Adaptive Profile: Difference between revisions
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The conciseness of the profiles has proven its advantage for efficiently learning, memorizing, and continuing to use the information from the profiles on people and jobs whenever needed: What’s expected in the job that can be found in people? What energy does it take to adapt to the job or a situation? The comparisons and answers are immediate. Each of the four factors adds meaning to the three others. The four factors combine in the profile, bringing many nuances that would be impossible with a different representation. | The conciseness of the profiles has proven its advantage for efficiently learning, memorizing, and continuing to use the information from the profiles on people and jobs whenever needed: What’s expected in the job that can be found in people? What energy does it take to adapt to the job or a situation? The comparisons and answers are immediate. Each of the four factors adds meaning to the three others. The four factors combine in the profile, bringing many nuances that would be impossible with a different representation. | ||
Our brain interprets symbols by processing them instantly with all the information attached to them, along with other information and their context. As we have studied at GRI, the data conveyed by the profiles rapidly becomes extensive. With | Our brain interprets symbols by processing them instantly with all the information attached to them, along with other information and their context. As we have studied at GRI, the data conveyed by the profiles rapidly becomes extensive. With the profiles, once learned, users can enhance the quality of their judgment whenever necessary, which, with people, can be constant, especially in management. The visual condensed representation is the most powerful aspect of the measure. | ||
Reports cannot provide the conciseness that adaptive profiles do. Personality assessment narratives are typically repetitive, using the same information to analyze various traits and types. Important nuances cannot be memorized and used along with other information. Reports don’t allow easy comparisons; profiles do. | |||
Measures of traits presented with scatter charts or pies distort the result within their continuum, which usually starts from 0 and goes up to a higher value, such as 10. The distortion is even worse for typologies, with no intensity at all being measured, which doesn't reflect common observations. Measures of factors in the adaptive profiles show along a standard deviation continuum and don't have the above-mentioned issues. Measures on the extremes to the left and to the right, at four standard deviations from the mean, are so rare that capping them doesn't affect their meaning and use. | |||
=The Same Happened with Other Measures= | =The Same Happened with Other Measures= | ||
Revision as of 18:42, 11 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 Adaptive Profile Tells
The adaptive profile tells about a person’s most natural way to perform (the Natural, the graph at the bottom), the perception to adapt to the environment (the Role, the graph in the middle) in a way that's engaging or not (the numbers and arrow on the right), and how the person effectively performs (Effective, the graph on the top).
The Effective on top represents behaviors that will most probably be observed. The Role cannot be observed since it's a perception, and the Natural may eventually be observed by knowing the person in different contexts over time. Importantly, the Natural profile indicates the person's behavior in flow.
Each graph shows four factors (the four small dots in each graph) and scales (the rectangles 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, act, and adapt. Depending on your experience of other measures and concepts, the measures can also be understood as a representation of a person’s mindset, preferences, and (behavioral) values. A profile has intensity: people express their behaviors more or less visibly and intensely. What is measured is not personality traits or types, although those concepts can be inferred from the adaptive profiles, but rather how people function.
Why Using Profiles?
Measures comparable to the GRI are usually represented in various formats, such as reports, histograms, scatter charts, or pies. The different formats are combined in reports.
The conciseness of the profiles has proven its advantage for efficiently learning, memorizing, and continuing to use the information from the profiles on people and jobs whenever needed: What’s expected in the job that can be found in people? What energy does it take to adapt to the job or a situation? The comparisons and answers are immediate. Each of the four factors adds meaning to the three others. The four factors combine in the profile, bringing many nuances that would be impossible with a different representation.
Our brain interprets symbols by processing them instantly with all the information attached to them, along with other information and their context. As we have studied at GRI, the data conveyed by the profiles rapidly becomes extensive. With the profiles, once learned, users can enhance the quality of their judgment whenever necessary, which, with people, can be constant, especially in management. The visual condensed representation is the most powerful aspect of the measure.
Reports cannot provide the conciseness that adaptive profiles do. Personality assessment narratives are typically repetitive, using the same information to analyze various traits and types. Important nuances cannot be memorized and used along with other information. Reports don’t allow easy comparisons; profiles do.
Measures of traits presented with scatter charts or pies distort the result within their continuum, which usually starts from 0 and goes up to a higher value, such as 10. The distortion is even worse for typologies, with no intensity at all being measured, which doesn't reflect common observations. Measures of factors in the adaptive profiles show along a standard deviation continuum and don't have the above-mentioned issues. Measures on the extremes to the left and to the right, at four standard deviations from the mean, are so rare that capping them doesn't affect their meaning and use.
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.