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pscyho sessions2Understanding others has a lot to do with collaboration, performance management, and building effective teams.

Developed by Taibi Kahler in the 1970s, Process Communication Model (PCM) is a prominent psychometric tool for individual and team development.  The main utility of the PCM model is in understanding others’ personality types, discovering one’s own personality, and personifying others’ personality types to have better relationships.

PCM allows the executives to understand others’ needs, influence others, find practical solutions to problems, and manage conflict.  The model has found its utilization in a number of Fortune 500 organizations.  NASA has used PCM for the training and selection of its astronauts for over 20 years.

As per the PCM model, each individual embodies an assortment of behaviors, each with its own set of psychological requirements, strengths, weaknesses, communication style, and motivations.  The Process Communication Model describes that each of us exemplify a combination of 6 personality types—each of personality type has its strengths and weaknesses—but one personality dominates the others in an individual.  The 6 personality types are:

  1. Harmonizer
  2. Rebel
  3. Thinker
  4. Persister
  5. Imaginer
  6. Promoter

Let’s discuss these personality types in a bit detail.

Harmonizer

Individuals with a dominating Harmonizer personality type are humble, quiet, and naturally gifted at forming relationships with others.  The Harmonizers care for their family and friends, are compassionate, and use their feelings to judge the world around them.  They treat others cordially, make them feel comfortable, listen to them attentively, and do not shy away from making physical contact.

Recognition of their personality and others’ amiable communication style motivate the Harmonizers.  Under difficult circumstances, these individuals tend to become apprehensive, lack firmness, act irrationally, and make grave mistakes / incoherent decisions.

Rebel

The individuals possessing a Rebel personality are generally creative, fun loving, and radiate positive energy for others.  These individuals respond promptly, reciprocate righteousness with virtue, and enjoy the present.  The Rebels are valued for their extemporaneous humor, interest in others, energy, and problem-solving ability.  They are a bit impulsive and judge the world around them through their likes and dislikes.

Others upbeat communication style and stimulation through playful contact motivate the Rebels.  Under stress, the Rebels tend to get confused, whine, irritate others, leave complex situations, and bounce responsibility to others.

Thinker

Individuals with a dominating Thinker personality believe in data, logic, and perfectionism.  They take on a methodical approach to doing things, ask too many queries, and only attend meetings when there is a formal agenda set in advance.  The Thinker personality likes to evaluate detailed information before drawing any conclusions.  These people are valued for their planning and organization ability, dependability, structuring ideas logically, and clear expression.

Recognition of their thoughts and accomplishments motivates the Thinkers.  Under stress, they reverse delegate tasks and start doing those themselves, try to gather as much detail as possible to understand the situation, and may start arguments or even attack others.  These people need time and assurance of their abilities to return to their organized selves.

Interested in learning more about PCM and its other personality profiles?  You can download an editable PowerPoint presentation on Process Communication Model: Personality Types here on the Flevy documents marketplace.

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Stock Image 2 Redeployment after RestrucBusiness Transformation is a given in the lifecycle of organizations.  If an organization or business desires to continue growing gainfully, it has to keep Restructuring and Innovating with time.  Successful Restructuring can be achieved by pursuing a robust 4-phase approach.  Each incremental phase paves the way for shaping the next phase:

  1. Strategic Analysis
  2. Structural Redesign
  3. Redeployment
  4. Renewal

Redeployment is the most critical phase in the Restructuring process.  It presents an opportunity to progress towards strategically directed performance goals and establish the foundation for a new Organizational Culture.

Carrying out an efficacious Redeployment, however, necessitates navigating around the pitfalls that threaten the process.  These snags include:

  • Lack of detailed planning on how Redeployment will be handled

“If you fail to plan, you plan to fail” is an oft repeated adage that has wisdom based on experience of many failures throughout history.  The Redeployment plan should be thoroughly discussed and developed at the Redesign stage, giving out details of all aspects of Redeployment.

  • Restricted access to information approach

Organizational leadership often try to avoid sharing information due the fear of losing control.  During the tumultuous phase of Redeployment, leadership should be communicating with the employees quite frequently to alleviate any concerns and build their trust.

  • Failure in immediate and full disclosure of information

Timely and full disclosure of information is absolutely essential for the process to run smoothly.

A robust communications system has to be put in place for dissemination of timely information predominantly in the Redeployment phase as employee apprehensions are at the highest level in this stage.

You can learn more about the pitfalls during Redeployment here in the editable PowerPoint on Redeployment after Restructuring.

Redeployment, in order to be successful, has to go through 7 steps that need careful planning and execution with precise timing.  These 7 steps include:

  1. Continuously maintaining a robust Communications Plan.
  2. Developing an employee assessment system based on the newly-defined business needs and goals.
  3. Creating a system of reviews and appeals.
  4. Deploying an internal placement group.
  5. Launching a severance plan for those who decide to leave the organization.
  6. Providing training to employees at all levels for them to be able to develop competencies required to assume the responsibilities in a transformed organization.
  7. Planning for the renewal phase following redeployment.

Let us delve a little deeper into this second step:

2. Develop an Employee Assessment System based on the newly defined business needs and goals.

The system should assess potential employees against required competencies for the position.  A matrix should be created to serve as an assessment tool to structure the selectors’ thinking. Each competency should be assigned a weight and the cumulative score should be the sum of weighted scores of each competency.  Input should be based on interviews with candidates, feedback from managers and supervisors.  The matrix should be used as a tool only and selection decision should not be predetermined rather based on all aspects, i.e. qualitative as well as quantitative.

The selectors should be trained to ask targeted questions to assess competencies and document them properly.  Assessment should be divided into 3 sections:

  • Go/No-Go section to assess the candidates’ ability to meet the minimum requirements.
  • Evaluation of each candidate against the competencies mentioned for each position.
  • Document modification in decision due to absenteeism, affirmative action concerns, etc.

Interested in learning more about the Redeployment Steps?  You can download an editable PowerPoint on Redeployment after Restructuring here on the Flevy documents marketplace.

Do You Find Value in This Framework?

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– Bill Branson, Founder at Strategic Business Architects

“As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power. For us, it is an invaluable resource to increase our impact and value.”

– David Coloma, Consulting Area Manager at Cynertia Consulting

“As a small business owner, the resource material available from FlevyPro has proven to be invaluable. The ability to search for material on demand based our project events and client requirements was great for me and proved very beneficial to my clients. Importantly, being able to easily edit and tailor the material for specific purposes helped us to make presentations, knowledge sharing, and toolkit development, which formed part of the overall program collateral. While FlevyPro contains resource material that any consultancy, project or delivery firm must have, it is an essential part of a small firm or independent consultant’s toolbox.”

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