Performance at Heart: Difference between revisions
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[[File:Profile example_symbol.png|right| | [[File:Profile example_symbol.png|right|400px]] | ||
This article presents key characteristics of the adaptive profiles like this one on the right, which are assessed by the GRI’s survey, and represents a person’s individual performance in context. The measures are pivotal for a more objective understanding of people, and for applying this understanding at a job and organizational levels as well. | |||
=What the Profiles Tell= | =What the Profiles Tell= | ||
The adaptive profiles inform about a person’s most natural way to perform (Natural, the graph at the bottom), the perception to adapt to the environment (Role, the graph in the middle) and how both graphs translate into the effective way to perform (Effective, the graph on the top), the behaviors that will most probably be observed. | The adaptive profiles inform about a person’s most natural way to perform (Natural, the graph at the bottom), the perception to adapt to the environment (Role, the graph in the middle) and how both graphs translate into the effective way to perform (Effective, the graph on the top), the behaviors that will most probably be observed. | ||
Each graph shows four factors (the four small dots) and scales (above and below the graphs) that indicate | Each graph shows four factors (the four small dots in each graph) and scales (above and below the graphs) that indicate how intense and predictable a person is. An adaptive profile represents a person’s way to think, feel, and act. Depending on your experience of other concepts, the profile can also be understood as a visual representation of a person’s mindset, preferences, and (behavioral) values. | ||
A profile has intensity and direction. It’s not about personality traits or types, although those concepts can be inferred from the adaptive profiles, but about how people function. | |||
Additionally the profile informs about how a person adapts to their job in a way that’s engaging or not (the numbers and arrow on the right of the profile). | |||
=Looking Beyond Obvious Characteristics= | =Looking Beyond Obvious Characteristics= | ||
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What happens with the measures provided by the adaptive profiles is no different from other measures of, let’s say, time, temperature, distance, and weight, once their measurement is available with an instrument and can be trusted. Their results can be used in a way that enhances the objectivity of the concepts being measured and allows for their use in ways that were not possible before. | What happens with the measures provided by the adaptive profiles is no different from other measures of, let’s say, time, temperature, distance, and weight, once their measurement is available with an instrument and can be trusted. Their results can be used in a way that enhances the objectivity of the concepts being measured and allows for their use in ways that were not possible before. | ||
Of critical importance is the quality and practicality of the measure, which are discussed in other articles. Operationalizing | Of critical importance is the quality and practicality of the measure, which are discussed in other articles. Operationalizing performance with the adaptive profiles allows for viewing the various existing performance models from a new perspective and making the most of them.<ref>[[Performance_Models|See here about different performance models.]]</ref>. | ||
=Relearning Performance= | =Relearning Performance= | ||
Like any | Like with any instrument, trusting their metrics and utility when you use them for the first time requires envisioning their benefits. Having a more objective understanding of how people function, behave, and adapt with the adaptive profiles opens new perspectives at an individual and organizational level. The profiles can help improve individual performance, while also boosting a group's overall performance, improving the communication and decision-making within the group, reducing its chance of underperforming, and benefiting each of its stakeholders in return. | ||
=Notes= | =Notes= | ||
Latest revision as of 05:06, 10 September 2025
This article presents key characteristics of the adaptive profiles like this one on the right, which are assessed by the GRI’s survey, and represents a person’s individual performance in context. The measures are pivotal for a more objective understanding of people, and for applying this understanding at a job and organizational levels as well.
What the Profiles Tell
The adaptive profiles inform about a person’s most natural way to perform (Natural, the graph at the bottom), the perception to adapt to the environment (Role, the graph in the middle) and how both graphs translate into the effective way to perform (Effective, the graph on the top), the behaviors that will most probably be observed.
Each graph shows four factors (the four small dots in each graph) and scales (above and below the graphs) that indicate how intense and predictable a person is. An adaptive profile represents a person’s way to think, feel, and act. Depending on your experience of other concepts, the profile can also be understood as a visual representation of a person’s mindset, preferences, and (behavioral) values. A profile has intensity and direction. It’s not about personality traits or types, although those concepts can be inferred from the adaptive profiles, but about how people function.
Additionally the profile informs about how a person adapts to their job in a way that’s engaging or not (the numbers and arrow on the right of the profile).
Looking Beyond Obvious Characteristics
The information from the adaptive profiles focuses on individual performance, offering a perspective on people that goes beyond their interests, skills, and intellect. It considers how they fully function, thinking, feeling, and behaving within the context of their unique experiences and environment. By helping people get into their flow state, adapt to the environment in an engaging way, and clearly identify how they will underperform, the adaptive profiles redefine how individuals and their organizations can enhance performance. The practicality of this information makes it applicable in many settings close to where decisions and actions regarding people are made.
The Same Happened with Other Measures
What happens with the measures provided by the adaptive profiles is no different from other measures of, let’s say, time, temperature, distance, and weight, once their measurement is available with an instrument and can be trusted. Their results can be used in a way that enhances the objectivity of the concepts being measured and allows for their use in ways that were not possible before.
Of critical importance is the quality and practicality of the measure, which are discussed in other articles. Operationalizing performance with the adaptive profiles allows for viewing the various existing performance models from a new perspective and making the most of them.[1].
Relearning Performance
Like with any instrument, trusting their metrics and utility when you use them for the first time requires envisioning their benefits. Having a more objective understanding of how people function, behave, and adapt with the adaptive profiles opens new perspectives at an individual and organizational level. The profiles can help improve individual performance, while also boosting a group's overall performance, improving the communication and decision-making within the group, reducing its chance of underperforming, and benefiting each of its stakeholders in return.