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Individual Effectiveness and Career Success

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Identify career path preferences, how to be more effective in communication, improve work-relationships, discover need for change and its career implications, leadership potential and development needs, etc. Your motivational patterns are the key to individual effectiveness and your career success.

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Individual Effectiveness and Career Success

  1. 1. Inventory for Work Attitude and Motivation (iWAM) for Individual Career Success “ Mapping the New Landscape of Human Performance”
  2. 2. How the iWAM helps your career success <ul><li>Identify job and role matches </li></ul><ul><li>Work design and career planning </li></ul><ul><li>Training & development needs </li></ul><ul><li>Team fit and ideal roles in a team </li></ul><ul><li>Resolve and prevent conflict </li></ul><ul><li>Coaching areas </li></ul><ul><li>Leadership potential and development plan </li></ul><ul><li>Organizational culture matches </li></ul><ul><li>Persuasive communication </li></ul><ul><li>Change needs, “Job Clock” </li></ul><ul><li>Language of influence </li></ul><ul><li>Improved relationships, reduced stress </li></ul><ul><li>Learn effective self-motivation </li></ul>Mapping the New Landscape of Human Performance
  3. 3. What we measure: Motivational and Attitudinal Patterns <ul><li>What we call Motivational and Attitudinal Patterns (MAPs) are often called “Metaprograms” in the realm of cognitive psychology. </li></ul><ul><li>These patterns are unconscious filter/translators that are part of how we construct and confirm our model of the world. </li></ul><ul><li>Since these patterns are a major determinate of what we perceive at any given time, they impact directly how we interact with ourselves, others, and the world around us. </li></ul><ul><li>Although Motivational and Attitudinal Patterns (MAPs) are universally shared, the way we apply them varies from person-to-person and context-to-context . </li></ul>Mapping the New Landscape of Human Performance
  4. 4. How Does the iWAM Work? <ul><li>The roots of the Inventory for Work Attitude and Motivation (iWAM) are in the field of cognitive psychology in the study of the relationship between language and behavior . </li></ul><ul><li>Individuals store in memory and retrieve experience on the basis of language. Our stored experiences include both facts (information) and emotions (feelings). </li></ul><ul><li>Early research in the field revealed that people who use certain kinds of language patterns tend to exhibit certain kinds of behavior patterns; that is, similar language manifests in similar behavior. </li></ul><ul><li>There is a direct link between language and behavior in a context—similar language manifests in similar behavior! </li></ul>Mapping the New Landscape of Human Performance
  5. 5. Language and Motivation <ul><li>Words can incite physical and emotional reactions </li></ul><ul><li>Words and phrases serve as verbal triggers or “hot buttons” </li></ul><ul><li>If a “hot button” is activated by language or a situation, it can: </li></ul><ul><ul><li>Motivate us to action (get us going) in the desired direction; </li></ul></ul><ul><ul><li>Keep us from being motivated by something; or </li></ul></ul><ul><ul><li>Motivate us in the opposite direction of the desired action. </li></ul></ul>Mapping the New Landscape of Human Performance
  6. 6. Importance of Motivation & Attitude <ul><li>Motivational and Attitudinal Patterns are part of our behavioral habits that impact thinking , decision making , and behaving by helping us manage our experiences. </li></ul><ul><li>Motivational and Attitudinal Patterns help us manage experiences by: </li></ul><ul><ul><li>Filtering what goes on around us (Admit vs. Block) </li></ul></ul><ul><ul><ul><li>Translating the “Admits” into our sense of “reality” </li></ul></ul></ul><ul><li>Motivational and attitudinal patterns are very powerful influences on personality, emotions, competencies, and the resulting behavior from all of these factors. In the end, our behavior is what determines our performance . </li></ul><ul><li>As a result of the connections and relationships, motivational and attitudinal patterns turn out to be a major force in predicting performance levels in given contexts. </li></ul><ul><li>In spite of their importance, motivational and attitudinal patterns are relatively “invisible” to the person and “off the radar” of human resource and organization development specialists in North America. </li></ul>Mapping the New Landscape of Human Performance
  7. 7. The Visible and the Invisible <ul><li>Visible Behavior 10% </li></ul>Mapping the New Landscape of Human Performance Values Motivation Vision Goals Work Attitudes Actions/Words Mission Invisible Factors – 90% The iWAM Preferences Abilities & Competencies
  8. 8. Basic Assumptions <ul><li>All behavior is motivated. </li></ul><ul><li>Motivation and attitude are not abilities. </li></ul><ul><li>Abilities/Competencies determine whether you can do something; motivation and attitude influence whether you want to do it . </li></ul><ul><li>You are not likely to be able to perform an act that requires an ability you do not have, but you can behave in ways that are contradictory to your motivational and attitudinal patterns in a context if you choose to do so—you can override your predominant desire. </li></ul><ul><li>If you are in a situation that requires you to behave, for a long period of time, in ways that contradict what you want to do, it will consume more energy than if you were doing what you want to do and will be de-motivating . </li></ul>Mapping the New Landscape of Human Performance
  9. 9. MAPs and the Role of Context <ul><li>“ Context” = Frame of reference we put around a situation. </li></ul><ul><li>We put different frames around different life situations and roles (e.g., job, recreation, family, play). </li></ul><ul><li>The different frames or contexts may have an impact on our motivational and attitudinal patterns . </li></ul><ul><li>As a result, we may be motivated to behave in different ways in different situations. </li></ul><ul><li>To understand someone’s behavior, we have to understand the context (framework) within which he or she is operating and the motivational and attitudinal patterns associated with that context. </li></ul>Mapping the New Landscape of Human Performance
  10. 10. MAPs and Performance <ul><li>Performance is impacted by motivation and attitude. </li></ul><ul><li>Certain jobs and roles require certain kinds of motivational and attitudinal patterns. </li></ul><ul><li>Assuming you have the ability, the more closely your motivational and attitudinal patterns match the requirements of a role: </li></ul><ul><li>(a) the more you are motivated to perform that role, and </li></ul><ul><li>(b) the better you are likely to be in that role. </li></ul><ul><li>In working with others, the extent to which you understand your MAPs in a context and how those MAPs match with or differ from others’ , the more effective you can be in having a successful relationship and in creating positive outcomes. </li></ul>Mapping the New Landscape of Human Performance
  11. 11. The Performance Formula Mapping the New Landscape of Human Performance <ul><li>The Performance Formula, supported by research, shows that MAPs, Criteria (that include our values, goals and beliefs), and Abilities/Competencies interact to create behavior that generates Results or Outcomes. </li></ul><ul><li>The more you understand which factors influence performance in what ways, the more effective you will be in predicting and managing performance and results. </li></ul><ul><li>MAPs are the key to understanding to what extent and how motivation and attitude drive performance. </li></ul>Motivation & Attitudes X Criteria (Values, Goals, & Beliefs) X Abilities & Competencies = Results
  12. 12. The Performance Model Emotions Context (Role/Job) Relationships  Expectations  Challenges  Tasks  © 2008-2009 Institute for Work Attitude & Motivation = My Reality Motivation & Attitudes I n t e r p r e t = My Decision Values, Beliefs & Goals E v a l u a t e Culture of the Country  Environment  Organizational Culture Background  Demographics  Personality Abilities & Competencies A c t
  13. 13. Performance Model Explanations <ul><li>High-Level Influences on the Individual (The Milieu) : A major force on an individual is the milieu in which the person lives including the country culture , environment (physical/economic/etc.) and the organizational culture in which he or she works. </li></ul><ul><li>Personal Influences on the Individual (Background, Personal Characteristics, and Personality) : Research indicates that factors such as family history and characteristics such as marital status as well as what we call personality all have some influence on an individual’s behavior and performance. The group of factors is shown in the model, but not a core component of the model because there is no evidence in current research that any of these factors across a group have as much impact on an individual as those shown. </li></ul><ul><li>Influence of the Setting on the Individual – The Context : Context, in this case, refers to the individual’s life situation or setting at the moment. It can be work, family, play, etc. Context has a significant impact on the first stage of the model. Unlike more stable characteristics like personality or intelligence, motivational and attitudinal patterns may shift with context. Patterns for high performers in one role may not be the same as those in another role. The same goes for an organization. High performers in a role in one organization may not have the same patterns as their counterparts in another organization. To understand fully one’s performance, it is necessary to understand the context in which the person works. </li></ul><ul><li>Motivational & Attitudinal Patterns : The first stage of the 3-stage performance process is the one in which we translate the experience around us into our personal definition of “reality.” The process involves filtering that experience such that some gets processed and other parts ignored and interpretation where we put our “meaning” around the experience. This is a powerful “upstream” contributor to much of the motivation that leads to performance. </li></ul><ul><li>Criteria – Values, Beliefs, Goals, etc. : In this stage, we evaluate “reality” make decisions and judgments about whether the experience we are having is important to us, aligns with our values, goals, and other criteria, or fit with our beliefs. This evaluation and decision process influences our actions or reactions to a given situation or experience. </li></ul><ul><li>Taking Action : This is where we act on or respond to the situation we just evaluated. We always take action even if the action is only a thought. When we act, we choose from the storehouse of knowledge and skills we possess. The more knowledge and skills we possess, the more options we have for responding. Note, however, that at the “action” stage, our competencies and abilities are all “downstream” from our motivational and attitudinal patterns, criteria, and emotions. </li></ul><ul><li>Emotions : Our emotions may play an important role in the overall process. Emotions can both impact and be impacted by our motivational and attitudinal patterns and our criteria. In addition, the field of emotional intelligence (EQ) demonstrates how our emotions can have a major impact how we access and take advantage of our abilities. </li></ul><ul><li>Outcome (Performance) : The outcome represents that effect of all that influenced us on the way to action. Each element of the Performance Model contributes to the result—yet, no single element is sufficient in and of itself to account entirely for the outcome. The key is to understand which variable or variables in the model account for what proportion of the performance in a given role in a given context (organization). </li></ul>Mapping the New Landscape of Human Performance
  14. 14. Measuring Motivation and Attitude: the iWAM Assessment <ul><li>The Inventory for Work Attitude and Motivation (iWAM) is a unique, online assessment tool that measures motivational and attitudinal patterns (MAPs) </li></ul><ul><li>The iWAM consists of 40 questions, can be completed in 20-30 minutes </li></ul><ul><li>iWAM is reported in 48 scales! </li></ul><ul><li>The iWAM was developed in the United States, is used globally, and is available in multiple languages </li></ul><ul><li>iWAM reports are applicable to individuals , but also for two people, teams, and organizations </li></ul><ul><li>The iWAM can be scheduled, completed, scored, and printed in less than an hour ! </li></ul><ul><li>Compared to other assessments, the iWAM has a wider range of applications to improve performance: increase self-awareness, improve work relationships and communication, learn motivational language, indentify jobs matching interests, reveal strengths and challenges for certain roles or careers. </li></ul>Mapping the New Landscape of Human Performance
  15. 15. Examples of Motivational and Attitudinal Patterns the iWAM Measures <ul><li>Proactive : Does the individual want to take initiative or make things happen? </li></ul><ul><li>Goal Orientation : Does this person want and need goals in his/her work? </li></ul><ul><li>Decisions : Does this person want to make her/his own decisions or get input? </li></ul><ul><li>Task Orientation : Will he or she look for alternatives or prefer to follow procedures? </li></ul><ul><li>World View: Does this person want to see the big picture or pay attention to detail? </li></ul><ul><li>Communication: Gives more attention to words (content) or non-verbal behavior? </li></ul><ul><li>Work Environment: Does she prefer to work alone or have lots of contact with people? </li></ul><ul><li>Responsibility: Does he want sole responsibility or to be more of a team player? </li></ul><ul><li>Time Orientation: Is the individual’s attention on the past, present, and/or future? </li></ul><ul><li>Convincer Data: What is the best way to provide information to convince this person? </li></ul><ul><li>Rules : How much will this person want to follow the rules? To accept diversity? </li></ul><ul><li>. . . and much more…! </li></ul>Mapping the New Landscape of Human Performance
  16. 16. What makes the iWAM unique? <ul><ul><li>No other test measures motivational and attitudinal patterns (MAPs) </li></ul></ul><ul><ul><li>Powerful predictor of performance in a job: 40-60% as opposed to 15-30% or even less like other factors measured by other tests </li></ul></ul><ul><ul><li>Context specific /sensitive results – more applicable in work-context and business environment than general factors </li></ul></ul><ul><ul><li>A lot more information – 48 categories/patterns measured as opposed to 4 or 8 (it does not “put people in a box”) </li></ul></ul><ul><ul><li>Report options (individual, paired comparison, team reports, etc.) </li></ul></ul><ul><ul><li>Provides interpretive reports and the influence language for MAPs </li></ul></ul><ul><ul><li>Comparison to a standard group using relative percentages is available besides the absolute scores for personal analysis, answers ‘ How do other people see us? How do MAPs impact us?’ </li></ul></ul>Mapping the New Landscape of Human Performance
  17. 17. iWAM Workshop Content <ul><li>iWAM Assessment conducted online prior to workshop </li></ul><ul><li>Each individual receives iWAM Report </li></ul><ul><li>Workshop introduces all Motivational and Attitudinal Patterns, their meaning, their implications in career path, communication, work relationships, etc. </li></ul><ul><li>Q&A session </li></ul><ul><li>Potential individual feedback sessions scheduled for after the workshop </li></ul>Mapping the New Landscape of Human Performance
  18. 18. The Institute for Work Attitude & Motivation <ul><li>2510 South Brentwood Boulevard </li></ul><ul><li>Suite 204 St. Louis, Missouri 63144 Phone: +1-314-961-9676 Fax: +1-314-961-9678 </li></ul><ul><li>Email: [email_address] </li></ul><ul><li>www.iwaminstitute.com </li></ul>Mapping the New Landscape of Human Performance For further information on the iWAM, its applications, or the iWAM Workshop, please contact:

Remarques

  • Inventory for Work Attitude &amp; Motivation (iWAM) The Institute Carl L. Harshman &amp; Associates, Inc.
  • Inventory for Work Attitude &amp; Motivation (iWAM) Carl L. Harshman &amp; Associates, Inc.
  • Inventory for Work Attitude &amp; Motivation (iWAM) Carl L. Harshman &amp; Associates, Inc.
  • Inventory for Work Attitude &amp; Motivation (iWAM) Carl L. Harshman &amp; Associates, Inc.
  • Inventory for Work Attitude &amp; Motivation (iWAM) Carl L. Harshman &amp; Associates, Inc.
  • Here, we fill in the gap between Context and Outcomes with the elements and flow of the human performance process that takes place literally hundreds or even thousands of times per day. The entire process we are about to describe is seemingly instantaneous and is largely driven by routines we have established over time. Two things occur in the first stage called “Interpret”. This stage converts our external “Experience” to an internal “Reality.” First, experience is filtered. Not all of what’s occurring in the individual’s context is being processed at the cognitive level. Think, for a moment about body sensations. If you are sitting down, notice the pressure of the chair or sofa on various parts of your anatomy. Two minutes ago, unless you have a pain or discomfort that is bothering in that part of your anatomy, you were probably not aware of those sensations. Your brain literally “filtered them out” so that you were not overloaded with more sensations than you can process. The brain filters literally thousands of sensations from the feeling of your tongue in your mouth, your foot in your shoe, or the touch of clothes on your skin. Because of this filtering process, you are able to focus attention on this presentation. The same thing happens with experience around you in your work. Your sensors and brain do not process all of the experience. Some of it gets “filtered out.” That which is not filtered is “interpreted.” That is, the experience is translated from an external event to an internal reality largely on the basis of the attitudinal and motivational patterns that are part of Stage 1. As we move to Stage 2, the “Reality” created in Stage 1 is compared to the individual’s “Criteria” – Values, Beliefs, and Goals. Your criteria help define what’s important to you. Using the comparison, a judgment is made about whether the experience aligns with values, matches beliefs, or is related to goals. The resulting decision affects whether one moves to action and the possible alternative actions that are desirable in this situation. Stage 3 is labeled “Performance.” This is where the individual takes action in response to the evaluation of experience. The content for this stage consists of our knowledge and skills—collectively referred to as our competencies. Competencies are the pool of resources on which we draw to take action and which are visible indicators of our performance. There is one more facet in the model. This is the component labeled “ emotions .” As you can see, emotion is connected to all three stages of the performance process. The arrows indicate that the flow of energy can be in either direction. The effect of experience on the patterns in the Interpretation process can impact emotions in a positive or negative manner. In a positive sense, we call it motivation; the negative aspect would be what we might call “turning us off.” Conversely, certain emotional states have been shown to affect our motivational and attitudinal patterns. Researchers have found, for example, that under conditions of threat or high stress, certain patterns shift in a predictable direction. The same is true for the Evaluation Stage and the Performance Stage of the process. The Performance Model is the broad framework for the interpretation and application of the iWAM to various HR, Coaching, and Consulting activities ranging from recruiting and development to succession planning as well as for work with teams and entire organizations . . . As we are “mapping the new landscape of human performance.”
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