Theories Behind the Framework - Revision history

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2025-10-21T21:19:20Z

Generalities

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	The reference theories were gradually developed as the study hypotheses and the concept of performance became clearer through causal analyses during phase 1. These theories support and enrich the explanations in response to the specific question. They always retain some element of indeterminacy and must be viewed as approximations<ref>Ibid, Wacheux, F. (1996)</ref>. As Merton specifies, theories also help in drafting, aid explicit formulation, deepen theoretical interpretations, and facilitate analysis and codification. In short, theories provide coherence and a foundation for research findings<ref>Merton R. K. (1997). Eléments de théorie et de méthode sociologique, Armand Colin. Traduit de Social Theory and Social Structure. Première édition de 1949.</ref>.		The reference theories were gradually developed as the study hypotheses and the concept of performance became clearer through causal analyses during phase 1. These theories support and enrich the explanations in response to the specific question. They always retain some element of indeterminacy and must be viewed as approximations<ref>Ibid, Wacheux, F. (1996)</ref>. As Merton specifies, theories also help in drafting, aid explicit formulation, deepen theoretical interpretations, and facilitate analysis and codification. In short, theories provide coherence and a foundation for research findings<ref>Merton R. K. (1997). Eléments de théorie et de méthode sociologique, Armand Colin. Traduit de Social Theory and Social Structure. Première édition de 1949.</ref>.

	From this perspective, the project’s phase 1 was built on four distinct theoretical frameworks. The first relates to designing a social system, its organizational performance, indicators, and success. The second focuses on understanding individuals through concepts of social behavior, personality, and their measurement. In step 3, aspects of neuroscience were added, which complement the understanding of human adaptation. The third involves leadership, which plays a central role in the project and was also the focus of the specific question and framework designed in phase 1. Lastly, the fourth framework concerns semiotics and language, which gradually emerged as critical. These four theoretical frameworks are introduced below.		From this perspective, the project’s phase 1 was built on four distinct theoretical frameworks. The first relates to designing a social system, its organizational performance, indicators, and success. The second focuses on understanding individuals through concepts of social behavior, personality, and their measurement. In step 3, aspects of neuroscience were added, which complement the understanding of human efficiency and adaptation. The third involves leadership, which plays a central role in the project and was also the focus of the specific question and framework designed in phase 1. Lastly, the fourth framework concerns semiotics and language, which gradually emerged as critical. These four theoretical frameworks are introduced below.

	=Social Systems=		=Social Systems=

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2025-10-21T21:12:41Z

Leadership

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	=Leadership=		=Leadership=
	[[File:Performance_Leadership.png\|right\|250px]]		[[File:Performance_Leadership.png\|right\|250px]]
	The specific question in phase 1 was centered on ~~the~~ use of personality ~~assessment by leaders~~. The scope of the specific question was extended in phase 3 to include other users and techniques, but leadership ~~nevertheless~~ remained an important focus in the framework.		The specific question in phase 1 was centered on leaders' use of personality assessments. The scope of the specific question was extended in phase 3 to include other users and techniques, but leadership remained an important focus in the framework. Leadership is not as easy and straightforward to define as other concepts.

	Theories have analyzed leadership from various angles. The role and responsibilities of leaders continue to attract numerous studies, books, and executives’ testimonials. The seminal work of Bass is essential for understanding the potential attributes of leaders and the perspective on transformational leadership styles<ref>Bass B. M. (1990). Bass and Stogdill’s Handbook of Leadership: theory, research, and managerial application. New York : Free Press. First published in 1974.</ref>. Other styles have been studied, though, which are also successful in different contexts: democratic, servant, authoritative, or charismatic styles are all styles that perform well, too, as a myriad of techniques on the market have evidenced.		Theories have analyzed leadership from various angles. The role and responsibilities of leaders continue to attract numerous studies, books, and executives’ testimonials. The seminal work of Bass is essential for understanding the potential attributes of leaders and the perspective on transformational leadership styles<ref>Bass B. M. (1990). Bass and Stogdill’s Handbook of Leadership: theory, research, and managerial application. New York: Free Press. First published in 1974.</ref>. Other styles have been studied, though, which are also successful in different contexts: democratic, servant, authoritative, or charismatic styles are all styles that perform well, too, as a myriad of techniques on the market have evidenced.
	Since early writings from the 1930s and 1960s<ref>The list of authors is long; the following ones have influenced this statement:</br>Barnard C. I. (1938). The functions of the Executive. Harvard University Press. 30ème édition.</br> D. (1960). The Human Side of Enterprise. McGraw-Hill.</br>~~standLikert~~, R. (1961). New Pattern of management. New York: McGrawHill.</br>Likert, R. (1967). The Human Organisation. Its management and value. New York: McGraw Hill.</br>Drucker P. (1999). L’avenir du Management selon Drucker. Village Mondial. Translated from: Management Challenges for the 21st ~~century~~.</br>Drucker, P. (1955). The Practice of Management. Pan Business/Management.</br>Blake R. R., Mouton J. S. (1964). The Managerial Grid III: the key to leadership excellence. Houston, Tx: Gulf.</br>Hersey, P., Blanchard, K. H., ~~Jhonson~~, D. E. (1996). Management of organizationnal behavior. Utilizing human ~~ressources~~. Prentice Hall. 6th Edition. First published in ~~the~~ 1969.</br>Mintzberg H. (1975). Profession : manager. Mythes et réalités. Harvard Business Review.</ref>, the understanding of leadership has evolved with diverse views on organizations and their leaders, including Pfeffer’s rather cynical view that “leaders fail their people, their organizations, the larger society, and even themselves with unacceptable frequency.<ref>Pfeffer, J. (2015). Leadership BS. Fixing Workplaces and Careers One Truth at a Time. HarperCollins Publishers, NY.</ref>.”		Since early writings from the 1930s and 1960s<ref>The list of authors is long; the following ones have influenced this statement:</br>Barnard C. I. (1938). The functions of the Executive. Harvard University Press. 30ème édition.</br> D. (1960). The Human Side of Enterprise. McGraw-Hill.</br>Likert, R. (1961). New Pattern of management. New York: McGrawHill.</br>Likert, R. (1967). The Human Organisation. Its management and value. New York: McGraw-Hill.</br>Drucker, P. (1999). L’avenir du Management selon Drucker. Village Mondial. Translated from: Management Challenges for the 21st Century.</br>Drucker, P. (1955). The Practice of Management. Pan Business/Management.</br>Blake R. R., Mouton J. S. (1964). The Managerial Grid III: the key to leadership excellence. Houston, Tx: Gulf.</br>Hersey, P., Blanchard, K. H., Johnson, D. E. (1996). Management of organizationnal behavior. Utilizing human resources. Prentice Hall. 6th Edition. First published in 1969.</br>Mintzberg H. (1975). Profession : manager. Mythes et réalités. Harvard Business Review.</ref>, the understanding of leadership has evolved with diverse views on organizations and their leaders, including Pfeffer’s rather cynical view that “leaders fail their people, their organizations, the larger society, and even themselves with unacceptable frequency.<ref>Pfeffer, J. (2015). Leadership BS. Fixing Workplaces and Careers One Truth at a Time. HarperCollins Publishers, NY.</ref>.”

	Amid this range of perspectives, Kouzes and Posner’s work stands out as the most rigorous and generalizable, providing an answer to what leadership stands for<ref>Kouzes, J. M., & Posner, B. Z. (2023). The leadership challenge: How to make extraordinary things happen in organizations (7th ed.). John Wiley & Sons.inspiring</ref>. In short, a leadership role requires the ability to:		Amid this range of perspectives, Kouzes and Posner’s work stands out as the most rigorous and generalizable, providing an answer to what leadership stands for<ref>Kouzes, J. M., & Posner, B. Z. (2023). The leadership challenge: How to make extraordinary things happen in organizations (7th ed.). John Wiley & Sons.inspiring</ref>. In short, a leadership role requires the ability to:

Flc: Flc moved page Theories Being the Framework to Theories Behind the Framework without leaving a redirect

2025-10-21T21:04:17Z

Flc moved page Theories Being the Framework to Theories Behind the Framework without leaving a redirect

← Older revision	Revision as of 21:04, 21 October 2025
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2025-10-08T20:08:34Z

Social System

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	From this perspective, the project’s phase 1 was built on four distinct theoretical frameworks. The first relates to designing a social system, its organizational performance, indicators, and success. The second focuses on understanding individuals through concepts of social behavior, personality, and their measurement. In step 3, aspects of neuroscience were added, which complement the understanding of human adaptation. The third involves leadership, which plays a central role in the project and was also the focus of the specific question and framework designed in phase 1. Lastly, the fourth framework concerns semiotics and language, which gradually emerged as critical. These four theoretical frameworks are introduced below.		From this perspective, the project’s phase 1 was built on four distinct theoretical frameworks. The first relates to designing a social system, its organizational performance, indicators, and success. The second focuses on understanding individuals through concepts of social behavior, personality, and their measurement. In step 3, aspects of neuroscience were added, which complement the understanding of human adaptation. The third involves leadership, which plays a central role in the project and was also the focus of the specific question and framework designed in phase 1. Lastly, the fourth framework concerns semiotics and language, which gradually emerged as critical. These four theoretical frameworks are introduced below.

	=Social ~~System~~=		=Social Systems=
	[[File:Performance_Group.png\|right\|250px]]		[[File:Performance_Group.png\|right\|250px]]
	The organization’s social aspects used in the project are grounded in Talcott Parsons' general theory of action. Building on the work of Durkheim<ref>Durkheim, E. (2004). Le suicide. Presse Universitaire de France. First publication in 1897.</ref> and Weber<ref>Weber, M. (1967). L'Ethique Protestante et l'esprit du Capitalisme. Editions Plon. 2ème édition. 1ère édtion de 1964. Translated from: Gesammelte Aufsätze zur Religionssoziologie, 1920.</ref>, Parsons' structural functionalist approach offers a comprehensive framework for analyzing social and economic interactions in action<ref>Parsons, T., Shils, E. A. (2001). Toward a general theory of action.: thoretical foundations for the social science. New York: The Free Press. First published in 1951.</br>Parsons T. (1951). The Social System. New York: The Free Press.</br> T., Smelser, N. J. (1956). Economy and Society. A study in the Integration of Economic and Social Theory.</ref>. The functional classification of social systems identifies four categories:		The organization’s social aspects used in the project are grounded in Talcott Parsons' general theory of action. Building on the work of Durkheim<ref>Durkheim, E. (2004). Le suicide. Presse Universitaire de France. First publication in 1897.</ref> and Weber<ref>Weber, M. (1967). L'Ethique Protestante et l'esprit du Capitalisme. Editions Plon. 2ème édition. 1ère édtion de 1964. Translated from: Gesammelte Aufsätze zur Religionssoziologie, 1920.</ref>, Parsons' structural functionalist approach offers a comprehensive framework for analyzing social and economic interactions in action<ref>Parsons, T., Shils, E. A. (2001). Toward a general theory of action.: thoretical foundations for the social science. New York: The Free Press. First published in 1951.</br>Parsons T. (1951). The Social System. New York: The Free Press.</br> T., Smelser, N. J. (1956). Economy and Society. A study in the Integration of Economic and Social Theory.</ref>. The functional classification of social systems identifies four categories:

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2025-10-08T20:07:47Z

Semiotics

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	Despite its age and the controversies surrounding it, Peirce's substantial body of work appears to withstand criticism and the test of time, while continuing to provide analytical opportunities. The focus on the practical effects of signs allows for a combination of the pragmatic approach with structural functionalist approaches in an analysis that considers two levels: individuals and organizations<ref>Morgeson F. P., Hofmann D. A. (1999). The Structure and Fonction of Collective Constructs: Implications for Multilevel Research and Theory Development. Academy of Management Review, Vol. 24, No. 2, p. 249-265.</ref>. The utilization of Peirce's arguments, which Eco references almost exclusively in his functional analysis, along with the richness of Peirce's analysis of signs and his prominence in all other works—including those of Mead—therefore emphasized the importance of original works rather than their reinterpretations by others.		Despite its age and the controversies surrounding it, Peirce's substantial body of work appears to withstand criticism and the test of time, while continuing to provide analytical opportunities. The focus on the practical effects of signs allows for a combination of the pragmatic approach with structural functionalist approaches in an analysis that considers two levels: individuals and organizations<ref>Morgeson F. P., Hofmann D. A. (1999). The Structure and Fonction of Collective Constructs: Implications for Multilevel Research and Theory Development. Academy of Management Review, Vol. 24, No. 2, p. 249-265.</ref>. The utilization of Peirce's arguments, which Eco references almost exclusively in his functional analysis, along with the richness of Peirce's analysis of signs and his prominence in all other works—including those of Mead—therefore emphasized the importance of original works rather than their reinterpretations by others.

	Additionally, studies on personality have prompted research into the lexicons of adjectives across various languages. Work on personality, as highlighted by Goldberg<ref>Goldberg L. R. (1981). Language and Individual Differences : The search of universals in personality lexicons. In L. Wheeler (Ed.), Review of Personality and social Psychology. Vol. 2, p 141-165. Beverly Hills, CA : Sage.</br>Goldberg L. R. (1993). The Structure of Phenotipic Personality Traits. American Psychologist. Vol. 48, No. 1, p. 26-34.</ref>, can be regarded as a significant effort to organize and define the factors and concepts that describe our social behaviors. These approaches identify behavior dimensions that are limited in number and universal. They open up valuable opportunities to create new symbols for better understanding human behaviors and social systems. That’s the approach we undertook during phases 1 and 2, and continued to enhance in phase 3 at GRI with the adaptive profiles. Semiotics is a pivotal aspect in the learning and use of the profiles.		Additionally, studies on personality have prompted research into the lexicons of adjectives across various languages. Work on personality, as highlighted by Goldberg<ref>Goldberg L. R. (1981). Language and Individual Differences : The search of universals in personality lexicons. In L. Wheeler (Ed.), Review of Personality and social Psychology. Vol. 2, p 141-165. Beverly Hills, CA : Sage.</br>Goldberg L. R. (1993). The Structure of Phenotipic Personality Traits. American Psychologist. Vol. 48, No. 1, p. 26-34.</ref>, can be regarded as a significant effort to organize and define the factors and concepts that describe our social behaviors. These approaches identify behavior dimensions that are limited in number and universal. They open up valuable opportunities to create new symbols for better understanding human behaviors and social systems. That’s the approach we undertook during phases 1 and 2, and continued to enhance in phase 3 at GRI with the adaptive profiles. Semiotics is a pivotal aspect in the learning and use of the profiles for representing and improving performance.

	=Notes=		=Notes=

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2025-10-08T19:16:39Z

Semiotics

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	Symbols hold a significant role in sociological works, such as those by Habermas<ref>Habermas, J. (2001). The Liberating Power of Symbols. Philosophical Essays. The MIT Press. Originally published in German in 1997.</ref>, Berger & Luckmann<ref>Berger, P. L., Luckmann, T. (1967) The social construction of reality. A treatise in the sociology of knowledge. New York : Anchor Books.</ref>, or Parsons<ref>Parsons, T., Shils, E. A. (2001). Toward a general theory of action: theoretical foundations for the social science. New York : The Free Press. First published in 1951.</ref>. Mead’s work<ref>Mead G. H. (1913). The Social Self. Journal of Philosophy, Psychology, and Scientific Methods.</ref> forms the foundation of an approach that emphasizes the importance of signs in constructing the person and their connection to the system. Furthermore, signs are best analyzed in their functional aspect through the work of Charles Pierce<ref>Peirce, C. S. (1935) Philosophical Writings of Peirce. Selection of papers between 1931 and 1935 by J. S. Buchler New York, Dover Publications. First published under the title "The philosophy of Peirce Selected Writting", 1940.</ref>. Unlike Mead's work or other thinkers like Cassirer<ref>Ibid, Habermas, 2001</ref>, Pierce's work allows focus on the symbol itself and its role in the inference process. Besides the structural functionalist approach, it was also beneficial to include Pierce's writings in this project, as they offer a comprehensive view of signs, their meaning construction, and the beliefs that influence their action.		Symbols hold a significant role in sociological works, such as those by Habermas<ref>Habermas, J. (2001). The Liberating Power of Symbols. Philosophical Essays. The MIT Press. Originally published in German in 1997.</ref>, Berger & Luckmann<ref>Berger, P. L., Luckmann, T. (1967) The social construction of reality. A treatise in the sociology of knowledge. New York : Anchor Books.</ref>, or Parsons<ref>Parsons, T., Shils, E. A. (2001). Toward a general theory of action: theoretical foundations for the social science. New York : The Free Press. First published in 1951.</ref>. Mead’s work<ref>Mead G. H. (1913). The Social Self. Journal of Philosophy, Psychology, and Scientific Methods.</ref> forms the foundation of an approach that emphasizes the importance of signs in constructing the person and their connection to the system. Furthermore, signs are best analyzed in their functional aspect through the work of Charles Pierce<ref>Peirce, C. S. (1935) Philosophical Writings of Peirce. Selection of papers between 1931 and 1935 by J. S. Buchler New York, Dover Publications. First published under the title "The philosophy of Peirce Selected Writting", 1940.</ref>. Unlike Mead's work or other thinkers like Cassirer<ref>Ibid, Habermas, 2001</ref>, Pierce's work allows focus on the symbol itself and its role in the inference process. Besides the structural functionalist approach, it was also beneficial to include Pierce's writings in this project, as they offer a comprehensive view of signs, their meaning construction, and the beliefs that influence their action.

	Despite its age and the controversies surrounding it, Peirce's substantial body of work appears to withstand criticism and the test of time, while continuing to provide analytical opportunities. The focus on the practical effects of signs allows for a combination of the pragmatic approach with structural functionalist approaches in an analysis that considers two levels: individuals and organizations<ref>Morgeson F. P., Hofmann D. A. (1999). The Structure and Fonction of Collective Constructs: Implications for Multilevel Research and Theory Development. Academy of Management Review, Vol. 24, No. 2, p. 249-265.</ref>. The utilization of Peirce's arguments, which Eco references almost exclusively in his functional analysis, along with the richness of Peirce's analysis of signs and his prominence in all other works—including those of Mead—therefore ~~emphasizes~~ the importance of original works rather than their reinterpretations by others.		Despite its age and the controversies surrounding it, Peirce's substantial body of work appears to withstand criticism and the test of time, while continuing to provide analytical opportunities. The focus on the practical effects of signs allows for a combination of the pragmatic approach with structural functionalist approaches in an analysis that considers two levels: individuals and organizations<ref>Morgeson F. P., Hofmann D. A. (1999). The Structure and Fonction of Collective Constructs: Implications for Multilevel Research and Theory Development. Academy of Management Review, Vol. 24, No. 2, p. 249-265.</ref>. The utilization of Peirce's arguments, which Eco references almost exclusively in his functional analysis, along with the richness of Peirce's analysis of signs and his prominence in all other works—including those of Mead—therefore emphasized the importance of original works rather than their reinterpretations by others.

	Additionally, studies on personality have prompted research into the lexicons of adjectives across various languages. Work on personality, as highlighted by Goldberg<ref>Goldberg L. R. (1981). Language and Individual Differences : The search of universals in personality lexicons. In L. Wheeler (Ed.), Review of Personality and social Psychology. Vol. 2, p 141-165. Beverly Hills, CA : Sage.</br>Goldberg L. R. (1993). The Structure of Phenotipic Personality Traits. American Psychologist. Vol. 48, No. 1, p. 26-34.</ref>, can be regarded as a significant effort to organize and define the factors and concepts that describe our social behaviors. These approaches identify behavior dimensions that are limited in number and universal. They open up valuable opportunities to create new symbols for better understanding human behaviors and social systems. That’s the approach we undertook during phases 1 and 2, and continued to enhance in phase 3 at GRI with the adaptive profiles. Semiotics is a pivotal aspect in the learning and use of the profiles.		Additionally, studies on personality have prompted research into the lexicons of adjectives across various languages. Work on personality, as highlighted by Goldberg<ref>Goldberg L. R. (1981). Language and Individual Differences : The search of universals in personality lexicons. In L. Wheeler (Ed.), Review of Personality and social Psychology. Vol. 2, p 141-165. Beverly Hills, CA : Sage.</br>Goldberg L. R. (1993). The Structure of Phenotipic Personality Traits. American Psychologist. Vol. 48, No. 1, p. 26-34.</ref>, can be regarded as a significant effort to organize and define the factors and concepts that describe our social behaviors. These approaches identify behavior dimensions that are limited in number and universal. They open up valuable opportunities to create new symbols for better understanding human behaviors and social systems. That’s the approach we undertook during phases 1 and 2, and continued to enhance in phase 3 at GRI with the adaptive profiles. Semiotics is a pivotal aspect in the learning and use of the profiles.

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2025-10-08T19:15:35Z

Semiotics and Language

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	Better managing their organization’s performance over time, avoiding human underperformance, and controlling how work gets done efficiently through people are the leader’s responsibilities. Ultimate accountability lies with the organization and its people, communication, and the time spent on human matters, not their administration. In the present general framework, this distinction has emphasized the importance of a leader’s relearning about people and their organization based on the adaptive profiles' symbolic capabilities, rather than relying on the production of reports.		Better managing their organization’s performance over time, avoiding human underperformance, and controlling how work gets done efficiently through people are the leader’s responsibilities. Ultimate accountability lies with the organization and its people, communication, and the time spent on human matters, not their administration. In the present general framework, this distinction has emphasized the importance of a leader’s relearning about people and their organization based on the adaptive profiles' symbolic capabilities, rather than relying on the production of reports.

	=Semiotics ~~and Language~~=		=Semiotics=
	[[File:Performance_Semiotic.png\|right\|250px]]		[[File:Performance_Semiotic.png\|right\|250px]]
	The ~~linguistic~~ and ~~semiotic~~ aspects of the framework, though somewhat more abstract, are ~~essential to the project~~. ~~Using~~ typology assessments ~~in organizations~~<ref>The semiotic aspects have emerged with systems that use symbolic representation, with letters such as SNTJ with the Myers-Briggs, or letters D, I, S, C for the DISC system.</ref>, ~~the semiotic elements have~~ become ~~increasingly~~ important. People speak the language of the system implemented in their organization. The quality of this language, as shown in the assessment, and its impact on ~~decision-making and communication~~ have gained attention, especially when managers use these techniques for selection ~~and management~~. ~~The language and semiotics were~~ already prominent in the first round of analysis in phase 1. ~~For these reasons, they are becoming even more significant today~~.		The semiotics and language aspects of the framework, though somewhat more abstract, are pivotal. With an increasing use of typology assessments on the market<ref>The semiotic aspects have emerged with systems that use symbolic representation, with letters such as SNTJ with the Myers-Briggs, or letters D, I, S, C for the DISC system.</ref>, semiotics has become more and more visible and important. People speak the language of the system implemented in their organization. The quality of this language, as shown in the assessment, and its impact on performance have gained attention, especially when managers use these techniques for decision-making, communication, and selection. Semiotics was already prominent in the first round of analysis in phase 1. They continued to gain importance in the subsequent phases.

	Symbols hold a significant role in sociological works, such as those by Habermas<ref>Habermas, J. (2001). The Liberating Power of Symbols. Philosophical Essays. The MIT Press. Originally published in German in 1997.</ref>, Berger & Luckmann<ref>Berger, P. L., Luckmann, T. (1967) The social construction of reality. A treatise in the sociology of knowledge. New York : Anchor Books.</ref>, or Parsons<ref>Parsons, T., Shils, E. A. (2001). Toward a general theory of action: theoretical foundations for the social science. New York : The Free Press. First published in 1951.</ref>. Mead’s work<ref>Mead G. H. (1913). The Social Self. Journal of Philosophy, Psychology, and Scientific Methods.</ref> forms the foundation of an approach that emphasizes the importance of signs in constructing the person and their connection to the system. Furthermore, signs are best analyzed in their functional aspect through the work of Charles Pierce<ref>Peirce, C. S. (1935) Philosophical Writings of Peirce. Selection of papers between 1931 and 1935 by J. S. Buchler New York, Dover Publications. First published under the title "The philosophy of Peirce Selected Writting", 1940.</ref>. Unlike Mead's work or other thinkers like Cassirer<ref>Ibid, Habermas, 2001</ref>, Pierce's work allows focus on the symbol itself and its role in the inference process. Besides the structural functionalist approach, it was also beneficial to include Pierce's writings in this project, as they offer a comprehensive view of signs, their meaning construction, and the beliefs that influence their action.		Symbols hold a significant role in sociological works, such as those by Habermas<ref>Habermas, J. (2001). The Liberating Power of Symbols. Philosophical Essays. The MIT Press. Originally published in German in 1997.</ref>, Berger & Luckmann<ref>Berger, P. L., Luckmann, T. (1967) The social construction of reality. A treatise in the sociology of knowledge. New York : Anchor Books.</ref>, or Parsons<ref>Parsons, T., Shils, E. A. (2001). Toward a general theory of action: theoretical foundations for the social science. New York : The Free Press. First published in 1951.</ref>. Mead’s work<ref>Mead G. H. (1913). The Social Self. Journal of Philosophy, Psychology, and Scientific Methods.</ref> forms the foundation of an approach that emphasizes the importance of signs in constructing the person and their connection to the system. Furthermore, signs are best analyzed in their functional aspect through the work of Charles Pierce<ref>Peirce, C. S. (1935) Philosophical Writings of Peirce. Selection of papers between 1931 and 1935 by J. S. Buchler New York, Dover Publications. First published under the title "The philosophy of Peirce Selected Writting", 1940.</ref>. Unlike Mead's work or other thinkers like Cassirer<ref>Ibid, Habermas, 2001</ref>, Pierce's work allows focus on the symbol itself and its role in the inference process. Besides the structural functionalist approach, it was also beneficial to include Pierce's writings in this project, as they offer a comprehensive view of signs, their meaning construction, and the beliefs that influence their action.
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	Despite its age and the controversies surrounding it, Peirce's substantial body of work appears to withstand criticism and the test of time, while continuing to provide analytical opportunities. The focus on the practical effects of signs allows for a combination of the pragmatic approach with structural functionalist approaches in an analysis that considers two levels: individuals and organizations<ref>Morgeson F. P., Hofmann D. A. (1999). The Structure and Fonction of Collective Constructs: Implications for Multilevel Research and Theory Development. Academy of Management Review, Vol. 24, No. 2, p. 249-265.</ref>. The utilization of Peirce's arguments, which Eco references almost exclusively in his functional analysis, along with the richness of Peirce's analysis of signs and his prominence in all other works—including those of Mead—therefore emphasizes the importance of original works rather than their reinterpretations by others.		Despite its age and the controversies surrounding it, Peirce's substantial body of work appears to withstand criticism and the test of time, while continuing to provide analytical opportunities. The focus on the practical effects of signs allows for a combination of the pragmatic approach with structural functionalist approaches in an analysis that considers two levels: individuals and organizations<ref>Morgeson F. P., Hofmann D. A. (1999). The Structure and Fonction of Collective Constructs: Implications for Multilevel Research and Theory Development. Academy of Management Review, Vol. 24, No. 2, p. 249-265.</ref>. The utilization of Peirce's arguments, which Eco references almost exclusively in his functional analysis, along with the richness of Peirce's analysis of signs and his prominence in all other works—including those of Mead—therefore emphasizes the importance of original works rather than their reinterpretations by others.

	Additionally, studies on personality have prompted research into the lexicons of adjectives across various languages. Work on personality, as highlighted by Goldberg<ref>Goldberg L. R. (1981). Language and Individual Differences : The search of universals in personality lexicons. In L. Wheeler (Ed.), Review of Personality and social Psychology. Vol. 2, p 141-165. Beverly Hills, CA : Sage.</br>Goldberg L. R. (1993). The Structure of Phenotipic Personality Traits. American Psychologist. Vol. 48, No. 1, p. 26-34.</ref>, can be regarded as a significant effort to organize and define the factors and concepts that describe our social behaviors. These approaches identify behavior dimensions that are limited in number and universal. They open up valuable opportunities to create new symbols for better understanding human behaviors and social systems. That’s the approach we undertook during phases 1 and 2, and continued to enhance in phase 3 at GRI with the adaptive profiles.		Additionally, studies on personality have prompted research into the lexicons of adjectives across various languages. Work on personality, as highlighted by Goldberg<ref>Goldberg L. R. (1981). Language and Individual Differences : The search of universals in personality lexicons. In L. Wheeler (Ed.), Review of Personality and social Psychology. Vol. 2, p 141-165. Beverly Hills, CA : Sage.</br>Goldberg L. R. (1993). The Structure of Phenotipic Personality Traits. American Psychologist. Vol. 48, No. 1, p. 26-34.</ref>, can be regarded as a significant effort to organize and define the factors and concepts that describe our social behaviors. These approaches identify behavior dimensions that are limited in number and universal. They open up valuable opportunities to create new symbols for better understanding human behaviors and social systems. That’s the approach we undertook during phases 1 and 2, and continued to enhance in phase 3 at GRI with the adaptive profiles. Semiotics is a pivotal aspect in the learning and use of the profiles.

	=Notes=		=Notes=

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Leadership

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2025-10-08T18:55:52Z

Adaptive Social Behaviors

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	=Adaptive Social Behaviors=		=Adaptive Social Behaviors=
	[[File:Performance_Individual.png\|right\|250px]]		[[File:Performance_Individual.png\|right\|250px]]
	Over time, personality research has progressed toward analyzing people’s “normal," rather than pathological characteristics, away from its original focus in psychiatry and clinical psychology. While some definitions of "personality" refer to a person’s entire character, its assessment usually focuses on social behaviors that do not include intelligence, and other ~~individual~~ characteristics like values, competencies, and skills<ref>[[Personality_Assessment_Story_and_Prospect\|See here a brief history and prospect of personality assessment]]</ref>.		Over time, personality research has progressed toward analyzing people’s “normal," rather than pathological characteristics, away from its original focus in psychiatry and clinical psychology. While some definitions of "personality" refer to a person’s entire character, its assessment usually focuses on social behaviors that do not include intelligence, and other characteristics like values, competencies, and skills<ref>[[Personality_Assessment_Story_and_Prospect\|See here a brief history and prospect of personality assessment]]</ref>.

	The concept of personality has been the topic of intense research that culminated in the 1990s with a broad consensus on a limited number of factors that are universal and relatively stable. The theory known as the Five Factor Model (FFM) has since helped replace most of the personality assessments previously used in research. However, from Lewis Goldberg himself, who was instrumental in this work<ref> Interview with Lewis Goldberg in Eugene, OR, on August 9, 2002.</ref>, the FFM is a "waiting" theory that allows researchers to find common ground at a certain point in the history of psychology. As the discussion continued to progress since then, and the FFM by design includes factors beyond the concern of our project<ref>This is notably the case for the “Neuroticism” factor, which, by definition is not in the “normal” range of behavior.</ref>, it nevertheless helps point to the four factors used for representing work-related performance from a social behavior standpoint.		The concept of personality has been the topic of intense research that culminated in the 1990s with a broad consensus on a limited number of factors that are universal and relatively stable. The theory known as the Five Factor Model (FFM) has since helped replace most of the personality assessments previously used in research. However, from Lewis Goldberg himself, who was instrumental in this work<ref> Interview with Lewis Goldberg in Eugene, OR, on August 9, 2002.</ref>, the FFM is a "waiting" theory that allows researchers to find common ground at a certain point in the history of psychology. As the discussion continued to progress since then, and the FFM by design includes factors beyond the concern of our project<ref>This is notably the case for the “Neuroticism” factor, which, by definition is not in the “normal” range of behavior.</ref>, it nevertheless helps point to the four factors used for representing work-related performance from a social behavior standpoint.
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	Mischel, W., Shoda Y., Ayduc, O. (2008). Introduction to Personality. Toward an Integrative Science of the Person. John Wiley & Sons.</ref> and works on self-efficacy from Bandura<ref>Bandura, A. (1997). Self-efficacy: The exercise of control. Freeman</ref>. They also concur with neuroscience findings that distinguish two systems operating together in humans: system 1, which is slow, automatic, quick, and requires no effort, and system 2, which demands attention, mental effort, concentration, and reasoning. Switching from system 1 to 2 involves mental and physical effects<ref>Kahneman, D. (2011). Thinking, Fast and Slow. New York: Farrar, Strauss and Giroux.</ref>. These factors are incorporated into the adaptive profiles that measure and represent the efforts needed to adapt, including emotional ones<ref>See also the work from Lisa Feldman Barrett on how the brain and body function, and the place of emotions:</bs/>Barrett, L. F. (2017). How emotions are made: The secret life of the brain. Houghton Mifflin Harcourt.</br>Barrett, L. F. (2021). Seven and a half lessons about the brain. Mariner Books.</ref>.		Mischel, W., Shoda Y., Ayduc, O. (2008). Introduction to Personality. Toward an Integrative Science of the Person. John Wiley & Sons.</ref> and works on self-efficacy from Bandura<ref>Bandura, A. (1997). Self-efficacy: The exercise of control. Freeman</ref>. They also concur with neuroscience findings that distinguish two systems operating together in humans: system 1, which is slow, automatic, quick, and requires no effort, and system 2, which demands attention, mental effort, concentration, and reasoning. Switching from system 1 to 2 involves mental and physical effects<ref>Kahneman, D. (2011). Thinking, Fast and Slow. New York: Farrar, Strauss and Giroux.</ref>. These factors are incorporated into the adaptive profiles that measure and represent the efforts needed to adapt, including emotional ones<ref>See also the work from Lisa Feldman Barrett on how the brain and body function, and the place of emotions:</bs/>Barrett, L. F. (2017). How emotions are made: The secret life of the brain. Houghton Mifflin Harcourt.</br>Barrett, L. F. (2021). Seven and a half lessons about the brain. Mariner Books.</ref>.

	The position adopted in this project, which also comes along with the functional understanding of the organization, considers individuals from the angle of the processes that bind them to the social environment. The aspects of social dynamics that relate to individuals, of a micro nature, come along with other aspects related to the organization, of a macro nature.		The position adopted in this project, which also comes along with the functional understanding of the organization, considers individuals from the angle of the processes that bind them to the social environment. The aspects of social dynamics that relate to individuals, of a micro nature, come along with other aspects related to the organization, of a macro nature. Our framework recognizes people’s identities based on characteristics other than social behavior, such as gender, age, cultural background, social heritage, intelligence, experience, values, and other traits. The significance of these traits depends on their malleability, intensity, and the context.

	Our framework recognizes people’s identities based on characteristics other than social behavior, such as gender, age, cultural background, social heritage, intelligence, experience, values, and other traits. The significance of these traits depends on their malleability, intensity, and the context.

	=Leadership=		=Leadership=

Flc: /* Adaptive Social Behaviors */

2025-10-08T18:52:16Z

Adaptive Social Behaviors

← Older revision		Revision as of 18:52, 8 October 2025
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	=Adaptive Social Behaviors=		=Adaptive Social Behaviors=
	[[File:Performance_Individual.png\|right\|250px]]		[[File:Performance_Individual.png\|right\|250px]]
	Over time, personality research has progressed toward analyzing people’s “normal," rather than ~~“abnormal"~~ pathological characteristics, away from its original focus in psychiatry and clinical psychology. While some definitions of "personality" refer to a person’s entire character, its assessment usually focuses on social behaviors that do not include intelligence, and other individual characteristics like values, competencies, and skills<ref>[[Personality_Assessment_Story_and_Prospect\|See here a brief history and prospect of personality assessment]]</ref>.		Over time, personality research has progressed toward analyzing people’s “normal," rather than pathological characteristics, away from its original focus in psychiatry and clinical psychology. While some definitions of "personality" refer to a person’s entire character, its assessment usually focuses on social behaviors that do not include intelligence, and other individual characteristics like values, competencies, and skills<ref>[[Personality_Assessment_Story_and_Prospect\|See here a brief history and prospect of personality assessment]]</ref>.

	The concept of personality has been the topic of intense research that culminated in the 1990s with a broad consensus on a limited number of factors that are universal and relatively stable. The theory known as the Five Factor Model (FFM) has since helped replace most of the personality assessments previously used in research. However, from Lewis Goldberg himself, who was instrumental in this work<ref> Interview with Lewis Goldberg in Eugene, OR, on August 9, 2002.</ref>, the FFM is a "waiting" theory that allows researchers to find common ground at a certain point in the history of psychology. As the discussion continued to progress since then, and the FFM by design includes factors beyond the concern of our project<ref>This is notably the case for the “Neuroticism” factor, which, by definition is not in the “normal” range of behavior.</ref>, it nevertheless helps point to the four factors used for representing work-related performance from a social behavior standpoint.		The concept of personality has been the topic of intense research that culminated in the 1990s with a broad consensus on a limited number of factors that are universal and relatively stable. The theory known as the Five Factor Model (FFM) has since helped replace most of the personality assessments previously used in research. However, from Lewis Goldberg himself, who was instrumental in this work<ref> Interview with Lewis Goldberg in Eugene, OR, on August 9, 2002.</ref>, the FFM is a "waiting" theory that allows researchers to find common ground at a certain point in the history of psychology. As the discussion continued to progress since then, and the FFM by design includes factors beyond the concern of our project<ref>This is notably the case for the “Neuroticism” factor, which, by definition is not in the “normal” range of behavior.</ref>, it nevertheless helps point to the four factors used for representing work-related performance from a social behavior standpoint.

← Older revision		Revision as of 19:01, 8 October 2025
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	=Leadership=		=Leadership=
	[[File:Performance_Leadership.png\|right\|250px]]		[[File:Performance_Leadership.png\|right\|250px]]
	The specific question in phase 1 was centered on the use of personality assessment by leaders. The scope of the specific question was extended in phase 3 to include other users and techniques, but leadership nevertheless remained ~~a central~~ focus in the framework.		The specific question in phase 1 was centered on the use of personality assessment by leaders. The scope of the specific question was extended in phase 3 to include other users and techniques, but leadership nevertheless remained an important focus in the framework.

	Theories have analyzed leadership from various angles. The role and responsibilities of leaders continue to attract numerous studies, books, and executives’ testimonials. The seminal work of Bass is essential for understanding the potential attributes of leaders and the perspective on transformational leadership styles<ref>Bass B. M. (1990). Bass and Stogdill’s Handbook of Leadership: theory, research, and managerial application. New York : Free Press. First published in 1974.</ref>. Other styles have been studied, though, which are also successful in different contexts: democratic, servant, authoritative, or charismatic styles are all styles that perform well, too, as a myriad of techniques on the market have evidenced.		Theories have analyzed leadership from various angles. The role and responsibilities of leaders continue to attract numerous studies, books, and executives’ testimonials. The seminal work of Bass is essential for understanding the potential attributes of leaders and the perspective on transformational leadership styles<ref>Bass B. M. (1990). Bass and Stogdill’s Handbook of Leadership: theory, research, and managerial application. New York : Free Press. First published in 1974.</ref>. Other styles have been studied, though, which are also successful in different contexts: democratic, servant, authoritative, or charismatic styles are all styles that perform well, too, as a myriad of techniques on the market have evidenced.
	Since early writings from the 1930s and 1960s<ref>The list of authors is long; the following ones have influenced this statement:</br>Barnard C. I. (1938). The functions of the Executive. Harvard University Press. 30ème édition.</br> D. (1960). The Human Side of Enterprise. McGraw-Hill.</br>standLikert, R. (1961). New Pattern of management. New York: McGrawHill.</br>Likert, R. (1967). The Human Organisation. Its management and value. New York: McGraw Hill.</br>Drucker P. (1999). L’avenir du Management selon Drucker. Village Mondial. Translated from: Management Challenges for the 21st century.</br>Drucker, P. (1955). The Practice of Management. Pan Business/Management.</br>Blake R. R., Mouton J. S. (1964). The Managerial Grid III: the key to leadership excellence. Houston, Tx: Gulf.</br>Hersey, P., Blanchard, K. H., Jhonson, D. E. (1996). Management of organizationnal behavior. Utilizing human ressources. Prentice Hall. 6th Edition. First published in the 1969.</br>Mintzberg H. (1975). Profession : manager. Mythes et réalités. Harvard Business Review.</ref>, the understanding of leadership has evolved with diverse views on organizations and their leaders, including Pfeffer’s rather cynical view that “leaders fail their people, their organizations, the larger society, and even themselves with unacceptable frequency.<ref>Pfeffer, J. (2015). Leadership BS. Fixing Workplaces and Careers One Truth at a Time. HarperCollins Publishers, NY.</ref>.”		Since early writings from the 1930s and 1960s<ref>The list of authors is long; the following ones have influenced this statement:</br>Barnard C. I. (1938). The functions of the Executive. Harvard University Press. 30ème édition.</br> D. (1960). The Human Side of Enterprise. McGraw-Hill.</br>standLikert, R. (1961). New Pattern of management. New York: McGrawHill.</br>Likert, R. (1967). The Human Organisation. Its management and value. New York: McGraw Hill.</br>Drucker P. (1999). L’avenir du Management selon Drucker. Village Mondial. Translated from: Management Challenges for the 21st century.</br>Drucker, P. (1955). The Practice of Management. Pan Business/Management.</br>Blake R. R., Mouton J. S. (1964). The Managerial Grid III: the key to leadership excellence. Houston, Tx: Gulf.</br>Hersey, P., Blanchard, K. H., Jhonson, D. E. (1996). Management of organizationnal behavior. Utilizing human ressources. Prentice Hall. 6th Edition. First published in the 1969.</br>Mintzberg H. (1975). Profession : manager. Mythes et réalités. Harvard Business Review.</ref>, the understanding of leadership has evolved with diverse views on organizations and their leaders, including Pfeffer’s rather cynical view that “leaders fail their people, their organizations, the larger society, and even themselves with unacceptable frequency.<ref>Pfeffer, J. (2015). Leadership BS. Fixing Workplaces and Careers One Truth at a Time. HarperCollins Publishers, NY.</ref>.”

	Amid this range of perspectives, Kouzes and Posner’s work stands out as the most rigorous and generalizable, providing an answer to what leadership ~~can stand~~ for<ref>Kouzes, J. M., & Posner, B. Z. (2023). The leadership challenge: How to make extraordinary things happen in organizations (7th ed.). John Wiley & Sons.inspiring</ref>. In short, a leadership role requires the ability to:		Amid this range of perspectives, Kouzes and Posner’s work stands out as the most rigorous and generalizable, providing an answer to what leadership stands for<ref>Kouzes, J. M., & Posner, B. Z. (2023). The leadership challenge: How to make extraordinary things happen in organizations (7th ed.). John Wiley & Sons.inspiring</ref>. In short, a leadership role requires the ability to:
	* '''Model the way'''. Leaders clarify values by finding their voice and affirming shared values. They set the example by aligning actions with shared values.		* '''Model the way'''. Leaders clarify values by finding their voice and affirming shared values. They set the example by aligning actions with shared values.
	* '''Inspire a shared vision'''. Leaders envision the Future by imagining exciting and ennobling possibilities. They enlist others in a common vision by appealing to shared aspirations.		* '''Inspire a shared vision'''. Leaders envision the Future by imagining exciting and ennobling possibilities. They enlist others in a common vision by appealing to shared aspirations.
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	* '''Encourage the heart'''. Leaders recognize contributions by showing appreciation for individual excellence. They celebrate the values and victories by creating a spirit of community.		* '''Encourage the heart'''. Leaders recognize contributions by showing appreciation for individual excellence. They celebrate the values and victories by creating a spirit of community.

	Kouzes and Posner's ~~model~~ highlights the widespread and crucial role of people skills in ~~leadership~~. Leadership involves understanding oneself—finding one's voice, purpose, and strengths. It also involves caring for others who are being led and their organization. The importance of a leader’s need to consider the organization is emphasized in other works, like that of Heifetz<ref>Heifetz, R. A., Linsky, M., & Grashow, A. (2009). The practice of adaptive leadership: Tools and tactics for changing your organization and the world. Harvard Business Review Press.</ref> where the leader must diagnose and act on the system as well as themselves.		Kouzes and Posner's theory highlights the widespread and crucial role of people skills in leaders. Leadership involves understanding oneself—finding one's voice, purpose, and strengths. It also involves caring for others who are being led and their organization. The importance of a leader’s need to consider the organization is emphasized in other works, like that of Heifetz<ref>Heifetz, R. A., Linsky, M., & Grashow, A. (2009). The practice of adaptive leadership: Tools and tactics for changing your organization and the world. Harvard Business Review Press.</ref> where the leader must diagnose and act on the system as well as themselves.
	Better managing their organization’s performance over time, avoiding human underperformance, and controlling how work gets done efficiently through people are the leader’s responsibilities. Ultimate accountability lies with the organization and its people, communication, and the time spent on human matters, not their administration.		Better managing their organization’s performance over time, avoiding human underperformance, and controlling how work gets done efficiently through people are the leader’s responsibilities. Ultimate accountability lies with the organization and its people, communication, and the time spent on human matters, not their administration. In the present general framework, this distinction has emphasized the importance of a leader’s relearning about people and their organization based on the adaptive profiles' symbolic capabilities, rather than relying on the production of reports.

	In the framework, this distinction has emphasized the importance of a leader’s relearning about people and their organization based on the adaptive profiles' symbolic capabilities, rather than relying on the production of reports.

	=Semiotics and Language=		=Semiotics and Language=