Role Analysis - Revision history

Flc: /* Trained versus Untrained Leaders */

2025-11-27T04:53:53Z

Trained versus Untrained Leaders

← Older revision		Revision as of 04:53, 27 November 2025
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	Without proper training, the symbols and language only reinforce private techniques that cannot be challenged or improved, and cannot be used in both individual and organizational applications. All possible forms of behavior—and the associated profiles—that could benefit the company are minimally understood. Behavior adaptation and job fit are overlooked. These are critical aspects that directly affect employees’ effectiveness and efficiency, as well as their organization's performance.		Without proper training, the symbols and language only reinforce private techniques that cannot be challenged or improved, and cannot be used in both individual and organizational applications. All possible forms of behavior—and the associated profiles—that could benefit the company are minimally understood. Behavior adaptation and job fit are overlooked. These are critical aspects that directly affect employees’ effectiveness and efficiency, as well as their organization's performance.

	With training in the adaptive profiles, leaders and experts use the symbols and associated language to analyze their challenges, share information, refine their analyses and decisions, and apply them in their recruitments, as well as in leadership and organizational development applications. They also benefit from the adaptive profiles for the management and coaching of their direct reports ~~and their board~~. By mastering the language, they can continue to build confidence in the symbols, test them, refine them, and nurture new understanding in on-the-job situations. Not only do they become aware of the new rules associated with the symbols, but they also use them in all situations where they can benefit themselves and their organization.		With training in the adaptive profiles, leaders and experts use the symbols and associated language to analyze their challenges, share information, refine their analyses and decisions, and apply them in their recruitments, as well as in leadership and organizational development applications. They also benefit from the adaptive profiles for the management and coaching of their direct reports. By mastering the language, they can continue to build confidence in the symbols, test them, refine them, and nurture new understanding in on-the-job situations. Not only do they become aware of the new rules associated with the symbols, but they also use them in all situations where they can benefit themselves and their organization.

	=Notes=		=Notes=

Flc: /* Trained versus Untrained Leaders */

2025-11-27T04:52:07Z

Trained versus Untrained Leaders

← Older revision		Revision as of 04:52, 27 November 2025
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	=Trained versus Untrained Leaders=		=Trained versus Untrained Leaders=
	The distinction between trained and untrained leaders and managers is important for the same reason mentioned above between consultants and facilitators: the ability to think and communicate ~~in plain language that’s common sense, even though it has different connotations for everyone, versus communicating~~ in a language that ~~needs to be learned, which~~ removes ~~important~~ ambiguities and offers new insights.		The distinction between trained and untrained leaders and managers is important for the same reason mentioned above between consultants and facilitators: the ability to think and communicate in a language that removes key ambiguities and offers new insights, rather than one that has different connotations for everyone. Training is minimal or nonexistent when the assessment technique uses lay language and concepts. It takes more time, similar to learning a new language, when the technique introduces new concepts and terminology that question people's already established principles.

	Training is minimal or nonexistent when the technique uses lay language and concepts. It takes more time, similar to learning a new language, when the ~~assessment technique—such as with adaptive profiles—provides new insights and~~ introduces new concepts ~~with their associated~~ terminology that ~~challenge preconceived ideas and~~ people's ~~experiences~~.

	~~Leaders and managers who lack~~ proper training ~~do not have a sufficient understanding of~~ the symbols ~~to use them effectively in one-on-one~~ and ~~strategic settings. The assessment technique is then used~~ only to reinforce ~~the guiding principles they have already established, along with other characteristics and techniques we refer to as~~ private techniques, ~~rather than to challenge or improve them. Untrained leaders~~ and ~~managers~~ cannot ~~acknowledge all~~ the ~~possible profiles that~~ could benefit ~~their~~ company. ~~Their understanding~~ and ~~use~~ are ~~limited~~, ~~often overlooking the dynamic, adaptive aspect of people’s behavior and failing to be realistic about~~ their ~~job fit~~.		Without proper training, the symbols and language only reinforce private techniques that cannot be challenged or improved, and cannot be used in both individual and organizational applications. All possible forms of behavior—and the associated profiles—that could benefit the company are minimally understood. Behavior adaptation and job fit are overlooked. These are critical aspects that directly affect employees’ effectiveness and efficiency, as well as their organization's performance.

	~~Thanks to their~~ training in the adaptive profiles, leaders and experts ~~can~~ use ~~their~~ symbols and associated language to analyze their challenges, share information, refine their analyses and decisions, in their recruitments, as well as in leadership and organizational development applications. They also benefit from the adaptive profiles for coaching and their ~~medium effect~~. By mastering the language, they can continue to build confidence in the symbols, test them, refine them, and nurture new understanding in on-the-job situations. Not only do they become aware of the new rules associated with the symbols, but they also use them in all situations where they can ~~clearly~~ benefit themselves and their organization.		With training in the adaptive profiles, leaders and experts use the symbols and associated language to analyze their challenges, share information, refine their analyses and decisions, and apply them in their recruitments, as well as in leadership and organizational development applications. They also benefit from the adaptive profiles for the management and coaching of their direct reports and their board. By mastering the language, they can continue to build confidence in the symbols, test them, refine them, and nurture new understanding in on-the-job situations. Not only do they become aware of the new rules associated with the symbols, but they also use them in all situations where they can benefit themselves and their organization.

	=Notes=		=Notes=

Flc: /* Identification of Roles */

2025-11-22T00:32:42Z

Identification of Roles

← Older revision		Revision as of 00:32, 22 November 2025
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	\| 12 \|\| Medical Doctor \|\| Use assessment to diagnose and assist patients by better understanding the way they can improve their health; An element that also needs to be understood by the patient and their close environment. \|\| Medical care is tailored to patients, with both short- and long-term impacts. \|\| MEDD		\| 12 \|\| Medical Doctor \|\| Use assessment to diagnose and assist patients by better understanding the way they can improve their health; An element that also needs to be understood by the patient and their close environment. \|\| Medical care is tailored to patients, with both short- and long-term impacts. \|\| MEDD
	\|-		\|-
	\| 13 \|\| ~~Match Maker~~ \|\| Assist individuals in finding their life partners. Various criteria are used, including personality. \|\| People are introduced to one another and build relationships. \|\| MAMK		\| 13 \|\| Matchmaker \|\| Assist individuals in finding their life partners. Various criteria are used, including personality. \|\| People are introduced to one another and build relationships. \|\| MAMK
	\|-		\|-
	\| 14 \|\| Marketer \|\| Analyze markets and buyer trends. \|\| Get insights about purchase potential. \|\| MARK		\| 14 \|\| Marketer \|\| Analyze markets and buyer trends. \|\| Get insights about purchase potential. \|\| MARK

Flc: /* Causal analysis of roles */

2025-11-22T00:28:46Z

Causal analysis of roles

← Older revision		Revision as of 00:28, 22 November 2025
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	\|}		\|}

	=Causal ~~analysis~~ of ~~roles~~=		=Causal Analysis of Roles=
	The causal analysis of roles is conducted below with the adaptive profile and applies with assessment techniques with a similar factor-based approach to GRI. With other techniques, the same logic applies to analyzing the results (dependent variable), but with different processes and effects due to different quality measures and publisher deployment strategies.		The causal analysis of roles is conducted below with the adaptive profile and applies with assessment techniques with a similar factor-based approach to GRI. With other techniques, the same logic applies to analyzing the results (dependent variable), but with different processes and effects due to different quality measures and publisher deployment strategies.

Flc: /* Identification of Roles */

2025-11-22T00:15:24Z

Identification of Roles

← Older revision		Revision as of 00:15, 22 November 2025
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	\| 8 \|\| Clinician \|\| Clinical or Industrial-organizational psychologists who use a therapeutic approach to improve employee well-being and psychological safety. \|\| Clinical issues cured. Personal questions answered, and other individual problems fixed. \|\| CLNI		\| 8 \|\| Clinician \|\| Clinical or Industrial-organizational psychologists who use a therapeutic approach to improve employee well-being and psychological safety. \|\| Clinical issues cured. Personal questions answered, and other individual problems fixed. \|\| CLNI
	\|-		\|-
	\| 9 \|\| Individual ~~Contributors~~ \|\| Employees with no team to manage and use results for their own development. \|\| Increased self- and social awareness, accountability, well-being, career development, efficiency, and effectiveness. \|\| INDC		\| 9 \|\| Individual Contributor \|\| Employees with no team to manage and use results for their own development. \|\| Increased self- and social awareness, accountability, well-being, career development, efficiency, and effectiveness. \|\| INDC
	\|-		\|-
	\| 10 \|\| Clinician~~, Others~~ \|\| Assist individuals, families, and couples to get along, improve relationships, or move their own way apart.<br/>Use to understand the relationship, provide insights, and create road maps. \|\| The patients are heard and follow prescribed plans. They are eventually medicated (Psychiatry). \|\| CLOH		\| 10 \|\| Clinician - Other \|\| Assist individuals, families, and couples to get along, improve relationships, or move their own way apart.<br/>Use to understand the relationship, provide insights, and create road maps. \|\| The patients are heard and follow prescribed plans. They are eventually medicated (Psychiatry). \|\| CLOH
	\|-		\|-
	\| 11 \|\| Researcher \|\| Use for social studies, whether it be in psychology, neurology, social work, sociology, business, or medicine.<br/>Apply statistics to people, social groups, and organizations. Typically calculates correlations between traits and other variables. \|\| Advances are made, documented, and communicated in research studies. \|\| RESH		\| 11 \|\| Researcher \|\| Use for social studies, whether it be in psychology, neurology, social work, sociology, business, or medicine.<br/>Apply statistics to people, social groups, and organizations. Typically calculates correlations between traits and other variables. \|\| Advances are made, documented, and communicated in research studies. \|\| RESH

Flc: /* Facilitator versus Coach/Consultant */

2025-11-21T22:53:37Z

Facilitator versus Coach/Consultant

← Older revision		Revision as of 22:53, 21 November 2025
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	Training in adaptive profiles strongly influences how leaders and managers use them, rather than just superficially, especially at the organizational level. Trained leaders and managers use the adaptive profiles on their own, much as they do with other characteristics and social behaviors, but with more nuance and in consensus with other users who speak the profiles too. From a semiotic standpoint<ref>This paragraph refers to how the adaptive profiles as signs are part of inferences and guiding principles. Those aspects related to semiotics, are important for understanding assessment techniques’ potential use and benefits. [[Language_and_Signs \| They are presented in this article here]].</ref>, the adaptive profiles become part of their thinking about people and their organization only after they trust their positive effects and understand the new insights they provide. Unlike untrained leaders and managers, they fully use the measures at the organizational and strategic levels, not just at the individual level.		Training in adaptive profiles strongly influences how leaders and managers use them, rather than just superficially, especially at the organizational level. Trained leaders and managers use the adaptive profiles on their own, much as they do with other characteristics and social behaviors, but with more nuance and in consensus with other users who speak the profiles too. From a semiotic standpoint<ref>This paragraph refers to how the adaptive profiles as signs are part of inferences and guiding principles. Those aspects related to semiotics, are important for understanding assessment techniques’ potential use and benefits. [[Language_and_Signs \| They are presented in this article here]].</ref>, the adaptive profiles become part of their thinking about people and their organization only after they trust their positive effects and understand the new insights they provide. Unlike untrained leaders and managers, they fully use the measures at the organizational and strategic levels, not just at the individual level.

	=~~Facilitator~~ versus ~~Coach~~/~~Consultant~~=		=Facilitators versus Coaches/Consultants=
	The distinction between facilitator and consultant/coach underscores how assessment techniques are deployed, how they can be used in organizations, and the different benefits they provide to people and their organizations.		The distinction between facilitator and consultant/coach underscores how assessment techniques are deployed, how they can be used in organizations, and the different benefits they provide to people and their organizations.
	[[File:Use Coach.png\|center\|700px]]		[[File:Use Coach.png\|center\|700px]]

Flc: /* Use by HR Executive and Recruiter */

2025-11-21T22:53:05Z

Use by HR Executive and Recruiter

← Older revision		Revision as of 22:53, 21 November 2025
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	The links with medium effect (D) are all the weaker when they are applied to contexts that are distant from organizational development and closer to individual, one-on-one applications. The use of aspects related to the organization and its positions is separate from those concerning people and the potential impact the assessment may have on them.		The links with medium effect (D) are all the weaker when they are applied to contexts that are distant from organizational development and closer to individual, one-on-one applications. The use of aspects related to the organization and its positions is separate from those concerning people and the potential impact the assessment may have on them.

	=Use by HR ~~Executive~~ and ~~Recruiter~~=		=Use by HR Executives and Recruiters=
	The use by HR executives and recruiters has only a significant effect on the Natural and Effective profiles at the time of recruitment. By being more frequently exposed to adaptive profiles after their training, HR executives and recruiters naturally develop strong skills for analyzing profiles and delivering feedback sessions.		The use by HR executives and recruiters has only a significant effect on the Natural and Effective profiles at the time of recruitment. By being more frequently exposed to adaptive profiles after their training, HR executives and recruiters naturally develop strong skills for analyzing profiles and delivering feedback sessions.
	[[File:Use HR.png\|center\|700px]]		[[File:Use HR.png\|center\|700px]]
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	When leaders and managers in operations are not trained, the HR team provides services across all applications, but cannot deliver those that only leaders and managers can carry out. Untrained leaders and managers do not speak the adaptive profile’s language, nor can they use its symbols to anticipate, set expectations, and implement new strategies that align with the organization’s and person’s needs.		When leaders and managers in operations are not trained, the HR team provides services across all applications, but cannot deliver those that only leaders and managers can carry out. Untrained leaders and managers do not speak the adaptive profile’s language, nor can they use its symbols to anticipate, set expectations, and implement new strategies that align with the organization’s and person’s needs.

	This doesn’t happen when leaders and managers in operations are trained to understand and use the symbols and language of the technique across various applications, including leadership, setting job expectations, and organizational development. As a result, executives and teams in HR and operations share a common language, which enhances the mutual efficiency of their decision-making and communication.		This doesn’t happen when leaders and managers in operations are trained to understand and use the symbols and language of the technique across various applications, including leadership, setting job expectations, and organizational development. As a result, executives and teams in HR and operations share a common language, which enhances the mutual efficiency of their decision-making and communication.

	=Use by Leaders and Managers=		=Use by Leaders and Managers=

Flc at 22:52, 21 November 2025

2025-11-21T22:52:12Z

← Older revision		Revision as of 22:52, 21 November 2025
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	=Introduction=		=Introduction=
			This article presents the potential users of assessment techniques by role, their usage, and the impact on performance. The causal analysis uses GRI’s adaptive profiles, especially those of leaders and managers, by comparing their use with that of HR executives, recruiters, and coaches. Other techniques do not allow such comparisons. A distinction is necessary between leaders and managers who are trained in adaptive profiles and those who are not.

			=Identification of Roles=
	The table below lists the potential users of assessment techniques identified during phase 1 in the large exploration field, and later in phases 2 and 3 as observations progressed and new usage and users were included. Users 1 to 5 were from phase 1. Users 6 to 16 were added afterward. Users 10 to 16 were not included in the analyses and the general framework. Code 7 identifies users in our large exploration field. The main user characteristics and impact on performance can be summarized in the following role matrix.		The table below lists the potential users of assessment techniques identified during phase 1 in the large exploration field, and later in phases 2 and 3 as observations progressed and new usage and users were included. Users 1 to 5 were from phase 1. Users 6 to 16 were added afterward. Users 10 to 16 were not included in the analyses and the general framework. Code 7 identifies users in our large exploration field. The main user characteristics and impact on performance can be summarized in the following role matrix.

	~~=Identification of Roles=~~
	It lists the potential users identified during phase 1 in the large exploration field, and later in phases 2 and 3 as observations progressed and new usage and users emerged. Users 1 to 5 were from phase 1. Users 6 to 16 were added afterward. Users 10 to 16 were not included in the analyses and the general framework. Code 7 identifies users in our large exploration field. The main user characteristics and impact on performance can be summarized in the following role matrix.
	{\|class="wikitable" style="margin: auto;"		{\|class="wikitable" style="margin: auto;"
	! # !! Users !! Highlights !! Impact !! Code 7		! # !! Users !! Highlights !! Impact !! Code 7

Flc: /* Introduction */

2025-11-21T22:47:33Z

Introduction

← Older revision		Revision as of 22:47, 21 November 2025
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	=Introduction=		=Introduction=
	The table below lists the potential users of assessment techniques identified during phase 1 in the large exploration field, and later in phases 2 and 3 as observations progressed and new usage and users ~~emerged~~. Users 1 to 5 were from phase 1. Users 6 to 16 were added afterward. Users 10 to 16 were not included in the analyses and the general framework. Code 7 identifies users in our large exploration field. The main user characteristics and impact on performance can be summarized in the following role matrix.		The table below lists the potential users of assessment techniques identified during phase 1 in the large exploration field, and later in phases 2 and 3 as observations progressed and new usage and users were included. Users 1 to 5 were from phase 1. Users 6 to 16 were added afterward. Users 10 to 16 were not included in the analyses and the general framework. Code 7 identifies users in our large exploration field. The main user characteristics and impact on performance can be summarized in the following role matrix.

	=Identification of Roles=		=Identification of Roles=
	It lists the potential users identified during phase 1 in the large exploration field, and later in phases 2 and 3 as observations progressed and new usage and users emerged. Users 1 to 5 were from phase 1. Users 6 to 16 were added afterward. Users 10 to 16 were not included in the analyses and the general framework. Code 7 identifies users in our large exploration field. The main user characteristics and impact on performance can be summarized in the following role matrix.		It lists the potential users identified during phase 1 in the large exploration field, and later in phases 2 and 3 as observations progressed and new usage and users emerged. Users 1 to 5 were from phase 1. Users 6 to 16 were added afterward. Users 10 to 16 were not included in the analyses and the general framework. Code 7 identifies users in our large exploration field. The main user characteristics and impact on performance can be summarized in the following role matrix.

Flc: /* Identification of Roles */

2025-11-21T21:44:29Z

Identification of Roles

← Older revision		Revision as of 21:44, 21 November 2025
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	! # !! Users !! Highlights !! Impact !! Code 7		! # !! Users !! Highlights !! Impact !! Code 7
	\|-		\|-
	\| 1 \|\| Leader \|\|Executive, director, business owner, entrepreneur, team leader, scrum master, in charge of a team or organization.<br/>Being trained, not trained, or half-trained leaders using the assessment technique makes a difference. \|\| Trained: Organization and job expectations refined and determined. Interpersonal relations and employee-position fit adjusted. Consequential decisions, and communication made close to action; positive mindset. Friction is prevented and fixed in advance. Strong long-term impact on the organization.<br/>Half-trained: Low and short-term impact on the organization, team, and employees. \|\| LEDR		\| 1 \|\| Leader, Manager \|\|Executive, director, business owner, entrepreneur, team leader, scrum master, in charge of a team or organization.<br/>Being trained, not trained, or half-trained leaders using the assessment technique makes a difference. \|\| Trained: Organization and job expectations refined and determined. Interpersonal relations and employee-position fit adjusted. Consequential decisions, and communication made close to action; positive mindset. Friction is prevented and fixed in advance. Strong long-term impact on the organization.<br/>Half-trained: Low and short-term impact on the organization, team, and employees. \|\| LEDR
	\|-		\|-
	\| 2 \|\| HR Executive \|\| HR Director, HR and OD experts. Provide advice to leaders about people and their organization. Assist with conflicts. Develop more expert skills in using the assessment technique. Use their skills on their HR team, too. \|\| Improved communication and long-term decision-making with trained leaders. Short-term guidance to untrained leaders. Facilitate, assist, and provide support in the deployment, including delivering feedback sessions. \|\| HREX		\| 2 \|\| HR Executive \|\| HR Director, HR and OD experts. Provide advice to leaders about people and their organization. Assist with conflicts. Develop more expert skills in using the assessment technique. Use their skills on their HR team, too. \|\| Improved communication and long-term decision-making with trained leaders. Short-term guidance to untrained leaders. Facilitate, assist, and provide support in the deployment, including delivering feedback sessions. \|\| HREX