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19:13, 1 October 2025 ‎Ipsativity (hist | edit) ‎[1,766 bytes] ‎Flc (talk | contribs) (Created page with "=Introduction= With assessment techniques, ipsativity refers to the comparisons made between two or more dimensions being measured, rather than comparing them to a larger group, such as what normative approaches do. =Generalities= Ipsativity is intrapersonal as it deals with various attributes of a single individual. The peculiar name “Ipsative” comes from the Latin word ipse, which means "of the self." Ipsative assessments typically ask questions requiring forced...")
05:52, 1 October 2025 ‎Normativity (hist | edit) ‎[2,635 bytes] ‎Flc (talk | contribs) (Created page with " =Introduction= With assessment techniques, normativity refers to the ability of the technique to compare an individual's results to a larger population. Since the word normative sometimes implies specific rules to follow, it’s important to note that “normativity” in assessment only pertains to how data is normalized, eventually using a normal Gaussian distribution, to allow meaningful comparisons with other data of the same category. =Clinical Use= Normative as...")
20:28, 30 September 2025 ‎General disclaimer (hist | edit) ‎[2,935 bytes] ‎Flc (talk | contribs) (Created page with "<div style="text-align:right;">Effective Date: September 1, 2025</div> '''-1- Content Accuracy and Completeness''' The content on this Wiki located at https://wiki.gri.co (the "Wiki"), is provided for general informational purposes only. While we strive to ensure that the information presented is accurate and up-to-date, we make no warranties or representations regarding the completeness, reliability, or accuracy of any information, content, or materials provided on or...")
18:34, 30 September 2025 ‎About (hist | edit) ‎[1,206 bytes] ‎Flc (talk | contribs) (Created page with "GRI's wiki is a collection of articles, notes, and resources shared by the Growth Resources Institute to deepen one's understanding of adaptive profiles and their use for individual and organizational performance. It is also used for research purposes. The wiki includes many aspects related to assessment techniques, personal growth, leadership, management, recruitment, and organizational development. The wiki's content is more technical and theoretical than practical, h...")
18:13, 30 September 2025 ‎Privacy policy (hist | edit) ‎[5,968 bytes] ‎Flc (talk | contribs) (Created page with "Effective Date: September 1, 2025 1. Introduction This Privacy Policy applies to the wiki located at https://wiki.gri.co (the "Wiki"), operated by Growth Resources, Inc., "Our Organization" or "The Community" ("we," "us," or "our"). We are committed to protecting the privacy of your personal information as you use and contribute to our Wiki. This policy explains how we collect, use, and protect your information. By using the Wiki, you agree to the terms of this Privacy...")
05:59, 29 September 2025 ‎Orthogonality (hist | edit) ‎[2,292 bytes] ‎Flc (talk | contribs) (Created page with "In factorial analysis, "orthogonality" refers to variables that are independent and uncorrelated. When two factors are orthogonal, you can study their effects as if they are happening at a right angle to each other, rather than overlapping. This leads to a clearer understanding of each factor's contribution to the outcome. The opposite of orthogonal factors are oblique factors. right|300px Consider the world map on the right. You may like...")
03:14, 28 September 2025 ‎Reference Checks (hist | edit) ‎[3,407 bytes] ‎Flc (talk | contribs) (Created page with "=Introduction= right|400px Reference checks are a technique used to gather information about a candidate from a third party. The goal is to verify details provided by the candidate, such as degrees or previous employment, and to get the opinion of someone who knows the candidate well. According to SRHM, reference checks are a common practice as a screening and selection tool for 92% of organizations in the US. It is frequently used for...")
05:41, 27 September 2025 ‎Utility in Selection (hist | edit) ‎[16,751 bytes] ‎Flc (talk | contribs) (Created page with "=Introduction= The use of assessment techniques hasn’t been studied as much as in selection. In part, that’s because we may continue to nurture the idea of a silver bullet, these magical characteristics that will inform if a candidate can be successful. Reality is a bit more complex and involves the environment as much as the persons themselves. Decades of designing job descriptions and trying to find the best-fit candidates mostly led to deceitful conclusions that t...")
05:08, 26 September 2025 ‎Personality Assessment Story and Prospect (hist | edit) ‎[17,779 bytes] ‎Flc (talk | contribs) (Created page with "=Introduction= right|300px Personality assessments began with modern psychology in the late 1800s to measure people's social behavior and, more broadly, their emotional states, relationships, motivations, interests, and attitudes. Since then, much has changed, making the landscape of personality assessment unrecognizable to those who started it early on. Here is a brief history of what has happened with personality assessments over the...")
05:41, 25 September 2025 ‎Uses Analysis (hist | edit) ‎[19,257 bytes] ‎Flc (talk | contribs) (Created page with "=Introduction= The analysis of the “Use of assessment technique” process was conducted following the recommendations of Miles and Huberman. Observations of uses, their various and presumed effects, and causes were conducted on the large exploration field. The contrasts observed were identified, coded, and transcribed into matrices ordered by concepts or roles using propositions. Propositions were subsumed and grouped. Four cycles of analysis can be identified: * Use...")
05:56, 23 September 2025 ‎Hypotheses Formulation (hist | edit) ‎[29,060 bytes] ‎Flc (talk | contribs) (Created page with "The hypotheses of the general framework were formulated to answer the specific question on the relationship between the “Use of assessment techniques” and “Performance”. The operational content of the theoretical concepts "Use of assessment technique" was clarified during the analysis of the uses by considering nine categories: “Organizational Development”, “Leadership”, “Recruitment”, “Coaching”, “Clinical”, “Entertainment”, “Self and S...")
23:48, 20 September 2025 ‎Adaptation (hist | edit) ‎[10,669 bytes] ‎Flc (talk | contribs) (Created page with "right|350px =Introduction= The Role profile–the graph in the middle of the adaptive profile—portrays how a person perceives the need to adapt. The more different the Role profile is to the Natural (the graph at the bottom), the greater the perceived need for adaptation. Consequently, the Effective behavior (the graph on the top, as in Figure 2) will be different. The arrows and numbers on the right indicate how the person feels eng...")
22:05, 20 September 2025 ‎Factor 2 Impact (hist | edit) ‎[10,756 bytes] ‎Flc (talk | contribs) (Created page with "=Introduction= The four factors of the adaptive profiles influence each other, or in other words, each factor affects the meaning ot the three other factors. This is by this mechanism that the profile with the four factors together acquires many nuances. Here in this article, we review the influence of factor 2. Factor 2 is the one represented in green in this example on the right, with factor 2 being on average (triangle). This article uses GRI’s language on adaptiv...")
00:48, 20 September 2025 ‎Hypotheses Criteria (hist | edit) ‎[4,067 bytes] ‎Flc (talk | contribs) (Created page with "=Introduction= The hypotheses of the GRI research Framework have been developed to address the specific question that concerns the connection between "The Use of Assessment techniques," and "performance". The theoretical concept of "Use of assessment techniques" was defined during the initial phase by analyzing the use of assessment techniques and the nine groups of use: "Organizational Development," "Leadership," "Recruitment," "Coaching," "Clinical," "Entertainment,"...") originally created as "Hypotheses"
04:35, 18 September 2025 ‎Variables and Indicators (hist | edit) ‎[9,866 bytes] ‎Flc (talk | contribs) (Created page with "=Introduction= This document presents the variables and indicators used by the GRI model. Variables and indicators are set after the hypotheses are formulated. The model helps link the use of the independent variable, the use of assessments, with the dependent variable: the performance. The different variables and their indicators are specified, as well as the relationships between the variables. =Model’s Schema= The model presented below was first built from field r...")
01:26, 18 September 2025 ‎GRI General Framework (hist | edit) ‎[6,527 bytes] ‎Flc (talk | contribs) (Created page with "=Introduction= This article presents the model used at GRI for analysing the nature, use, and impact of assessment techniques on an organization's performance. Over the years, we have considered a variety of assessment techniques, including behavior assessments and private techniques (those we use ourselves with our intuition). During our research, we’ve devised the GRI assessment and the adaptive profiles to remove limiting factors uncovered during the first phase o...") originally created as "GRI Research Model"
23:45, 16 September 2025 ‎System 1 versus System 2 (hist | edit) ‎[4,757 bytes] ‎Flc (talk | contribs) (Created page with "=INtroduction= Daniel Kahneman’s book, Thinking, Fast and Slow, is a masterpiece on intuition research and explains how intuition works. The book helps reshape the way we look at people and how they make decisions. As explained by Kahneman, intuition can be considered as two systems that are working in parallel, , System 1 and System 2: * '''System 1''' is automatic, quick, and requires no effort. It’s the “no-brainer” of decision-making. We are at ease with it...")
22:14, 15 September 2025 ‎Management Control System (MCS) Package (hist | edit) ‎[5,157 bytes] ‎Flc (talk | contribs) (Created page with "right|450px =Introduction= A multiple control system package, or MCS package, combines multiple control systems for managing an organization. Rather than relying on one system, an MCS package acknowledges that a mix of approaches must be combined, which includes traditional accounting, administrative rules, and cultural norms. =Generalities= The term "control package" gained significant traction since the 2010s with the work of Malmi an...")
00:53, 13 September 2025 ‎Command and Control Perspective (hist | edit) ‎[7,438 bytes] ‎Flc (talk | contribs) (Created page with "right|600px =Management Control= The traditional, historical, and often implicit understanding of an organization’s performance is that the organization functions like a machine, with its performance measured by efficiency, predictability, and control. With this vision, the goal of the organization is to optimize individual parts and processes to produce a specific, measurable output. Management control, sometimes called "management...") originally created as "Management Control"
21:46, 9 September 2025 ‎Holistic Perspective (hist | edit) ‎[13,081 bytes] ‎Flc (talk | contribs) (Created page with "right|600px =Introduction= The holistic view of performance is a continuation of the cybernetic model, but differs significantly in its focus on the properties of the organization as a whole and emphasizes the relationships and interactions of its parts. This article is on the use of performance measures by holistic models, with an excerpt on Kaplan and Norton’s model. =Generalities= The holistic model includes the second-order feedb...")
02:00, 9 September 2025 ‎Cybernetic Perspective (hist | edit) ‎[10,752 bytes] ‎Flc (talk | contribs) (Created page with "right|600px =Introduction= While traditional management systems rely on a top-down, command-and-control hierarchy, cybernetic models view an organization as a self-regulating system that uses feedback to maintain its goals. Performance measurement is seen as an important component of cybernetic models that include goal setting and predictive models to facilitate decisions of alternative actions. =Generalities= The origin of the cyber...")
19:43, 28 August 2025 ‎PCM (hist | edit) ‎[2,898 bytes] ‎Flc (talk | contribs) (Created page with "=Generalities= PCM (Process Communication Model) is the brainchild of American researcher of transactional analysis and clinical psychologist Taibi Kahler in the 1970s. PCM is maintained and distributed by Kahler Communications, Inc., based in Nashville, Tennessee. Kahler worked on distress behaviors possessed by everyone and identified conditions that individuals need to thrive. He evidenced six personality types that people can connect to and can lead to positive chan...")
19:16, 28 August 2025 ‎Fascinate (hist | edit) ‎[6,551 bytes] ‎Flc (talk | contribs) (Created page with "=Generalities= The Fascinet assessment was devised by Sally Hogshead. It is published by Fascinate, Inc. based in Orlando, Florida. The system was formerly known as Anthem. The author explains that the system was based on branding rather than psychology, on how others see you rather than how you see yourself. The system not only promotes self-awareness but also enables everyone to value and brand themselves according to their personality and how they present themselves....")
18:24, 28 August 2025 ‎API Potential (hist | edit) ‎[1,604 bytes] ‎Flc (talk | contribs) (Created page with "=Generalities= The Applicant Potential Inventory (API) is distributed by FifthTheroy LLC based in Chicago, USA [2025. It was formerly published by Pearson Reid, London House, UK [2006]. The API was initially created in the 1980s. It is one of 400 proprietary assessments, as well as other assessments built on demand by FifthTheory, designed to measure personality dimensions in the workplace, including those relevant to jobs in security and healthcare. =Assessment=...")
18:15, 28 August 2025 ‎API Krug (hist | edit) ‎[2,878 bytes] ‎Flc (talk | contribs) (Created page with "=Generalities= API stands for Adult Personality Inventory, not to be confused with the assessment of the same name, standing for Applicant Potential Inventory. The API was developed by Samuel E. Krug in 1984. Krug is a psychometrician and founder of Metritech based in Champaign, Illinois. API was distributed by the Buros Institute, Secure Point, and a few other distributors [2006]. PSI Services LLC published it. The publication was discontinued in February 2020. =Asse...")
18:11, 28 August 2025 ‎AlterEgo (hist | edit) ‎[1,103 bytes] ‎Flc (talk | contribs) (Created page with "=Generalities= AlterEgo was created in 1994 and distributed by ECPA, Paris, France. The company was later acquired by Pearson. The test was popular in France in the 1990s. Its publication was later discontinued. =Assessment= AlterEgo used to measure five factors corresponding to the Big Five theory when it was devised, with labels that have evolved since then and conveyed different meanings. The administration time is 20 to 30 min for a forced-choice questionnaire comp...")
05:55, 28 August 2025 ‎Working Genius (hist | edit) ‎[200 bytes] ‎Flc (talk | contribs) (Created page with "This assessment technique has already been reviewed at GRI, but we haven't published about it yet. Email us at contact@gri.co if you are interested in the results. Category:Personality Assessment")
05:54, 28 August 2025 ‎WWT (hist | edit) ‎[200 bytes] ‎Flc (talk | contribs) (Created page with "This assessment technique has already been reviewed at GRI, but we haven't published about it yet. Email us at contact@gri.co if you are interested in the results. Category:Personality Assessment")
05:53, 28 August 2025 ‎PI (hist | edit) ‎[200 bytes] ‎Flc (talk | contribs) (Created page with "This assessment technique has already been reviewed at GRI, but we haven't published about it yet. Email us at contact@gri.co if you are interested in the results. Category:Personality Assessment")
05:08, 28 August 2025 ‎Business Chemistry (hist | edit) ‎[200 bytes] ‎Flc (talk | contribs) (Created page with "This assessment technique has already been reviewed at GRI, but we haven't published about it yet. Email us at contact@gri.co if you are interested in the results. Category:Personality Assessment")
03:26, 28 August 2025 ‎AcuMax (hist | edit) ‎[2,428 bytes] ‎Flc (talk | contribs) (Created page with "=Generalities= The AcuMax Index (sometimes referred to as AI) was devised by Jay Hawreluk at the end of the 1990s. The company AcuMax, which publishes and distributes the Acumax Index, is based in Dearborn, Michigan. =Assessment= The assessment format is an adjective list with two questions, one about oneself and the other about adapting to the environment. The result is four core factors called A, B, C, D, with two profiles referred to as the “Natural Self” and...")
23:30, 27 August 2025 ‎41q (hist | edit) ‎[1,181 bytes] ‎Flc (talk | contribs) (Created page with "=Generalities= 41q is a free online personality test that the publisher says was devised from Jung’s personality theory and the four types of the Myers-Briggs. The publisher further asserts that the calculation of the relationship compatibility match is inspired by the theory of Socionics and Antoni Kepinski’s theory of information metabolism. A Swedish company publishes the survey. =Assessment= The assessment is a forced-choice questionnaire. Participants are as...")
23:17, 27 August 2025 ‎16 Personalities (hist | edit) ‎[8,417 bytes] ‎Flc (talk | contribs) (Created page with "=Generalities= 16 Personalities is a free online test, as well as a low-cost option. The theory originates from the MBTI, from which 16 Personalities borrowed its four dimensions, adding a fifth one. The publisher MyPersonality is based in Los Angeles, California. =Assessment= The 16 Personalities test consists of 60 distinct statements, such as “You see meaning in the little things around you” that participants score on a five-point Likert scale. The publisher s...")
17:49, 26 August 2025 ‎Disruptive vs Normative Behaviors (hist | edit) ‎[11,996 bytes] ‎Flc (talk | contribs) (Created page with "right|450px The indications below aim to give general information on the profiles and behaviors analyzed with a factor-based approach, with two fundamental tendencies: normative behaviors versus disruptive behaviors. =Disruptive Behaviors= For these disruptive behaviors, factor 1 is High (to the right), and factor 4 is Low (to the left) and lower than factor 1 (to the left). Cf. Figure 1. center|400px Fig...")
05:37, 18 August 2025 ‎Interviews (hist | edit) ‎[8,867 bytes] ‎Flc (talk | contribs) (Created page with "=Introduction= right|400px Remote or in-person contact during an interview is undoubtedly the most natural way of getting to know people. The purposes of the interviews are multiple. They can, for example, be used to collect information and descriptions for a selection, serve as a support for an orientation advice, or be part of a performance review. =Generalities= The interview process varies greatly. Some interviews only last five...")
18:03, 17 August 2025 ‎Biodata and Resume (hist | edit) ‎[10,947 bytes] ‎Flc (talk | contribs) (Created page with "=Introduction= right|550px Biodata refers to a person’s historical information. This is the generic term for online resume, such as those from LinkedIn, a curriculum vitae in PDF or paper format, a personal website, or digital biodata from social websites. Biodata is also collected from HRM websites as part of a recruitment process. =Generalities= The information collected is either structured, as is the case when collected with for...")
04:47, 17 August 2025 ‎Assessment Techniques - Characteristics (hist | edit) ‎[13,398 bytes] ‎Flc (talk | contribs) (Created page with "=Introduction= right|550px This article analyzes the characteristics of assessment techniques and the role of personality in their use and effect on performance. =Assessment Techniques= We’ve identified 21 techniques that are used to assess people in organizations and for a variety of applications such as recruitment, coaching, or management. Those techniques were regrouped under four categories: parallel techniques, semi-formal techniqu...")
06:05, 16 August 2025 ‎Assessment Techniques (hist | edit) ‎[15,576 bytes] ‎Flc (talk | contribs) (Created page with "right|450px This article examines how assessment techniques are categorized. In GRI’s research model, assessment techniques are analyzed along with their usage and impact on performance as the diagram on the right suggests. Here, the focus is on the characteristics and qualities of the assessment techniques. =Generalities= Assessment techniques are used for understanding people, including ourselves, and our organisations. Since the adve...")
19:13, 13 August 2025 ‎Operationalizing Performance (hist | edit) ‎[4,615 bytes] ‎Flc (talk | contribs) (Created page with "right|400px The adaptive profiles possess several characteristics that are important for understanding, implementing, and managing individual and organizational performance. The six key characteristics of the measures included in the profiles are the following: <ul> <li>The behavioral nature of the measures and, therefore, their ability to be observed, shared, and learned from.</li> <li>The capacity to concentrate significant meaning...")
17:43, 13 August 2025 ‎Adaptive Profile (hist | edit) ‎[6,825 bytes] ‎Flc (talk | contribs) (Created page with "right|450px Individual performance is modeled by adaptive profiles that are made up of three graphs, like the one on the right. right|400px =What the Profiles Tell= The profile informs about a person’s most natural way to perform (Natural, the graph at the botom), the perception to adapt to the environment (Role, the graph in the middle) and how both graphs translate into the effective way to pe...") originally created as "Performance at Heart"
17:03, 13 August 2025 ‎Challenges with Performance (hist | edit) ‎[6,355 bytes] ‎Flc (talk | contribs) (Created page with "right|450px There is little consensus on the concept of performance. Its multiple definitions and shifting aspects are problematic. =Generalities= The notion of performance covers certain necessities. It is well related to the notion of achieving objectives and constraints<ref>Simon, H. A. (1964). Theories of Bounded Rationality. CIP Working Paper #66. Carnegie Institute of Technology.</ref>. Five points of consensus in performance resea...") originally created as "Performance Challenges as a Construct"
21:47, 12 August 2025 ‎Performance Models (hist | edit) ‎[9,840 bytes] ‎Flc (talk | contribs) (Created page with "Assessing Performance The concept of performance is consistently present in organizations, both in practice and theory. It is this concept that has guided our work at GRI. Can people and organizations better perform with better assessment techniques, and how so? And how should we define performance? To the first question, in short, better assessing people’s social behaviors has provided invaluable insights and new methods to improve individual performance, as well a...") originally created as "Assessing Performance"
23:28, 11 August 2025 ‎Efficiency versus Performance (hist | edit) ‎[5,145 bytes] ‎Flc (talk | contribs) (Created page with "Performance and efficiency are often used interchangeably, but performance involves understanding the result being achieved, while efficiency does not, and instead emphasizes the resources used to produce that result. When the two meanings are combined, it mixes the two notions of producing according to expectations, while getting maximum output with minimum expense. When a car’s engine performs, this means it delivers the power, speed, or other metrics expected from...") originally created as "Performance versus Efficiency"
19:17, 11 August 2025 ‎Organization Metaphors (hist | edit) ‎[4,529 bytes] ‎Flc (talk | contribs) (Created page with "Here is a list of metaphors used for helping understand organizations, their components, relationships, and people, and a particular focus on some of those components depending on the situation. ===Organization as a healthy entity<ref>Bennis, W. G. (1962). Towards a “truly” scientific management: The concept of organization health. Industrial Management Review, 4(1), 1–28.</ref>=== Organizations are healthy, organic, living entities that have three key characteri...") originally created as "Organization Metaphores"
23:25, 8 August 2025 ‎Organizational Performance Measurement (hist | edit) ‎[12,732 bytes] ‎Flc (talk | contribs) (Created page with " right|600px GRI adaptive profiles measure people’s unique ways of performing, acting, and how the environment influences them to adapt and get engaged. The profiles can also be used to convey the general behavior of a team, department, or an entire organization. The shortcomings or functional problems of an organization can be highlighted by taking into account the behavioral requirements of its market, the internal needs of the or...") originally created as "Organizational Performance - Its Measurement"
22:17, 6 August 2025 ‎Non Performance (hist | edit) ‎[4,139 bytes] ‎Flc (talk | contribs) (Created page with "right|600px Non-Performance is one of seven approaches used to manage individual and organizational performance that we've identified at GRI. The non-performance model is defined on the assumption that it is easier, more precise, consensual, and beneficial to address performance by problems and faults than by skills and performance criteria<ref>Cameron, K. S. (1984). The Effectiveness of Ineffectiveness. Research in Organizationa...")
19:35, 6 August 2025 ‎Performance by Values (hist | edit) ‎[23,824 bytes] ‎Flc (talk | contribs) (Created page with "right|600px Individual preferences and values offer a distinct way to analyse an organization’s performance compared to other approaches on systems and objectives. At an individual level, values are typically defined as the fundamental principles, beliefs, and ideals that a person holds as important in their life. At an organizational level, they are the set of core beliefs and principles that an organization considers important to guid...")
18:47, 6 August 2025 ‎Systems' Performance (hist | edit) ‎[14,591 bytes] ‎Flc (talk | contribs) (Created page with "Performance by systems is one of seven approaches used to manage individual and organizational performance that we've identified at GRI. Systems-based or systemic performance models emphasize the importance of an organization's means, such as inputs, outputs, resource acquisition, and processes. The design of the organization is based on an open system approach; inputs, transformation processes, and outputs are viewed as parts of a whole rather than independent component...") originally created as "Performance by Systems"
15:49, 6 August 2025 ‎Objectives or Goals (hist | edit) ‎[3,111 bytes] ‎Flc (talk | contribs) (Created page with " While people often use "goals," "objectives," or even "targets" interchangeably, especially in casual conversation, there are distinct differences in their semantics within the context of Organizational Development (OD). The concepts work together in a hierarchical way and serve different purposes. ==Goals== A goal is a broad, long-term, and overarching statement that describes an organization's desired future state or outcome. Goals provide direction and purpose, al...")
00:27, 6 August 2025 ‎Performance by Objectives (hist | edit) ‎[14,495 bytes] ‎Flc (talk | contribs) (Created page with "right|600px Different types of goal-oriented performance models are anlyzed in this document. The models mostly differ in their level of focus: some are about reaching a future state, while others concentrate on immediate operational goals. The performance by objective typically relates to the first option, which provides guidance for the organization. After the orientation and objectives are established, performance can be assess...")