Research Methodology - Revision history

Flc: /* Researcher Perspective */

2025-12-08T18:28:17Z

Researcher Perspective

← Older revision		Revision as of 18:28, 8 December 2025
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	All social science research projects include a subjective dimension from their authors, which needs to be acknowledged. Many, directly and indirectly, have participated in this project over the years, contributing through their observations and work in growing, implementing, and testing GRI’s framework. The project has been possible thanks to them, thus preferring to refer to myself as GRI’s lead researcher.		All social science research projects include a subjective dimension from their authors, which needs to be acknowledged. Many, directly and indirectly, have participated in this project over the years, contributing through their observations and work in growing, implementing, and testing GRI’s framework. The project has been possible thanks to them, thus preferring to refer to myself as GRI’s lead researcher.

	[[File:World Tour.jpg\|right\|250px]]		<!-- [[File:World Tour.jpg\|right\|250px]] -->
	I started this project during my PhD, while also serving as CEO of a technology startup. After a master's in mechanical engineering, I spent three years as an industrial engineer in France and Japan, a role later known as a technical evangelist in Silicon Valley. A six-month world tour with my wife deepened my interest in human differences, later leading me to envision GRI’s project as cross-cultural.		I started this project during my PhD, while also serving as CEO of a technology startup. After a master's in mechanical engineering, I spent three years as an industrial engineer in France and Japan, a role later known as a technical evangelist in Silicon Valley. A six-month world tour with my wife deepened my interest in human differences, later leading me to envision GRI’s project as cross-cultural.

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	One day, a colleague using personality assessments with great satisfaction convinced me to get trained in the system. I used personality assessments as a CEO for two years before selling my business and starting a consultancy. This experience led me to spend significant time in the field, interacting with executives, HR managers, consultants, and various companies, from global corporations to startups. This diverse field was a stimulating source of observation, critical for building and refining the framework during my thesis (Phase 1).		One day, a colleague using personality assessments with great satisfaction convinced me to get trained in the system. I used personality assessments as a CEO for two years before selling my business and starting a consultancy. This experience led me to spend significant time in the field, interacting with executives, HR managers, consultants, and various companies, from global corporations to startups. This diverse field was a stimulating source of observation, critical for building and refining the framework during my thesis (Phase 1).

	[[File:Thesis 3.jpg\|right\|250px]]		<!-- [[File:Thesis 3.jpg\|right\|250px]] -->
	Given my background as a founder and CEO, I never felt obligated to follow the trend that assessment techniques are solely for research, HR practitioners, clinicians, and coaches. The unpredictability of human problems and the unusual use of assessments by executives, as I did, led to the focus on leaders in Phase 1 of my PhD thesis, defended in 2006.		Given my background as a founder and CEO, I never felt obligated to follow the trend that assessment techniques are solely for research, HR practitioners, clinicians, and coaches. The unpredictability of human problems and the unusual use of assessments by executives, as I did, led to the focus on leaders in Phase 1 of my PhD thesis, defended in 2006.

Flc: /* Introduction */

2025-11-24T20:19:07Z

Introduction

← Older revision		Revision as of 20:19, 24 November 2025
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	=Introduction=		=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 are described throughout the document. It resulted in the development of individual and organizational performance metrics that guided the analyses, the construction of the overall framework, and its implementation in organizations. These aspects of performance, which are part of the methodology, are also presented.		The constructivist approach used in this project emphasizes the importance of defining the epistemological position and a 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 are described throughout the document. It resulted in the development of individual and organizational performance metrics that guided the analyses, the construction of the overall framework, and its implementation in organizations. These aspects of performance, which are part of the methodology, are also presented.

	=Epistemological Position=		=Epistemological Position=

Flc: /* Expanding the Framework and Evolving Research Question */

2025-11-24T20:09:50Z

Expanding the Framework and Evolving Research Question

← Older revision		Revision as of 20:09, 24 November 2025
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	During phases 2 and 3, the exploration field continued to grow, including in the San Francisco Bay Area and new countries. The variety of uses, concepts, user types, and publishers of assessment techniques increased. The use of typology-based techniques by coaches and psychologists also grew. More leaders relied on assessment reports and summaries from practitioners or directly from publishers. While leaders’ use remained central to the project, incorporating other applications in coaching, clinical treatment, and entertainment helped highlight the differences among techniques and how their use and users affect performance. With an expanding body of literature on the theoretical foundations and broader access to exploration, the scope of the framework first initiated in phase 1, continued to expand. The main question for the overall framework evolved into:		During phases 2 and 3, the exploration field continued to grow, including in the San Francisco Bay Area and new countries. The variety of uses, concepts, user types, and publishers of assessment techniques increased. The use of typology-based techniques by coaches and psychologists also grew. More leaders relied on assessment reports and summaries from practitioners or directly from publishers. While leaders’ use remained central to the project, incorporating other applications in coaching, clinical treatment, and entertainment helped highlight the differences among techniques and how their use and users affect performance. With an expanding body of literature on the theoretical foundations and broader access to exploration, the scope of the framework first initiated in phase 1, continued to expand. The main question for the overall framework evolved into:

	<center>''''How does the use of assessment techniques ~~by their users~~ impact an organization’s performance?''''</center>		<center>''''How does the use of assessment techniques impact an organization’s performance?''''</center>

	The new question broadens the initial focus on personality assessment and leaders, but still centers on organizational performance. The semiotic aspects, although important to the project, were set aside in the specific question from the start. They had been discussed in several rounds between the formulation of the question and the development of the framework. However, it seemed beneficial to continue emphasizing these aspects through a hypothesis, to avoid making the specific question more complicated or too abstract and difficult to grasp. The approach remains guided by a concern for methodological accuracy, mutual enrichment between empirical and practical elements, and adding value to leadership and organizational development sciences.		The new question broadens the initial focus on personality assessment and leaders, but still centers on organizational performance. The semiotic aspects, although important to the project, were set aside in the specific question from the start. They had been discussed in several rounds between the formulation of the question and the development of the framework. However, it seemed beneficial to continue emphasizing these aspects through a hypothesis, to avoid making the specific question more complicated or too abstract and difficult to grasp. The approach remains guided by a concern for methodological accuracy, mutual enrichment between empirical and practical elements, and adding value to leadership and organizational development sciences.

Flc: /* Expanding the Framework and Evolving Research Question */

2025-10-21T21:01:45Z

Expanding the Framework and Evolving Research Question

← Older revision		Revision as of 21:01, 21 October 2025
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	During phases 2 and 3, the exploration field continued to grow, including in the San Francisco Bay Area and new countries. The variety of uses, concepts, user types, and publishers of assessment techniques increased. The use of typology-based techniques by coaches and psychologists also grew. More leaders relied on assessment reports and summaries from practitioners or directly from publishers. While leaders’ use remained central to the project, incorporating other applications in coaching, clinical treatment, and entertainment helped highlight the differences among techniques and how their use and users affect performance. With an expanding body of literature on the theoretical foundations and broader access to exploration, the scope of the framework first initiated in phase 1, continued to expand. The main question for the overall framework evolved into:		During phases 2 and 3, the exploration field continued to grow, including in the San Francisco Bay Area and new countries. The variety of uses, concepts, user types, and publishers of assessment techniques increased. The use of typology-based techniques by coaches and psychologists also grew. More leaders relied on assessment reports and summaries from practitioners or directly from publishers. While leaders’ use remained central to the project, incorporating other applications in coaching, clinical treatment, and entertainment helped highlight the differences among techniques and how their use and users affect performance. With an expanding body of literature on the theoretical foundations and broader access to exploration, the scope of the framework first initiated in phase 1, continued to expand. The main question for the overall framework evolved into:

	<center>''''How does the use of assessment techniques impact an organization’s performance?''''</center>		<center>''''How does the use of assessment techniques by their users impact an organization’s performance?''''</center>

	The new question broadens the initial focus on personality assessment and leaders but still centers on performance. The approach remains guided by a concern for methodological accuracy, mutual enrichment between empirical and practical elements, and adding value to leadership and organizational development sciences. The semiotic aspects, although important to the project, were set aside in the specific question from the start. They had been discussed in several rounds between the formulation of the question and the development of the framework. However, it seemed beneficial to continue emphasizing these aspects through a hypothesis, to avoid making the specific question more complicated or too abstract and difficult to grasp.		The new question broadens the initial focus on personality assessment and leaders, but still centers on organizational performance. The semiotic aspects, although important to the project, were set aside in the specific question from the start. They had been discussed in several rounds between the formulation of the question and the development of the framework. However, it seemed beneficial to continue emphasizing these aspects through a hypothesis, to avoid making the specific question more complicated or too abstract and difficult to grasp. The approach remains guided by a concern for methodological accuracy, mutual enrichment between empirical and practical elements, and adding value to leadership and organizational development sciences.

	=Performance=		=Performance=

Flc: /* Performance */

2025-10-21T20:51:24Z

Performance

← Older revision		Revision as of 20:51, 21 October 2025
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	The specific question was intentionally connected from the beginning to an idea of performance, without defining it too precisely, but through a relatively vague concept of an economic and social nature, based on a broad idea of productivity, efficiency, engagement, and being in flow. The notion of performance, even if vague at the start of phase 1, seemed crucial in guiding the project and giving it a nomothetic character, aimed at creating rules and a model leading to an understanding of performance. The concept of performance was gradually clarified throughout phase 1<ref>[[Performance_Models \| See here a study of performance models, and how it led to the conceptualisation of performance used in the project.]]</ref>.		The specific question was intentionally connected from the beginning to an idea of performance, without defining it too precisely, but through a relatively vague concept of an economic and social nature, based on a broad idea of productivity, efficiency, engagement, and being in flow. The notion of performance, even if vague at the start of phase 1, seemed crucial in guiding the project and giving it a nomothetic character, aimed at creating rules and a model leading to an understanding of performance. The concept of performance was gradually clarified throughout phase 1<ref>[[Performance_Models \| See here a study of performance models, and how it led to the conceptualisation of performance used in the project.]]</ref>.

	Performance and non-performance of individuals and social groups are subjective concepts, tied to their values, including social behavior values. The adaptive profiles clarify this point. The performance measures devised at GRI in phase 3 represent individual social behaviors—how people act, think, and feel about their actions—and highlight the eventual mismatch and need for behavioral adaptation as the environment, including leaders, expects individuals to behave. The measures invite leaders to more clearly and realistically envision their expectations in jobs, teams, and organizations using comparable terms to those measured at the individual level.		Performance and non-performance of individuals and social groups are subjective concepts, tied to their values, including social behavior values. The adaptive profiles clarify this point. The performance measures devised at GRI in phase 3 represent individual social behaviors—how people act, think, and feel about their actions—and highlight the eventual mismatch and need for behavioral adaptation as the environment, including leaders, expects individuals to behave in certain ways. The measures invite leaders to more clearly and realistically envision their expectations in jobs, teams, and organizations using comparable terms to those measured at the individual level.

	[[File:Profile Detailed.png\|right\|350px]]		[[File:Profile Detailed.png\|right\|350px]]

Flc: /* Framework Building and Testing */

2025-10-21T20:47:18Z

Framework Building and Testing

← Older revision		Revision as of 20:47, 21 October 2025
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	From there, a procedure for testing the hypotheses through interviews with managers, as well as tools for analyzing groups of people and measuring performance, were developed. Two companies were selected to test the model built, as well as three managers for each of the companies on three hierarchical levels, starting from the general manager. The leaders were all trained in the personality assessment and involved at different levels in various uses of the assessment. The two companies were from different sectors. One was a subsidiary of an international pharmaceutical company, the other was a start-up specializing in customer loyalty products for banks.		From there, a procedure for testing the hypotheses through interviews with managers, as well as tools for analyzing groups of people and measuring performance, were developed. Two companies were selected to test the model built, as well as three managers for each of the companies on three hierarchical levels, starting from the general manager. The leaders were all trained in the personality assessment and involved at different levels in various uses of the assessment. The two companies were from different sectors. One was a subsidiary of an international pharmaceutical company, the other was a start-up specializing in customer loyalty products for banks.

	The process ~~adopted~~ to ~~form~~ the use categories ~~and~~ the refinements and comparisons ~~carried out~~ on the two test companies ~~made it possible to have~~ a solid, ~~relatively~~ general ~~model,~~ based on well-identified variables and indicators. The model could then be ~~reproduced by~~ the semi-structured interview ~~technique using~~ an interview guide. The conclusions ~~that could be~~ drawn from the model were ~~thus~~ open to ~~criticism~~ and ~~refutable~~.		The process used to create the use categories, along with the refinements and comparisons made on the two test companies, allowed for a solid, general framework based on well-identified variables and indicators. The model could then be replicated using the semi-structured interview method and an interview guide. The conclusions drawn from the model were open to critique and refutation.

	When GRI started in 2012, we continued working with this model, refining it, and using it in other cases with other data collected, in a similar way, to test the hypotheses on the use of personality assessment in organizations. We’ve used this model with the GRI and other techniques to contrast their use and their impact on performance.		When GRI started in 2012, we continued working with this model, refining it, and using it in other cases with other data collected, in a similar way, to test the hypotheses on the use of personality assessment in organizations. We’ve used this model with the GRI and other techniques to contrast their use and their impact on performance.

Flc: /* Framework Building and Testing */

2025-10-14T20:03:51Z

Framework Building and Testing

← Older revision		Revision as of 20:03, 14 October 2025
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	The process adopted to form the use categories and the refinements and comparisons carried out on the two test companies made it possible to have a solid, relatively general model, based on well-identified variables and indicators. The model could then be reproduced by the semi-structured interview technique using an interview guide. The conclusions that could be drawn from the model were thus open to criticism and refutable.		The process adopted to form the use categories and the refinements and comparisons carried out on the two test companies made it possible to have a solid, relatively general model, based on well-identified variables and indicators. The model could then be reproduced by the semi-structured interview technique using an interview guide. The conclusions that could be drawn from the model were thus open to criticism and refutable.

	When GRI started in 2012, we continued working with this model, refining it, and using it in other cases with other data collected, in a similar way, to ~~validate or not~~ the hypotheses on the use of personality assessment in organizations. We’ve used this model with the GRI and other techniques to contrast their use and their impact on performance.		When GRI started in 2012, we continued working with this model, refining it, and using it in other cases with other data collected, in a similar way, to test the hypotheses on the use of personality assessment in organizations. We’ve used this model with the GRI and other techniques to contrast their use and their impact on performance.

	=Procedure and Operating Steps=		=Procedure and Operating Steps=

Flc: /* Researcher Perspective */

2025-10-14T19:59:45Z

Researcher Perspective

← Older revision		Revision as of 19:59, 14 October 2025
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	=Researcher Perspective=		=Researcher Perspective=
	All social science research projects include a subjective dimension from their authors, which needs to be acknowledged. Many, directly and indirectly, have participated in this project over the years, contributing through their work in growing, implementing, and testing GRI’s framework. ~~This work would not have~~ been possible ~~without~~ them, thus preferring to refer to myself as GRI’s lead researcher.		All social science research projects include a subjective dimension from their authors, which needs to be acknowledged. Many, directly and indirectly, have participated in this project over the years, contributing through their observations and work in growing, implementing, and testing GRI’s framework. The project has been possible thanks to them, thus preferring to refer to myself as GRI’s lead researcher.

	[[File:World Tour.jpg\|right\|250px]]		[[File:World Tour.jpg\|right\|250px]]

Flc: /* Researcher Perspective */

2025-10-14T19:29:52Z

Researcher Perspective

← Older revision		Revision as of 19:29, 14 October 2025
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	All social science research projects include a subjective dimension from their authors, which needs to be acknowledged. Many, directly and indirectly, have participated in this project over the years, contributing through their work in growing, implementing, and testing GRI’s framework. This work would not have been possible without them, thus preferring to refer to myself as GRI’s lead researcher.		All social science research projects include a subjective dimension from their authors, which needs to be acknowledged. Many, directly and indirectly, have participated in this project over the years, contributing through their work in growing, implementing, and testing GRI’s framework. This work would not have been possible without them, thus preferring to refer to myself as GRI’s lead researcher.

	~~===Exploring the World===~~
	[[File:World Tour.jpg\|right\|250px]]		[[File:World Tour.jpg\|right\|250px]]
	I started this project during my PhD, while also serving as CEO of a technology startup. After a master's in mechanical engineering, I spent three years as an industrial engineer in France and Japan, a role later known as a technical evangelist in Silicon Valley. A six-month world tour with my wife deepened my interest in human differences, later leading me to envision GRI’s project as cross-cultural.		I started this project during my PhD, while also serving as CEO of a technology startup. After a master's in mechanical engineering, I spent three years as an industrial engineer in France and Japan, a role later known as a technical evangelist in Silicon Valley. A six-month world tour with my wife deepened my interest in human differences, later leading me to envision GRI’s project as cross-cultural.
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	My company grew rapidly through two VC rounds over ten years before I sold it. My first leadership experiences revealed that leadership issues are the most important and complex for organizational development, becoming preponderant after technical, financial, and marketing aspects are addressed. I faced challenges like recruiting effective salespeople, merging teams during acquisitions, and other human situations common to high-growth startups and leaders interested in organizational human aspects. My time spent on these aspects aligns with Mintzberg's estimate of 85%.<ref>Mintzberg H. (1975). Occupation: manager. Myths and realities. Harvard Business Review.</ref>.		My company grew rapidly through two VC rounds over ten years before I sold it. My first leadership experiences revealed that leadership issues are the most important and complex for organizational development, becoming preponderant after technical, financial, and marketing aspects are addressed. I faced challenges like recruiting effective salespeople, merging teams during acquisitions, and other human situations common to high-growth startups and leaders interested in organizational human aspects. My time spent on these aspects aligns with Mintzberg's estimate of 85%.<ref>Mintzberg H. (1975). Occupation: manager. Myths and realities. Harvard Business Review.</ref>.

	~~===A Leader's Social Experience===~~
	I was proud of excellent recruitments, but also frustrated by the unplanned departure of great employees or unsuccessful development efforts due to people's unwillingness to participate. The least relevant advice I received, even from the board, was on the human side of the organization. Social aspects were complex, unlike marketing or production. Graphology and intuition were used for candidate assessment. Consulting, which later became coaching, was ineffective for recruitment, only partially fixing issues post-facto at high cost.		I was proud of excellent recruitments, but also frustrated by the unplanned departure of great employees or unsuccessful development efforts due to people's unwillingness to participate. The least relevant advice I received, even from the board, was on the human side of the organization. Social aspects were complex, unlike marketing or production. Graphology and intuition were used for candidate assessment. Consulting, which later became coaching, was ineffective for recruitment, only partially fixing issues post-facto at high cost.

	===~~Experiencing Statistics-based Techniques~~===		===Exploring Management Science in Academia===
	One day, a colleague using personality assessments with great satisfaction convinced me to get trained in the system. I used personality assessments as a CEO for two years before selling my business and starting a consultancy. This experience led me to spend significant time in the field, interacting with executives, HR managers, consultants, and various companies, from global corporations to startups. This diverse field was a stimulating source of observation, critical for building and refining the framework during my thesis (Phase 1).		One day, a colleague using personality assessments with great satisfaction convinced me to get trained in the system. I used personality assessments as a CEO for two years before selling my business and starting a consultancy. This experience led me to spend significant time in the field, interacting with executives, HR managers, consultants, and various companies, from global corporations to startups. This diverse field was a stimulating source of observation, critical for building and refining the framework during my thesis (Phase 1).

	~~===Exploring Management Science in Academia===~~
	[[File:Thesis 3.jpg\|right\|250px]]		[[File:Thesis 3.jpg\|right\|250px]]
	Given my background as a founder and CEO, I never felt obligated to follow the trend that assessment techniques are solely for research, HR practitioners, clinicians, and coaches. The unpredictability of human problems and the unusual use of assessments by executives, as I did, led to the focus on leaders in Phase 1 of my PhD thesis, defended in 2006.		Given my background as a founder and CEO, I never felt obligated to follow the trend that assessment techniques are solely for research, HR practitioners, clinicians, and coaches. The unpredictability of human problems and the unusual use of assessments by executives, as I did, led to the focus on leaders in Phase 1 of my PhD thesis, defended in 2006.
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	Work continued after 2006 with new assessment techniques, research findings, increased internet use, and accelerated coaching. I moved to Silicon Valley in 2005 for a family project, finding Palo Alto a better place for my daughters' education, and Silicon Valley a buoyant environment. The project's observation field shifted from Paris to Palo Alto, influenced by the Bay Area’s business culture. The framework was used with more client organizations. Events at Stanford, SV Forum, Vistage, Y Combinator, and startups boosted by the Internet provided new insights, strengthening the framework from 2006 to 2011 (Phase 2).		Work continued after 2006 with new assessment techniques, research findings, increased internet use, and accelerated coaching. I moved to Silicon Valley in 2005 for a family project, finding Palo Alto a better place for my daughters' education, and Silicon Valley a buoyant environment. The project's observation field shifted from Paris to Palo Alto, influenced by the Bay Area’s business culture. The framework was used with more client organizations. Events at Stanford, SV Forum, Vistage, Y Combinator, and startups boosted by the Internet provided new insights, strengthening the framework from 2006 to 2011 (Phase 2).

	~~===Creation of the GRI (Growth Resources Institute)===~~
	The creation of GRI in 2012 provided new tools for measuring individual and group performance, advancing, refining, testing, and building the project to its current state (Phase 3). During this period, the framework was amended, reflecting new uses in the Bay Area and other countries where GRI had a footprint. The learning aspects of the symbolic language from adaptive profiles gained importance. During the pandemic, new technologies, driven by larger clients, improved online and self-paced learning, significantly impacting the GRI framework's global deployment and testing capabilities. The recent advent of AI in assessment techniques urged me to formalize and communicate about GRI’s general framework.		The creation of GRI in 2012 provided new tools for measuring individual and group performance, advancing, refining, testing, and building the project to its current state (Phase 3). During this period, the framework was amended, reflecting new uses in the Bay Area and other countries where GRI had a footprint. The learning aspects of the symbolic language from adaptive profiles gained importance. During the pandemic, new technologies, driven by larger clients, improved online and self-paced learning, significantly impacting the GRI framework's global deployment and testing capabilities. The recent advent of AI in assessment techniques urged me to formalize and communicate about GRI’s general framework.

Flc: /* Researcher Perspective */

2025-10-14T19:27:01Z

Researcher Perspective

← Older revision		Revision as of 19:27, 14 October 2025
Line 22:		Line 22:
	All social science research projects include a subjective dimension from their authors, which needs to be acknowledged. Many, directly and indirectly, have participated in this project over the years, contributing through their work in growing, implementing, and testing GRI’s framework. This work would not have been possible without them, thus preferring to refer to myself as GRI’s lead researcher.		All social science research projects include a subjective dimension from their authors, which needs to be acknowledged. Many, directly and indirectly, have participated in this project over the years, contributing through their work in growing, implementing, and testing GRI’s framework. This work would not have been possible without them, thus preferring to refer to myself as GRI’s lead researcher.

	====Exploring the World====		===Exploring the World===
	[[File:World Tour.jpg\|right\|250px]]		[[File:World Tour.jpg\|right\|250px]]
	I started this project during my PhD, while also serving as CEO of a technology startup. After a master's in mechanical engineering, I spent three years as an industrial engineer in France and Japan, a role later known as a technical evangelist in Silicon Valley. A six-month world tour with my wife deepened my interest in human differences, later leading me to envision GRI’s project as cross-cultural.		I started this project during my PhD, while also serving as CEO of a technology startup. After a master's in mechanical engineering, I spent three years as an industrial engineer in France and Japan, a role later known as a technical evangelist in Silicon Valley. A six-month world tour with my wife deepened my interest in human differences, later leading me to envision GRI’s project as cross-cultural.

	====What it takes to Lead A Company====		===What it takes to Lead A Company===
	My company grew rapidly through two VC rounds over ten years before I sold it. My first leadership experiences revealed that leadership issues are the most important and complex for organizational development, becoming preponderant after technical, financial, and marketing aspects are addressed. I faced challenges like recruiting effective salespeople, merging teams during acquisitions, and other human situations common to high-growth startups and leaders interested in organizational human aspects. My time spent on these aspects aligns with Mintzberg's estimate of 85%.<ref>Mintzberg H. (1975). Occupation: manager. Myths and realities. Harvard Business Review.</ref>.		My company grew rapidly through two VC rounds over ten years before I sold it. My first leadership experiences revealed that leadership issues are the most important and complex for organizational development, becoming preponderant after technical, financial, and marketing aspects are addressed. I faced challenges like recruiting effective salespeople, merging teams during acquisitions, and other human situations common to high-growth startups and leaders interested in organizational human aspects. My time spent on these aspects aligns with Mintzberg's estimate of 85%.<ref>Mintzberg H. (1975). Occupation: manager. Myths and realities. Harvard Business Review.</ref>.

	====A Leader's Social Experience====		===A Leader's Social Experience===
	I was proud of excellent recruitments, but also frustrated by the unplanned departure of great employees or unsuccessful development efforts due to people's unwillingness to participate. The least relevant advice I received, even from the board, was on the human side of the organization. Social aspects were complex, unlike marketing or production. Graphology and intuition were used for candidate assessment. Consulting, which later became coaching, was ineffective for recruitment, only partially fixing issues post-facto at high cost.		I was proud of excellent recruitments, but also frustrated by the unplanned departure of great employees or unsuccessful development efforts due to people's unwillingness to participate. The least relevant advice I received, even from the board, was on the human side of the organization. Social aspects were complex, unlike marketing or production. Graphology and intuition were used for candidate assessment. Consulting, which later became coaching, was ineffective for recruitment, only partially fixing issues post-facto at high cost.

	====Experiencing Statistics-based Techniques====		===Experiencing Statistics-based Techniques===
	One day, a colleague using personality assessments with great satisfaction convinced me to get trained in the system. I used personality assessments as a CEO for two years before selling my business and starting a consultancy. This experience led me to spend significant time in the field, interacting with executives, HR managers, consultants, and various companies, from global corporations to startups. This diverse field was a stimulating source of observation, critical for building and refining the framework during my thesis (Phase 1).		One day, a colleague using personality assessments with great satisfaction convinced me to get trained in the system. I used personality assessments as a CEO for two years before selling my business and starting a consultancy. This experience led me to spend significant time in the field, interacting with executives, HR managers, consultants, and various companies, from global corporations to startups. This diverse field was a stimulating source of observation, critical for building and refining the framework during my thesis (Phase 1).

	====Exploring Management Science in Academia====		===Exploring Management Science in Academia===
	[[File:Thesis 3.jpg\|right\|250px]]		[[File:Thesis 3.jpg\|right\|250px]]
	Given my background as a founder and CEO, I never felt obligated to follow the trend that assessment techniques are solely for research, HR practitioners, clinicians, and coaches. The unpredictability of human problems and the unusual use of assessments by executives, as I did, led to the focus on leaders in Phase 1 of my PhD thesis, defended in 2006.		Given my background as a founder and CEO, I never felt obligated to follow the trend that assessment techniques are solely for research, HR practitioners, clinicians, and coaches. The unpredictability of human problems and the unusual use of assessments by executives, as I did, led to the focus on leaders in Phase 1 of my PhD thesis, defended in 2006.

	====Expanding the Experience from the San Francisco Bay Area====		===Expanding the Experience from the San Francisco Bay Area===
	Work continued after 2006 with new assessment techniques, research findings, increased internet use, and accelerated coaching. I moved to Silicon Valley in 2005 for a family project, finding Palo Alto a better place for my daughters' education, and Silicon Valley a buoyant environment. The project's observation field shifted from Paris to Palo Alto, influenced by the Bay Area’s business culture. The framework was used with more client organizations. Events at Stanford, SV Forum, Vistage, Y Combinator, and startups boosted by the Internet provided new insights, strengthening the framework from 2006 to 2011 (Phase 2).		Work continued after 2006 with new assessment techniques, research findings, increased internet use, and accelerated coaching. I moved to Silicon Valley in 2005 for a family project, finding Palo Alto a better place for my daughters' education, and Silicon Valley a buoyant environment. The project's observation field shifted from Paris to Palo Alto, influenced by the Bay Area’s business culture. The framework was used with more client organizations. Events at Stanford, SV Forum, Vistage, Y Combinator, and startups boosted by the Internet provided new insights, strengthening the framework from 2006 to 2011 (Phase 2).

	====Creation of the GRI (Growth Resources Institute)====		===Creation of the GRI (Growth Resources Institute)===
	The creation of GRI in 2012 provided new tools for measuring individual and group performance, advancing, refining, testing, and building the project to its current state (Phase 3). During this period, the framework was amended, reflecting new uses in the Bay Area and other countries where GRI had a footprint. The learning aspects of the symbolic language from adaptive profiles gained importance. During the pandemic, new technologies, driven by larger clients, improved online and self-paced learning, significantly impacting the GRI framework's global deployment and testing capabilities. The recent advent of AI in assessment techniques urged me to formalize and communicate about GRI’s general framework.		The creation of GRI in 2012 provided new tools for measuring individual and group performance, advancing, refining, testing, and building the project to its current state (Phase 3). During this period, the framework was amended, reflecting new uses in the Bay Area and other countries where GRI had a footprint. The learning aspects of the symbolic language from adaptive profiles gained importance. During the pandemic, new technologies, driven by larger clients, improved online and self-paced learning, significantly impacting the GRI framework's global deployment and testing capabilities. The recent advent of AI in assessment techniques urged me to formalize and communicate about GRI’s general framework.