Latest revision as of 23:35, 16 September 2025

Introduction

The measures from the adaptive profile possess several characteristics that are central for understanding, implementing, and managing individual and organizational performance. This note lists and comments on these characteristics.

Making Sense of Performance

The adaptive profiles inform about how people can best perform in their jobs and how they will likely be more efficient and productive. Thanks to the visual representations, the analysis is immediate and quantifiable. The inverted shape of the adaptive profiles—its symmetry across the average—also instantly tells about the behaviors that will create the opposite effect, that is, inefficiency and lack of productivity.

When taken at a group level, the information clearly shows how the group functions and the conditions for its efficiency and performance. By aggregating individual results at a group level, it is possible to get a quantified indication of how diverse people are within the group, and how the group may depart from some expected behaviors.

Adaptive Profiles Characteristicss

The adaptive profiles have eight key characteristics which are the following:

Quality of the measures—what's measured—on how people perform, function, and act, which is at the crossroads of their preferences, interests, mindset, how they think, value, and feel about how they behave, their beliefs about who they are, and how they interact in their environment.
Quality of the result—the adaptive profile—that allows a concentration of significant meaning and continued learning about people and their organization.
Adaptive nature of the measures as revealed in the Role profile, for understanding people in context, the energy it takes to adapt, and people's engagement.
Behavioral aspect of the measures, and their ability to be observed, learned, shared, and validated.
Accuracy of the measures, including their general validity, reliability over time, and predictability.
Utility of the measures in a broad range of applications for recruitment, management, leadership, and organisational development.
Universality of the measures. The measures are independent of a person's age, gender, cultural origin, education, skin color, religion, and political affiliation.
Work-relatedness of the measures. The measures apply to any position in organizations, regardless of the industry, country, or hierarchy level.

Making Sense of Other Concepts

By nature, the concepts and adjectives we use to describe people and their behaviors have different meanings. A limited number of factors—in the case of GRI, four—allow us to analyze these concepts and bring accuracy regarding their expression.

The factors were originally evidenced by analyzing a large number of adjectives used to describe behaviors. With these factors and appropriate measurement, we can describe how other concepts are being expressed, such as the way of being creative, delegating, communicating, directing, managing, leading, mentoring, teaching, learning, solving complex problems, etc.

Understanding Adaptation

By understanding the energy it takes to adapt and the implications on someone's engagement and productivity, the measures invite asking new questions about how people can better fit and perform in their jobs. The adaptive profiles help people adjust their behaviors within reasonable limits. They inform about how the adaptation will happen and the eventual development and support needed.

When analyzing a person's development with the adaptive profiles over time, it becomes evident that the Natural profile doesn't change much, but the Role profile may. Statistics on a sample of 1,200 individuals who answered the GRI survey several times during a period of up to 10 years confirm this observation. The more the Role profile is different from the Natural profile, the more adaptation the person perceives.

Fit with Job Expectations

Whether a person is suitable for a job also depends on whether their adaptive profile aligns with it, which is not just about intelligence, skills, or experience. Instead, it’s about how those other characteristics develop and adapt, as the adaptive profile can reveal. The mismatches seen between the Natural and Role profiles or between the Natural and Effective profiles and the position’s profile^[1] are likely to lead to practical adjustments at the individual level or in the job.

Notes

↑ See some explanations about the adaptive profiles here.

[1] See some explanations about the adaptive profiles here.

[1]

@@ Line 1: / Line 1: @@
-[[File:Profile example_symbol.png|right|400px]]
+=Introduction=
+The measures from the adaptive profile possess several characteristics that are central for understanding, implementing, and managing individual and organizational performance. This note lists and comments on these characteristics.
-The adaptive profiles, shown on the right and measured at GRI, possess several characteristics that are important for understanding, implementing, and managing individual and organizational performance. This note lists and comments on these characteristics.
+=Making Sense of Performance=
+The adaptive profiles inform about how people can best perform in their jobs and how they will likely be more efficient and productive. Thanks to the visual representations, the analysis is immediate and quantifiable. The inverted shape of the adaptive profiles—its symmetry across the average—also instantly tells about the behaviors that will create the opposite effect, that is, inefficiency and lack of productivity.
+When taken at a group level, the information clearly shows how the group functions and the conditions for its efficiency and performance. By aggregating individual results at a group level, it is possible to get a quantified indication of how diverse people are within the group, and how the group may depart from some expected behaviors.
-=Key Characteristics=
+=Adaptive Profiles Characteristicss=
-Six key characteristics that come with the measures by the adaptive profiles are the following:
+The adaptive profiles have eight key characteristics which are the following:
-<ul>
+* '''Quality of the measures'''—what's measured—on how people perform, function, and act, which is at the crossroads of their preferences, interests, mindset, how they think, value, and feel about how they behave, their beliefs about who they are, and how they interact in their environment.
-<li>The nature of the measures, which is behavioral, and therefore, their ability to be observed, shared, and validated.</li>
+* '''Quality of the result'''—the adaptive profile—that allows a concentration of significant meaning and continued learning about people and their organization.
-<li>The concentration of significant meaning in the measures with visual representations allows continued usage and learning alongside other variables to understand people and their organizations.</li>
+* '''Adaptive nature''' of the measures as revealed in the Role profile, for understanding people in context, the energy it takes to adapt, and people's engagement.
-<li>The adaptive qualities of the measures for understanding people in context, their dynamic quality, and the variability of the behaviors being measured.</li>
+* '''Behavioral aspect''' of the measures, and their ability to be observed, learned, shared, and validated.
-<li>The central aspect of the measures on how people perform, function, and act, which is at the crossroads of their preferences, interests, how they think and feel about how they behave, their beliefs about who they are, and how they interact in their environment.</li>
+* '''Accuracy''' of the measures, including their general validity, reliability over time, and predictability.
-<li>The accuracy of the measures, including their validity, reliability, and usefulness for numerous applications.</li>
+* '''Utility''' of the measures in a broad range of applications for recruitment, management, leadership, and organisational development.
-<li>The universality of the measures over time for predicting individual and organizational behaviors.</li>
+* '''Universality''' of the measures. The measures are independent of a person's age, gender, cultural origin, education, skin color, religion, and political affiliation.
-</ul>
+* '''Work-relatedness''' of the measures. The measures apply to any position in organizations, regardless of the industry, country, or hierarchy level.
-=Understanding Adaptation=
+=Making Sense of Other Concepts=
-The measures ultimately invite asking new questions about people and their organizations to perform and adapt their behaviors more effectively. At the same time, the profiles assist whenever it’s needed, in the hands and minds of people and their managers, to improve or help adjust behaviors within the ranges of variability specific to each person.
+By nature, the concepts and adjectives we use to describe people and their behaviors have different meanings. A limited number of factors—in the case of GRI, four—allow us to analyze these concepts and bring accuracy regarding their expression.
-With practice, the measures become a reliable source for understanding people and situations, helping to find new creative solutions for individual and organizational challenges. The solutions can be read in the profiles, which help to better align with people’s resources and behavioral values. The measures are used not only to explain why and how a behavior occurred but also to predict future behaviors, along with the thoughts and feelings associated with them, and possible solutions from teh person's perspective itself.
+The factors were originally evidenced by analyzing a large number of adjectives used to describe behaviors. With these factors and appropriate measurement, we can describe how other concepts are being expressed, such as the way of being creative, delegating, communicating, directing, managing, leading, mentoring, teaching, learning, solving complex problems, etc.
-=Making the Connection with the Job demand=
+=Understanding Adaptation=
-Whether a person is suitable for a job also depends on whether their adaptive profile aligns with their role, which is not just about intelligence, skills, or experience. Instead, it’s about how those other characteristics develop and adapt, which the measures from the adaptive profiles can reveal. The mismatches seen between the Natural and Role profiles or between the Natural and Effective profiles and the position’s profile<ref>[[Performance_at_Heart|See brief explanations about the profiles here.]]</ref> are likely to lead to practical adjustments at the individual level, in the role in their job, their management, with colleagues and reports, for future growth within their current job or in other future job.
+By understanding the energy it takes to adapt and the implications on someone's engagement and productivity, the measures invite asking new questions about how people can better fit and perform in their jobs. The adaptive profiles help people adjust their behaviors within reasonable limits. They inform about how the adaptation will happen and the eventual development and support needed.
-=Seeing the Unseen=
+When analyzing a person's development with the adaptive profiles over time, it becomes evident that the Natural profile doesn't change much, but the Role profile may. Statistics on a sample of 1,200 individuals who answered the GRI survey several times during a period of up to 10 years confirm this observation. The more the Role profile is different from the Natural profile, the more adaptation the person perceives.
-The adaptive profiles, the produced measures or metrics, reveal what would otherwise be unseen and misleading, and reflect a person’s many qualities and growth journey. Other characteristics, such as physical traits, are naturally observable. This is not true for the information shown by the adaptive profiles. The measures provide a standard for comparing behaviors among individuals, including those from different cultures, or between people, jobs, teams, and their organization.
-=Understanding Other Concepts=
-The meaning of adjectives that describe our behaviors is naturally ambiguous. Using factorial analysis with statistics has allowed us to focus on specific factors. In fact, the profiles and concepts created by reducing the lexicon also enable the reconstruction of new 'concentrates' of meaning. This adaptive model can be applied to all types of behaviors, concepts, or other individual characteristics to evaluate them in behavioral and probabilistic terms: such as the way of being creative, delegating, communicating, directing, teaching, learning, solving complex problems, etc.
-=Making Sense of the Adaptive Profiles=
+=Fit with Job Expectations=
-By the limits of variability indicated in the measures, it is possible to focus on individual actions while avoiding strong adaptation and disengagement, which will most probably lead to dissatisfaction and a lack of productivity. When there is interest in improving oneself and an organization's performance, using the adaptive profiles starts to make sense, and their applications are limitless.
+Whether a person is suitable for a job also depends on whether their adaptive profile aligns with it, which is not just about intelligence, skills, or experience. Instead, it’s about how those other characteristics develop and adapt, as the adaptive profile can reveal. The mismatches seen between the Natural and Role profiles or between the Natural and Effective profiles and the position’s profile<ref>[[Adaptive Profile|See some explanations about the adaptive profiles here.]]</ref> are likely to lead to practical adjustments at the individual level or in the job.
 =Notes=