk about. We all have our own sense of how to assess social behavior with our own vocabulary, its nuances, and what we refer to as our private techniques.		Social behavior is omnipresent in our activities. We experience, live them, and have observed them since we were born. They are facing us constantly. When we discuss people, that’s what we talk about. We all have our own sense of how to assess social behavior with our own vocabulary, its nuances, and what we refer to as our private techniques.

	=Intelligence=		==Intelligence==
	[[File:Patchwork_Intelligence.png\|right\|160px]]		[[File:Patchwork_Intelligence.png\|right\|160px]]
	Intelligence is a multifaceted concept, encompassing various theoretical frameworks and assessment techniques. It is commonly understood as involving cognitive, verbal and memory capabilities. General Mental Ability (GMA) or intelligence is often measured through standardized tests.		Intelligence is a multifaceted concept, encompassing various theoretical frameworks and assessment techniques. It is commonly understood as involving cognitive, verbal and memory capabilities. General Mental Ability (GMA) or intelligence is often measured through standardized tests.
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	We can use our intellect to exert control over our social behavior, and we adapt thanks to it. But our ability to change our behavior in this way is limited. Although IQ is important in many jobs, and it is important to assess intelligence, how we behave and are motivated is distinct and uncorrelated to our IQ. Not only is this clear from research studies, but it is also demonstrated by the adaptive profiles. There is no single profile that is the smartest; anyone can be smart in their own way.		We can use our intellect to exert control over our social behavior, and we adapt thanks to it. But our ability to change our behavior in this way is limited. Although IQ is important in many jobs, and it is important to assess intelligence, how we behave and are motivated is distinct and uncorrelated to our IQ. Not only is this clear from research studies, but it is also demonstrated by the adaptive profiles. There is no single profile that is the smartest; anyone can be smart in their own way.

	=Values=		==Values==
	[[File:Patchwork_Values.png\|right\|160px]]		[[File:Patchwork_Values.png\|right\|160px]]
	Values are personal beliefs and principles that individuals consider important, shaping their attitudes, behaviors, and decisions across various areas of life, including work, society, religion, and politics. They act as an internal compass, establishing standards for what is viewed as appropriate and desirable.		Values are personal beliefs and principles that individuals consider important, shaping their attitudes, behaviors, and decisions across various areas of life, including work, society, religion, and politics. They act as an internal compass, establishing standards for what is viewed as appropriate and desirable.
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	The value concept is [[Values \| further developed in this article here.]]		The value concept is [[Values \| further developed in this article here.]]

	=Abilities=		==Abilities==
	[[File:Patchwork_Abilities.png\|right\|160px]]		[[File:Patchwork_Abilities.png\|right\|160px]]
	In psychology, the concept of abilities is closely related to that of intelligence. Abilities, as for instance in Thurstone's theory, include verbal comprehension and memory. Mental abilities and cognitive functions like attention and language can be measured by assessment techniques.		In psychology, the concept of abilities is closely related to that of intelligence. Abilities, as for instance in Thurstone's theory, include verbal comprehension and memory. Mental abilities and cognitive functions like attention and language can be measured by assessment techniques.
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	Interests can be of different natures, including social, financial, operational, and ethical. The way an organization balances and responds to these interests is critical for its success. Interest, engagement, and motivation work in concert for a person to perform in a job, overcome challenges, and deliver results efficiently. Interests—and lack of interest—is also informed by an adaptive profile from a behavioral standpoint, and the related emotions to perform in a job.		Interests can be of different natures, including social, financial, operational, and ethical. The way an organization balances and responds to these interests is critical for its success. Interest, engagement, and motivation work in concert for a person to perform in a job, overcome challenges, and deliver results efficiently. Interests—and lack of interest—is also informed by an adaptive profile from a behavioral standpoint, and the related emotions to perform in a job.

	=Skills=		==Skills==
	[[File:Patchwork_Skills.png\|right\|160px]]		[[File:Patchwork_Skills.png\|right\|160px]]
	Skills refer to the dexterity, speed, precision, and efficiency with which actions or cognition are performed. A skilled person is someone who can perform quickly and well. Skills can be manual and behavioral (overt behavior), or intellectual (covert behavior). We can evidence skills, for instance, in software coding, consulting, mechanical engineering, and accounting as well as in plumbing, welding, painting, or gardening. A skill is flexible and can be taught, practiced, and improved over time.		Skills refer to the dexterity, speed, precision, and efficiency with which actions or cognition are performed. A skilled person is someone who can perform quickly and well. Skills can be manual and behavioral (overt behavior), or intellectual (covert behavior). We can evidence skills, for instance, in software coding, consulting, mechanical engineering, and accounting as well as in plumbing, welding, painting, or gardening. A skill is flexible and can be taught, practiced, and improved over time.
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	A skill is measurable and can be demonstrated through qualifications, certifications, and performance assessments. The concept of skills is distinct from that of intelligence or abilities in that it implies that it is acquired through deliberate practice, education, and experience. It similarly applies to managerial and social skills that can be learned and acquired with appropriate context, tools, and learning process.		A skill is measurable and can be demonstrated through qualifications, certifications, and performance assessments. The concept of skills is distinct from that of intelligence or abilities in that it implies that it is acquired through deliberate practice, education, and experience. It similarly applies to managerial and social skills that can be learned and acquired with appropriate context, tools, and learning process.

	=Experience=		==Experience==
	[[File:Patchwork_Experience.png\|right\|160px]]		[[File:Patchwork_Experience.png\|right\|160px]]
	Unlike skills and behaviors learned in simulated or classroom settings, those gained through experience result from direct, concrete, and practical contact with facts or events. The reality, intensity, and diversity of those contacts give the skills and behaviors some nuances and meanings rooted in those situations. Being learned in the field, skills and behaviors derived from experience tend to be less general and more closely tied to specific contexts than those acquired more abstractly and deductively off the field.		Unlike skills and behaviors learned in simulated or classroom settings, those gained through experience result from direct, concrete, and practical contact with facts or events. The reality, intensity, and diversity of those contacts give the skills and behaviors some nuances and meanings rooted in those situations. Being learned in the field, skills and behaviors derived from experience tend to be less general and more closely tied to specific contexts than those acquired more abstractly and deductively off the field.

Flc: /* Even More Characteristics */

2025-11-27T07:01:57Z

Even More Characteristics

← Older revision		Revision as of 07:01, 27 November 2025
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	* How one shakes hands, has sweaty hands, opens or closes the door, sits, stands up, etc.		* How one shakes hands, has sweaty hands, opens or closes the door, sits, stands up, etc.

	The list of characteristics is not complete, but all of the above have been seen in organizations. Some characteristics are kept private or only partly acknowledged. Attitudes toward oneself and others, along with development strategies, are influenced by the nature and strength of these characteristics and how much people believe in them. A challenge with more advanced characteristics and their assessment is replacing some of the above in the list with new ~~ones~~ that are more practical, useful, and effective for improving performance.		The list of characteristics is not complete, but all of the above have been seen in organizations. Some characteristics are kept private or only partly acknowledged. Attitudes toward oneself and others, along with development strategies, are influenced by the nature and strength of these characteristics and how much people believe in them. One challenge with more advanced characteristics and their assessment is replacing some of the above items on the list with new techniques that are more practical, useful, and effective for improving performance.

	=Notes=		=Notes=

Flc: /* Even More Characteristics */

2025-11-27T06:57:48Z

Even More Characteristics

← Older revision		Revision as of 06:57, 27 November 2025
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	* How one shakes hands, has sweaty hands, opens or closes the door, sits, stands up, etc.		* How one shakes hands, has sweaty hands, opens or closes the door, sits, stands up, etc.

	The list of characteristics is not complete, but all of the above have been seen in organizations. ~~Most~~ characteristics are ~~usually~~ kept private or only partly acknowledged. Attitudes toward oneself and others, along with development strategies, are influenced by the nature and strength of these characteristics and how much people believe in them. A challenge with more advanced ~~assessments~~ is the ~~need to replace~~ the ~~listed characteristics~~ with ~~others~~ that are more practical, useful, and effective for improving performance.		The list of characteristics is not complete, but all of the above have been seen in organizations. Some characteristics are kept private or only partly acknowledged. Attitudes toward oneself and others, along with development strategies, are influenced by the nature and strength of these characteristics and how much people believe in them. A challenge with more advanced characteristics and their assessment is replacing some of the above in the list with new ones that are more practical, useful, and effective for improving performance.

	=Notes=		=Notes=

Flc: /* Even More Characteristics */

2025-11-27T06:51:02Z

Even More Characteristics

← Older revision		Revision as of 06:51, 27 November 2025
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	* How one shakes hands, has sweaty hands, opens or closes the door, sits, stands up, etc.		* How one shakes hands, has sweaty hands, opens or closes the door, sits, stands up, etc.

	The list of characteristics is not ~~exhaustive~~, but all the above have been ~~observed~~ in organizations. ~~The use of most~~ characteristics ~~typically remains~~ private or ~~half-~~acknowledged. Attitudes toward oneself and others, ~~as well as~~ development strategies, are influenced by the nature and ~~intensity~~ of these characteristics and how much people believe in them. ~~One~~ challenge with more advanced assessments~~, where GRI’s adaptive profiles stand,~~ is the need to ~~substitute those~~ characteristics with others that ~~can be objectively assessed, and~~ are more practical and effective for improving performance.		The list of characteristics is not complete, but all of the above have been seen in organizations. Most characteristics are usually kept private or only partly acknowledged. Attitudes toward oneself and others, along with development strategies, are influenced by the nature and strength of these characteristics and how much people believe in them. A challenge with more advanced assessments is the need to replace the listed characteristics with others that are more practical, useful, and effective for improving performance.

	=Notes=		=Notes=

Flc: /* Even More Characteristics */

2025-11-27T06:43:39Z

Even More Characteristics

← Older revision		Revision as of 06:43, 27 November 2025
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	* How one shakes hands, has sweaty hands, opens or closes the door, sits, stands up, etc.		* How one shakes hands, has sweaty hands, opens or closes the door, sits, stands up, etc.

	The list of characteristics is not exhaustive, but the above ~~highlights many~~ of ~~them that can be combined to describe and evaluate people. Most~~ characteristics ~~are not verbalized and remain~~ private~~, often only~~ half-acknowledged ~~or even unconscious~~. Attitudes toward oneself and others, as well as development strategies, are influenced by the nature~~, value,~~ and intensity of these characteristics, ~~how they can be measured~~, ~~and~~ the ~~effort required~~ to ~~develop them— all aspects~~ that ~~social behavior~~ can ~~reveal~~.		The list of characteristics is not exhaustive, but all the above have been observed in organizations. The use of most characteristics typically remains private or half-acknowledged. Attitudes toward oneself and others, as well as development strategies, are influenced by the nature and intensity of these characteristics and how much people believe in them. One challenge with more advanced assessments, where GRI’s adaptive profiles stand, is the need to substitute those characteristics with others that can be objectively assessed, and are more practical and effective for improving performance.

	=Notes=		=Notes=

Flc: /* Introduction */

2025-11-25T00:25:15Z

Introduction

← Older revision		Revision as of 00:25, 25 November 2025
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	=Introduction=		=Introduction=
	[[File:Characteristics.png\|right\|220px]]		[[File:Characteristics.png\|right\|220px]]
	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.		This article presents the individual characteristics that underpin our assessments, decision-making, relationship-building, and performance characterization. Characteristics are major factors in the differentiation of individuals. Many characteristics are naturally used in forming judgments, but only a few become significant when considering people’s roles and their management in organizations.

	The above aspects are discussed ~~here~~, as well as how the characteristics can be classified to ~~help increase~~ performance. Individual characteristics are not only about individuals but also ~~set the~~ expectations in the positions ~~that~~ people occupy, how decisions will be made, and how communication will ~~happen~~. Once a position is occupied, individual characteristics define a model for that position.		The above aspects are discussed, as well as how the characteristics can be classified to improve performance. Individual characteristics are not only about individuals but also shape expectations for the positions people occupy, how decisions will be made, and how communication will occur. Once a position is occupied, individual characteristics define a model for that position.

	=Characteristics' Assessment=		=Characteristics' Assessment=