Performance Models - Revision history

Flc: /* Social Performance */

2026-04-30T15:21:55Z

Social Performance

← Older revision		Revision as of 15:21, 30 April 2026
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	<blockquote>'''By aggregating adaptive profiles, we can analyse a group's social performance.'''</blockquote>		<blockquote>'''By aggregating adaptive profiles, we can analyse a group's social performance.'''</blockquote>

	An organization and team’s success relies not only on each individual's participation but also on their ability to focus their collective efforts. Leaders and managers, as in sports with coaches and captains, play a vital role in building group cohesion, increasing team member involvement, and maintaining high levels of engagement. But how do these performances on the field actually occur, and what results do they generate? The adaptive profiles can explain that<ref> See in this article [[~~Organizational_Performance_Measurement~~#Social_Performance_Indicators\| here on how social performance indicators are calculated based on the adaptive profiles]].</ref>.		An organization and team’s success relies not only on each individual's participation but also on their ability to focus their collective efforts. Leaders and managers, as in sports with coaches and captains, play a vital role in building group cohesion, increasing team member involvement, and maintaining high levels of engagement. But how do these performances on the field actually occur, and what results do they generate? The adaptive profiles can explain that<ref> See in this article [[Acute Intelligence Quotient (AIQ)#Social_Performance_Indicators\| here on how social performance indicators are calculated based on the adaptive profiles]].</ref>.

	In sports, the trust and cohesion built during training are crucial to success. The disengagement of one teammate can impact the rest of the team. During competition, coaches and captains give real-time calls and directions. Some team members may also assume leadership roles. The team’s success relies on social performance and support from leadership, the organization, and the broader community, including educators, families, sponsors, and advocates. In sports, this also includes supporters.		In sports, the trust and cohesion built during training are crucial to success. The disengagement of one teammate can impact the rest of the team. During competition, coaches and captains give real-time calls and directions. Some team members may also assume leadership roles. The team’s success relies on social performance and support from leadership, the organization, and the broader community, including educators, families, sponsors, and advocates. In sports, this also includes supporters.

Flc: /* Strategic Performance */

2026-04-30T15:21:22Z

Strategic Performance

← Older revision		Revision as of 15:21, 30 April 2026
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	As with other characteristics of experience and skills, some social behaviors are expected in positions. The adaptive profiles enable the modeling of expected behaviors in jobs. They enable comparisons of how those behaviors occur over time for individuals in those jobs.		As with other characteristics of experience and skills, some social behaviors are expected in positions. The adaptive profiles enable the modeling of expected behaviors in jobs. They enable comparisons of how those behaviors occur over time for individuals in those jobs.
	Does performance occur at the group level as intended, with appropriate fit among people and with enough diversity? The answer comes by comparing the adaptive profiles of individuals, positions, teams, and organizations. Once a company's management has defined the behaviors expected in positions and teams, aggregating profiles and calculating strategic indicators based on them formalizes the intent and helps manage performance gaps over time<ref> See in this article, [[~~Organizational_Performance_Measurement~~#Strategic_Performance_Indicators\| here on how strategic performance indicators are calculated based on the adaptive profiles]].</ref>.		Does performance occur at the group level as intended, with appropriate fit among people and with enough diversity? The answer comes by comparing the adaptive profiles of individuals, positions, teams, and organizations. Once a company's management has defined the behaviors expected in positions and teams, aggregating profiles and calculating strategic indicators based on them formalizes the intent and helps manage performance gaps over time<ref> See in this article, [[Acute Intelligence Quotient (AIQ)#Strategic_Performance_Indicators\| here on how strategic performance indicators are calculated based on the adaptive profiles]].</ref>.

	Discussing these behaviors at the team and organizational levels increases the likelihood of reaching consensus. If social behaviors must be expressed differently across jobs and teams at varying levels of intensity and frequency, recruitment and management must ensure this.		Discussing these behaviors at the team and organizational levels increases the likelihood of reaching consensus. If social behaviors must be expressed differently across jobs and teams at varying levels of intensity and frequency, recruitment and management must ensure this.

Flc: /* Introduction */

2026-03-25T05:03:22Z

Introduction

← Older revision		Revision as of 05:03, 25 March 2026
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	=Introduction=		=Introduction=
	This article ~~examines different~~ models of organizational performance studied over recent decades and the ~~growing~~ understanding of how individuals ~~operate~~ and perform in ~~groups, which is crucial for other types of performance~~.		This article explores various models of organizational performance studied over recent decades and the increasing understanding of how individuals function and perform in organizations.

	When ~~accurately measured and condensed into adaptive profiles applicable~~ across a ~~wide range~~ of topics related to a company’s strategy and daily operations, ~~these measures offer~~ a new ~~foundation~~ for ~~enhancing~~ organizational performance.		When assessed precisely, measures of individual performance are relevant across a variety of topics related to a company’s strategy and daily operations, including attracting, recruiting, and empowering the talent it needs. They provide a new basis for understanding and improving organizational performance.

	=Performance Models=		=Performance Models=

Flc: /* Strategic Performance */

2026-03-24T21:53:59Z

Strategic Performance

← Older revision		Revision as of 21:53, 24 March 2026
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	Discussing these behaviors at the team and organizational levels increases the likelihood of reaching consensus. If social behaviors must be expressed differently across jobs and teams at varying levels of intensity and frequency, recruitment and management must ensure this.		Discussing these behaviors at the team and organizational levels increases the likelihood of reaching consensus. If social behaviors must be expressed differently across jobs and teams at varying levels of intensity and frequency, recruitment and management must ensure this.

	In our sports example, different social behaviors are expected of team members during competition. When training and socializing, athletes are expected to exhibit other social behaviors. How does their profile match what’s expected of them during ~~transing~~ and while competing? Once aggregated, the adaptive profiles provide the answer.		In our sports example, different social behaviors are expected of team members during competition. When training and socializing, athletes are expected to exhibit other social behaviors. How does their profile match what’s expected of them during training and while competing? Once aggregated, the adaptive profiles provide the answer.

	[[File:Performance_Models_Full.png\|right\|400px]]		[[File:Performance_Models_Full.png\|right\|400px]]

Flc at 21:49, 24 March 2026

2026-03-24T21:49:28Z

Show changes

Flc: /* Individual Performance */

2026-01-14T07:00:15Z

Individual Performance

← Older revision		Revision as of 07:00, 14 January 2026
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	Adaptive profiles, like the one on the right, are constructed using a two-question adjective-format assessment. This method improves objectivity by applying statistical techniques and reducing key biases. The results are profiles that clearly and subtly show how people behave, feel, and think. They also provide insights about people's adaptation and engagement, the conditions to prevent underperformance, and the ways to maximize individual performance. At GRI, we have continued to study these profiles and expanded their use to enhance organizational performance<ref>The adaptive profiles are discussed [[Adaptive Profile\|with greater detail in other articles on this wiki]].</ref>.		Adaptive profiles, like the one on the right, are constructed using a two-question adjective-format assessment. This method improves objectivity by applying statistical techniques and reducing key biases. The results are profiles that clearly and subtly show how people behave, feel, and think. They also provide insights about people's adaptation and engagement, the conditions to prevent underperformance, and the ways to maximize individual performance. At GRI, we have continued to study these profiles and expanded their use to enhance organizational performance<ref>The adaptive profiles are discussed [[Adaptive Profile\|with greater detail in other articles on this wiki]].</ref>.

	Today, markets are familiar with techniques that measure traits and types. These techniques have been widely used in recruitment and coaching. Adaptive profiles, however, are more recent. They are based on factors ~~rather than traits and types~~. They differ in their characteristics from those of other techniques. They help rethink and improve individual assessments in ways that other approaches cannot; a major limitation of those techniques is how measures are represented, learned, and applied. Adaptive profiles provide greater precision and additional benefits across many applications in recruitment, management, leadership, and organizational development.<ref>See more [[Assessments_Potential_Uses \| here in this wiki about the various potential uses of assessment techniques.]]</ref>.		Today, markets are familiar with techniques that measure traits and types. These techniques have been widely used in recruitment and coaching. Adaptive profiles, however, are more recent. They are based on factors. They differ in their characteristics from those of other techniques. They help rethink and improve individual assessments in ways that other approaches cannot; a major limitation of those techniques is how measures are represented, learned, and applied. Adaptive profiles provide greater precision and additional benefits across many applications in recruitment, management, leadership, and organizational development.<ref>See more [[Assessments_Potential_Uses \| here in this wiki about the various potential uses of assessment techniques.]]</ref>.

	=Organizational Performance=		=Organizational Performance=

Flc: /* Individual Performance */

2026-01-07T22:50:57Z

Individual Performance

← Older revision		Revision as of 22:50, 7 January 2026
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	Adaptive profiles, like the one on the right, are constructed using a two-question adjective-format assessment. This method improves objectivity by applying statistical techniques and reducing key biases. The results are profiles that clearly and subtly show how people behave, feel, and think. They also provide insights about people's adaptation and engagement, the conditions to prevent underperformance, and the ways to maximize individual performance. At GRI, we have continued to study these profiles and expanded their use to enhance organizational performance<ref>The adaptive profiles are discussed [[Adaptive Profile\|with greater detail in other articles on this wiki]].</ref>.		Adaptive profiles, like the one on the right, are constructed using a two-question adjective-format assessment. This method improves objectivity by applying statistical techniques and reducing key biases. The results are profiles that clearly and subtly show how people behave, feel, and think. They also provide insights about people's adaptation and engagement, the conditions to prevent underperformance, and the ways to maximize individual performance. At GRI, we have continued to study these profiles and expanded their use to enhance organizational performance<ref>The adaptive profiles are discussed [[Adaptive Profile\|with greater detail in other articles on this wiki]].</ref>.

	Today, markets are familiar with techniques that measure traits and types. These techniques have been widely used in recruitment and coaching. Adaptive profiles, however, are more recent. They are based on factors rather than traits and types. They ~~display different~~ characteristics from those of other techniques. They help rethink and improve individual assessments in ways that other approaches cannot; a major limitation of those techniques is how measures are represented, learned, and applied. Adaptive profiles provide greater precision and additional benefits across many applications in recruitment, management, leadership, and organizational development<ref>See more [[Assessments_Potential_Uses \| here in this wiki about the various potential uses of assessment techniques.]]</ref>.		Today, markets are familiar with techniques that measure traits and types. These techniques have been widely used in recruitment and coaching. Adaptive profiles, however, are more recent. They are based on factors rather than traits and types. They differ in their characteristics from those of other techniques. They help rethink and improve individual assessments in ways that other approaches cannot; a major limitation of those techniques is how measures are represented, learned, and applied. Adaptive profiles provide greater precision and additional benefits across many applications in recruitment, management, leadership, and organizational development.<ref>See more [[Assessments_Potential_Uses \| here in this wiki about the various potential uses of assessment techniques.]]</ref>.

	=Organizational Performance=		=Organizational Performance=

Flc: /* Individual Performance */

2026-01-07T22:48:44Z

Individual Performance

← Older revision		Revision as of 22:48, 7 January 2026
Line 53:		Line 53:

	[[File:Profile Detailed.png\|right\|300px]]		[[File:Profile Detailed.png\|right\|300px]]
	Adaptive profiles, like the one on the right, are constructed using a two-question adjective-format assessment. This method improves objectivity by applying statistical techniques and reducing key biases. The results are profiles that clearly and subtly show how people behave, feel, and think ~~about it~~. They also provide insights about people's adaptation and engagement, the conditions to prevent underperformance, and the ways to maximize individual performance. At GRI, we have continued to study these profiles and expanded their use to enhance organizational performance<ref>The adaptive profiles are discussed [[Adaptive Profile\|with greater detail in other articles on this wiki]].</ref>.		Adaptive profiles, like the one on the right, are constructed using a two-question adjective-format assessment. This method improves objectivity by applying statistical techniques and reducing key biases. The results are profiles that clearly and subtly show how people behave, feel, and think. They also provide insights about people's adaptation and engagement, the conditions to prevent underperformance, and the ways to maximize individual performance. At GRI, we have continued to study these profiles and expanded their use to enhance organizational performance<ref>The adaptive profiles are discussed [[Adaptive Profile\|with greater detail in other articles on this wiki]].</ref>.

	Today, markets are familiar with techniques that measure traits and types. These techniques have been widely used in recruitment and coaching. Adaptive profiles, however, are more recent. They are based on factors rather than traits and types. They display different characteristics from those of other techniques. They help rethink and improve individual assessments in ways that other approaches cannot; a major limitation of those techniques is how measures are represented, learned, and applied. Adaptive profiles provide greater precision and additional benefits across many applications in recruitment, management, leadership, and organizational development<ref>See more [[Assessments_Potential_Uses \| here in this wiki about the various potential uses of assessment techniques.]]</ref>.		Today, markets are familiar with techniques that measure traits and types. These techniques have been widely used in recruitment and coaching. Adaptive profiles, however, are more recent. They are based on factors rather than traits and types. They display different characteristics from those of other techniques. They help rethink and improve individual assessments in ways that other approaches cannot; a major limitation of those techniques is how measures are represented, learned, and applied. Adaptive profiles provide greater precision and additional benefits across many applications in recruitment, management, leadership, and organizational development<ref>See more [[Assessments_Potential_Uses \| here in this wiki about the various potential uses of assessment techniques.]]</ref>.

Flc: /* Social Behavior Across Other Forms of Performance */

2026-01-04T06:44:09Z

Social Behavior Across Other Forms of Performance

← Older revision		Revision as of 06:44, 4 January 2026
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	As illustrated on the right, a more nuanced understanding of social behavior provides insights into other performance models, including how they are discussed, implemented, and complement one another. Whether a company deploys command-and-control, cybernetic, or holistic management control systems, its approach to performance analysis and management will be informed by the adaptive profiles. This is summarized in the table below.		As illustrated on the right, a more nuanced understanding of social behavior provides insights into other performance models, including how they are discussed, implemented, and complement one another. Whether a company deploys command-and-control, cybernetic, or holistic management control systems, its approach to performance analysis and management will be informed by the adaptive profiles. This is summarized in the table below.

	By comparing management intent with individuals’ adaptive profiles (measuring which social behaviors are present vs. absent), organizations can move beyond intuition and ensure their strategic focus—whether systemic, cybernetic, holistic, or values-based—is informed by a rigorous, data-driven understanding of their most central asset: their people~~<ref>See in this article, [[Organizational_Performance_Measurement\| here, how strategic and social indicators are calculated based on the adaptive profiles]].</ref>~~.		By comparing management intent with individuals’ adaptive profiles (measuring which social behaviors are present vs. absent), organizations can move beyond intuition and ensure their strategic focus—whether systemic, cybernetic, holistic, or values-based—is informed by a rigorous, data-driven understanding of their most central asset: their people.

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

Flc: /* Individual Performance */

2026-01-04T06:42:37Z

Individual Performance

← Older revision		Revision as of 06:42, 4 January 2026
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	As the conceptualization of organizational performance and management control systems has dramatically progressed over the past decades, so has the understanding of people and their management. Although it takes more time than in technology, research in the social sciences has had the opportunity to build, break, challenge, and test the limits of many models and techniques. Adaptive profiles emerged from research in the 1950s in the USA and gradually began to penetrate organizations of all sizes worldwide.		As the conceptualization of organizational performance and management control systems has dramatically progressed over the past decades, so has the understanding of people and their management. Although it takes more time than in technology, research in the social sciences has had the opportunity to build, break, challenge, and test the limits of many models and techniques. Adaptive profiles emerged from research in the 1950s in the USA and gradually began to penetrate organizations of all sizes worldwide.

	<blockquote>'''Adaptive profiles measure how people perform in context, their social behavior, adaptation efforts, and engagement~~<ref>See more information [[Operationalizing_Performance\|here on how adaptive profiles are used to operationalize performance at an individual level.]]</ref>~~.'''</blockquote>		<blockquote>'''Adaptive profiles measure how people perform in context, their social behavior, adaptation efforts, and engagement.'''</blockquote>

	Just like with sports teams, people assume different roles in organizations and perform in various ways, influenced not only by their individual characteristics but also by how they interact and collaborate. How does individual performance on the field actually occur, and what results does it generate? The adaptive profiles provide some clues. Only when taken at a team level will it provide practical answers (see below).		Just like with sports teams, people assume different roles in organizations and perform in various ways, influenced not only by their individual characteristics but also by how they interact and collaborate. How does individual performance on the field actually occur, and what results does it generate? The adaptive profiles provide some clues. Only when taken at a team level will it provide practical answers (see below)<ref>See more information [[Operationalizing_Performance\|here on how adaptive profiles are used to operationalize performance at an individual level.]]</ref>.

	For instance, in rowing, in boats of eight, each rower assumes a different role, depending on their strengths and experience. The coxswain stirs the boat, motivates the rowers, and executes the race plan. The stroke seat (Seat 8) next to the coxswain sets the rhythm for the entire boat. Seat 7 perfectly mimics the stroke’s rhythm to pass it back to the other rowers. Seats 6 to 3 located in the middle of the boat provide pure power and speed. The bow pair (Seats 2 & 1) is responsible for balancing (or "setting") the boat. The eight rowers must row in sync under the direction of their coxswain, the boat’s captain<ref>I more often refer to rowing since this is the sport I have been exposed to most often, and also because rowing is an example of sports that requires exceptional cohesion during the race and after. All other team sports follow the same principles discussed and could be used as examples.</ref>. How the nine crew members perform individually from a social behavior standpoint, adapt, and engage is informed by their adaptive profiles.		For instance, in rowing, in boats of eight, each rower assumes a different role, depending on their strengths and experience. The coxswain stirs the boat, motivates the rowers, and executes the race plan. The stroke seat (Seat 8) next to the coxswain sets the rhythm for the entire boat. Seat 7 perfectly mimics the stroke’s rhythm to pass it back to the other rowers. Seats 6 to 3 located in the middle of the boat provide pure power and speed. The bow pair (Seats 2 & 1) is responsible for balancing (or "setting") the boat. The eight rowers must row in sync under the direction of their coxswain, the boat’s captain<ref>I more often refer to rowing since this is the sport I have been exposed to most often, and also because rowing is an example of sports that requires exceptional cohesion during the race and after. All other team sports follow the same principles discussed and could be used as examples.</ref>. How the nine crew members perform individually from a social behavior standpoint, adapt, and engage is informed by their adaptive profiles.

← Older revision		Revision as of 22:48, 7 January 2026
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	[[File:Profile Detailed.png\|right\|300px]]		[[File:Profile Detailed.png\|right\|300px]]
	Adaptive profiles, like the one on the right, are constructed using a two-question adjective-format assessment. This method improves objectivity by applying statistical techniques and reducing key biases. The results are profiles that clearly and subtly show how people behave, feel, and think ~~about it~~. They also provide insights about people's adaptation and engagement, the conditions to prevent underperformance, and the ways to maximize individual performance. At GRI, we have continued to study these profiles and expanded their use to enhance organizational performance<ref>The adaptive profiles are discussed [[Adaptive Profile\|with greater detail in other articles on this wiki]].</ref>.		Adaptive profiles, like the one on the right, are constructed using a two-question adjective-format assessment. This method improves objectivity by applying statistical techniques and reducing key biases. The results are profiles that clearly and subtly show how people behave, feel, and think. They also provide insights about people's adaptation and engagement, the conditions to prevent underperformance, and the ways to maximize individual performance. At GRI, we have continued to study these profiles and expanded their use to enhance organizational performance<ref>The adaptive profiles are discussed [[Adaptive Profile\|with greater detail in other articles on this wiki]].</ref>.

	Today, markets are familiar with techniques that measure traits and types. These techniques have been widely used in recruitment and coaching. Adaptive profiles, however, are more recent. They are based on factors rather than traits and types. They display different characteristics from those of other techniques. They help rethink and improve individual assessments in ways that other approaches cannot; a major limitation of those techniques is how measures are represented, learned, and applied. Adaptive profiles provide greater precision and additional benefits across many applications in recruitment, management, leadership, and organizational development<ref>See more [[Assessments_Potential_Uses \| here in this wiki about the various potential uses of assessment techniques.]]</ref>.		Today, markets are familiar with techniques that measure traits and types. These techniques have been widely used in recruitment and coaching. Adaptive profiles, however, are more recent. They are based on factors rather than traits and types. They display different characteristics from those of other techniques. They help rethink and improve individual assessments in ways that other approaches cannot; a major limitation of those techniques is how measures are represented, learned, and applied. Adaptive profiles provide greater precision and additional benefits across many applications in recruitment, management, leadership, and organizational development<ref>See more [[Assessments_Potential_Uses \| here in this wiki about the various potential uses of assessment techniques.]]</ref>.