I have written some in the archives about this:
http://www.f-l-o-w.info/TPOV/j/jobfit/index.html (summary)
There was also another that had 10 attributes that I liked
better, i'll try to find it [missing TPOV or email on Job Fit
in archives, please search]
This past two years:
Capability
BIAS
STYLE
Level
The ROLE itself
VALUES
System Dynamics
Each of those containing a variety of explanatory factors
for (holorg use)
Interesting that this discussion is coming up as I have a four
part series coming up in September on ROLE Dynamics (Gary,
when do we have that scheduled, I need to remind myself;)
For instance, CAPABILITY has 8 components which cover the
criteria here:
http://flow.ph/2013/MFC/class/1/index.html
BIAS = Personality Dynamics as emergent inbornness
STYLE = Learned application of BIAS as behavior
LEVEL = encompassing the factors of Vertical, Oblique and
Horizontal Position/Development
ROLE = Design & Scaffolding of work
VALUES
= the conditions and algorithms present in operating culture
scaffolding those conditions
SYSTEM DYNAMICS = approach to understanding the behaviour of complex systems over
time. It deals with internal feedback loops and time delays
that affect the behaviour of the entire system.
My idea is that all our necessary (holorg) for capability in a
role, including the design and scaffolding of the role in the
system of roles designed to get work done.
As I have said, this is now too complex for the normal manager
or HR person to understand, but I'm skating to where the puck
is going to be and that is with software-aided decision-making
and artificial intelligence coming online in the next 2-10
years, where a simple assessment or two, or even what we have
now (in narrative) can all be combined to spit out the
attributes of the survey taker.
An adroit interviewer "could" as I have suggested in creating
my developmental coaching system since 1998 identify quickly
most of these factors through a short dialogue, as in a pin
the tail on the donkey simplicity, but nonetheless
differentiate major components such as those contained in the
capability constructs.
The The leadership development system underpinning this work
is designed to use the self-knowledge gambit to indirectly
shift subject/object relationships--where possible--to
scaffold the 3-4 transition...which in effect scaffolds the
4-5 transition required of post modern leadership, along with
the obvious chained linkages of ego complexity, affect (which
I have deemed more important than things like emotional,
social, or moral intelligence--a horizontal extension of the
self-awareness cul de sac)
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