ORGANIZATIONAL ENGINEERING
CUMULATIVE INDEX
1996-2018
This index is a summary of Organizational
Engineering and “I Opt” technology research findings. The research conforms to academic
standards of analysis. Some entries are juried academic articles and follow
full academic standards, others do not subscribe to full academic publication conventions
or format. The reason is that the purpose of this research is to more fully
explore the operational implications of “I Opt” technology. Thus academic
references to prior research, citations of potentially related publications and
other matters peripheral to operational interests but common in academic
publications are omitted except where they are immediately relevant to the
study in question. Where they are relevant bibliographic citations are
provided.
The summaries attached to the
research title attempt to encapsulate the major findings of the individual
papers. These are necessarily abbreviated and secondary findings as well as
supporting material included in the study are often omitted. MSWord versions of
all studies are available upon request as are the original research blogs on
Google Blogger. Where videos were prepared the Google YouTube citation is
provided and a standalone WMV file (Windows
Media Video) is available on request. The WMV file is native to the
Windows operating system and can be run independently of the internet. Those
with a serious interest in the subject of the research are encouraged to review
both the research blog and accompanying video when available.
The
MSWord versions of the articles have sometimes been edited for textual clarity.
The data, calculations and presentation of findings (i.e., charts, tables, graphs,
etc.) were not altered, adjusted or otherwise modified from
the original published submission.
Text: MSWord
& PDF version of this index is available on request
EVIDENCE-BASED
RESEARCH
This
section of the index includes academically juried publications and research
blogs/publications founded on hard-data, which rest on a logical
well-articulated foundation and which have been subject to statistical measures
of significance. Since the information processing theory on which “I Opt” is
based is universal, the subjects addressed vary widely. The common thread
running through all of them is their application in social settings. “I Opt” is
by design a tool whose “interest centers on the behavior of groups
of people functioning in organized, goal directed environments” (excerpt from the corporate mission statement).
ORGANIZATIONAL OPTIMIZATION AT TAMPA ELECTRIC
Journal
of the Organizational Development Network
by: John Stepanek-1996 and June 1999
This
article was published in the Journal of the Organizational Development Network.
The article describes the first use of “I Opt” technology in optimizing the
organizational structure of an entire plant function. A 1999 follow up article
provides the first evidence-based testimony of the durability and continuing
value of “I Opt” over multi-year periods.
Published Article: http://www.oeinstitute.org/articles/Optimization_Tampa.pdf
Follow-up
Article: http://www.oeinstitute.org/articles/polk-power-station.html
Text: MSWord
& PDF Summaries: Available on request
UNDERSTANDING AND OPTIMIZING TEAM LEARNING
The
Journal of Applied Management and Entrepreneurship (Juried academic
publication)
by: Gary J. Salton, PhD and Ashley Fields,
September 1999
This
article focuses on organizational learning using the analogy of an
“organizational brain.” The article shows how “I Opt” can be used to “design”
an organizational “brain” suited to a particular purpose. The article
specifically addresses and operationally delineates concepts that can replace
some of the indistinct prescriptions offered by Peter Senge in his book “The
Fifth Discipline” which was popular at the time of the writing.
Text: PDF
Manuscript: Available on request
"I
OPT” VALIDITY: Validation Explained in English
Gary
J. Salton, PhD, February 2005
The 79 page “I Opt” Validity Study book (in Supplemental Material section) is restated in 3 pages of ordinary
English text. Validity is an argument about whether a theory can be trusted.
Generations of serious scientists have defined eight dimensions all of which
must all be satisfied for a theory to be accepted as valid. The blog uses a
single paragraph to explain how “I Opt” meets each of these eight standards in
non-technical language.
Text: MSWord & PDF Version: Available on
request:
A STUDY OF LEADERSHIP:
Selected Findings from Dr. Ashley Fields’
Doctoral Dissertation
Gary J. Salton, PhD, October 2005
This blog reports on select findings from Dr. Ashley
Fields’ January 2001 doctoral dissertation which used “I Opt” technology. Dr.
Fields found a “stair-step” relation between organizational rank and the
strength of the Relational Innovator (RI) style commitment. Later research
showed that the Changer pattern (which includes the RI style) appeared to be most favored in team
leadership positions.
Based on: Nova
Southeastern University, Doctoral Dissertation, 2001
A Study of Intuition in Decision-Making using Organizational
Engineering Methodology:
Full Dissertation: http://www.oeinstitute.org/articles/ashley-fields.html
Text: MSWord & PDF Version: Available on
request:
CONSULTANT
PROFILE: Getting the Gig
Gary J. Salton, PhD, June 2006
A sample of 185 external consultants is compared to 24,745
professionals and 67 internal consultants to identify opportunities and
exposures in the consulting profession. The study is able to isolate relative
advantages and exposures in obtaining and executing consulting gigs. It is also
able to offer practical advice to aid the transition of moving from internal to
external consulting and vice-versa. The study uses statistical tests to insure
that the advice given is founded on a solid factual base.
Text: MSWord
& PDF Version: Available on request:
IMPROVING
NURSING UNIT TEAMWORK
The Journal of Nursing
Administration (Juried academic publication)
Beatrice J. Kalisch, PhD,
Professor of Nursing, University of Michigan
Suzanne Begeny, PhD
Applicant, University of Michigan,
January,
2006
The authors drew on and cited “I Opt” research to
formulate the hypothesis and
the structure of their research into nursing teams. Four nurses from the
midnight, days, afternoon and evening shifts were tracked to identify the
number of people in their unit with whom they had contact. The study showed
that the average nurse interacted with 36 different staff members over the
course of one month. The authors used the results to investigate variables such
as familiarity with the contacts, stability of the relation, the degree of
common purpose and the physical environment. The authors isolated the lack of
common destiny (a critical factor in
team structure emphasized in “I Opt” research) as a limiting factor for nursing teams.
The authors conclude with specific recommendations to
mitigate the teamwork obstacles embedded in nursing operations. These include smaller teams, consistent
scheduling, the number of shift hours, reducing turnover and absences, more
effect use of rewards and recognition and the creation of cluster teams. The
article carries a copyright but is available for free download in PDF format.
Text: PDF Version Only Available on request:
CEO
INSIGHTS
Gary
J. Salton, PhD, October 2006
A
database of 98 CEOs in both profit and non-profit firms was used to examine
differences in their strategic styles. The average for-profit CEO was found to
rely most heavily on the innovative RI and decisive RS styles. Non-profits
followed the same trajectory but at a lesser strength. This was attributed to
the lack of simple indexes of success (i.e., income statement “profit”).
Large and smaller firms share the same level of
innovative RI but smaller firms are inclined to use the responsive RS strategy
more aggressively. The reduction in RS among larger firms was attributed to
greater decision complexity and larger numbers of stakeholders. Bantam (very small) firms were found to be bifurcated in the responsive RS
commitment—one group highly committed and the other tending toward lower
levels. This was attributed to the widely varying nature of the businesses
involved (i.e., janitorial to high tech
startups).
Text: MSWord & PDF Version: Available on
request.
GENDER
IN THE EXECUTIVE SUITE
Gary J. Salton, PhD, November 2006
A
total of 300 corporate VPs and 1,429 mid-level executives were divided into
male and female components. The information processing strategies of both men
and women were virtually identical for both upper and mid-level management. This
condition suggests that women are being admitted to the managerial ranks on the
same terms as are males. Decisions will be approached in the same manner by
both males and females. The research notes that this does not mean that the result
of that decision will always be identical. Differences in biology, chemistry,
culture and other such factors can sensitize the genders differently. However,
these different focal points are equally “real.” Addressing all of them will
serve to respond to a “real” aspect of the social system in which we all
participate.
Video (9 min):
https://www.youtube.com/watch?v=C1L5_kuwHEI
Text: MSWord & PDF Version: Available on
request
Video: .wmv standalone video file: Available on
request
HUMAN
RESOURCES “SEAT AT THE TABLE”
Gary
J. Salton, PhD, January 2007
This
research compares a sample of 27 VPs of Human Resources with 207 VPs of other
functions who are typically seen as having a “seat at the table” in guiding the
strategic direction of the firm. The research found that VPs of human resources
tend to “fit in” with other VPs in terms of their approach to decision issues.
However, a statistically significant difference was found in the Human Resource
VPs use of the Perfector pattern. The consequence of this was traced to the
relative inability of HR to offer creditable scenarios of the likely outcome of
alternative strategic options on the human asset capabilities of the firm. In
other words, HR can provide “facts” but has limited ability to project what
those “facts” might evolve into under different conditions. The research offers
some options by which this condition can be improved.
Text: MSWord & PDF Version: Available on
request
STRUCTURAL BARRIERS TO CHANGE AND
INNOVATION IN NURSING
Beatrice J. Kalisch, PhD,
Professor of Nursing, University of Michigan
Suzanne Begeny, PhD
Applicant, University of Michigan
April 2007
Dr. Kalisch and S. Begeny used a sample of 578 nurses and
nurse aides from two geographically separate hospitals to explore the causes of
change resistance among nurses. The authors reported on four findings which
demonstrated that the difficulty was structural. It is here today and will be
here tomorrow. The authors outline a self-reinforcing system which automatically
acts to counter change initiatives. They go on to offer a specific 8-step strategy
which can be used to deploy change initiatives in a manner which improves the
odds of success.
Text: MSWord & PDF Version: Available on
request
OPTIMIZING
THE KOLB LEARNING MODEL
Gary
J. Salton, PhD, June 2007
A sample of 3,116 individuals participating in 185 adult
learning classes in 5 different organizations was used to examine and test the
opportunities for enhancing the Kolb Learning Model with ’I Opt” technology.
The research demonstrates the inherent limits of the Kolb “learning stages”
taxonomy. The research demonstrates that applying the Kolb prescription of
“touching all bases” will lead to a sub optimization of the actual learning
experience. The research demonstrates both graphically and numerically how this
shortfall can be overcome using the exact measurements available in “I Opt”
technology. The potential learning “pickup” in the sample used was 30%.
Video (~10min): https://www.youtube.com/watch?v=MbUJzqYghRg
Text: MSWord & PDF Version: Available on
request
Video: .wmv standalone video file: Available on
request
ADDING
MOTIVATION TO THE KOLB LEARNING MODEL
Gary J. Salton, PhD, August 2007
A sample of 184 learners participating in 5 classes in
three states was used to explore the effect of motivation in adult learning.
Rational (i.e., utilitarian) and emotional (i.e., biochemical) motivations were
measured using an ordinal scale. Learning success was measured using actual
performance (i.e.,
long-term, visible improvement)
estimated by the supervisors of the learners 4 months after class conclusion.
The calculations involved required a relaxation of mathematical purity since
both ordinal and ratio measures were mixed. However, the overall direction is
deemed to be correct if not precise. The research concludes that the effect of
emotional motivation is about 13% and rational motivation about 3% on learning
outcomes. This order of magnitude is enough to warrant the attention of the
learning community.
Text: MSWord
& PDF Version: Available on request
HOW
STYLES AFFECT PROMOTIONAL POTENTIAL
Gary J. Salton, PhD, October 2007
A sample of 8,997 professionals and executives was used
to identify and explore a systematic association between organizational rank
and strategic style elections. The analysis identifies a systematic bias in
favor of styles using the unpatterned input strategies (i.e., spontaneous, opportunistic,
etc.) of
Relational Innovator (RI) and Reactive Stimulator (RS). The cause of this is
traced to a decision horizon that lengthens with rising rank. The facts and
stable situations on which patterned strategies depend weaken as horizon
lengthens. The higher strength of the RI versus RS strategies is explained by
consequence. The RS is a risky strategy and the consequences of failure
increase as a person rises in the hierarchy. This condition caps the level of
acceptable RS at higher organizational levels. The implication of these
findings for leadership development is that a focus on techniques, methods and
practices is necessary but not sufficient. Leadership candidates must be taught
how to align their information processing styles
with the organizational level that they are targeting.
Text: MSWord & PDF Version: Available on
request
LEADERSHIP
DIVERSITY AND THE GOLDILOCKS ZONE
Gary J. Salton, PhD, January 2008
A
sample of 3,815 teams form all functional areas operating in profit, non-profit
and governmental organizations were used to explore the costs and benefits of
various sizes of teams. The research revealed that a simple cost/benefit
equation was sufficient to explain why most organizations choose to use teams
in the 4 to 9 membership range.
The key to the cost element was operationalizing the
concept of Transaction Channel. The research was able to show that beyond 9
people the cost tends to increase at an exponential rate. Beyond 12 people that
rate begins to reach oppressive levels.
The benefit component of the formula was operationalized
as the measureable increment in the unique information processing perspective
offer by an additional person on the team. This was found to increase at up to
9 people and then decline.
The
research results can be used to guide both the size and structure of teams in
real world conditions. Costs can be minimized and thought diversity levels
appropriate to the group mission optimized.
Video: Team Size (~5min): https://www.youtube.com/watch?v=00zae1QgH5U
Video: Goldilocks: YouTube MISSING
Text: MSWord & PDF Version: Available on
request
Video: .wmv standalone video files for both
videos: Available on request
“I
OPT” AND COMMUNICATIONS
Gary J. Salton, PhD, April 2008
This
study was undertaken to help frame “I Opt” technology within the larger
framework of general communications. The purpose was to be better able to
provide counsel to clients on operational matters typically encountered in
field settings. The research places “I Opt” as the bridge between individual
interests on one side with outcomes on the other. It also differentiates
Communications Channels from Transaction Channels and identifies the
opportunities and vulnerabilities of each media.
Research Blog: Not published on
Internet
Video (10 min) https://www.youtube.com/watch?v=hvYn7AUGrpI
Text: MSWord
& PDF SUMMARIES: Available on request
VIDEO: .wmv
standalone video file: Available on request
APPLYING
“I OPT” TO COMMUNICATIONS
Gary J. Salton, PhD, April 2008
This is an operationally oriented study which
specifies how to use various tools to facilitate understanding using “I Opt”
technology in field settings. The paper addresses a simple listing of
behavioral preferences, how to use the Communications “Snowflake” and an
experimental analytical “Card Deck.” The textual summary (available upon request)
includes the tools (e.g., Snowflakes) in an appendix.
Research Blog: Not published on
Internet
Video (10 min) https://www.youtube.com/watch?v=tuwaR2OUJl0
Text: MSWord
& PDF Summaries: Available on request
Video: .wmv
standalone video file: Available on request
FITTING
THE LEADER INTO THE MATRIX
Gary J. Salton, PhD, May 2008
A
sample of 529 undergraduate, MBA and EMBA
(Executive MBA typically sponsored by a firm)
university students were compared to 3,907 executives. The executives included
Vice Presidents, Manager-Directors and 1st Level supervisor ranks.
The focus of the comparison was to isolate differences in the information
processing profiles. The purpose of the study was to provide information
educators can use to better align student profiles with the likely demands of
the positions two which they aspire.
The
study found a systematic misalignment in students of all levels. Too much
reliance appears to be put on the analytic HA style. They also put too little
emphasis on the idea-oriented RI style. Undergraduates and MBA students also
put too much emphasis on the established patterns of the LP style and gave too
little emphasis to the opportunistic RS style. The study suggests that
educators alert their students to these conditions and provide compensation
methods might improve the student’s chances of success.
Text: MSWord
& PDF Version: Available on request
PASTORS
AS LEADERS
Gary J. Salton, PhD, June 2008
Data
from 40 Pastors from 10 Protestant churches was compared to 5,090 executives
from profit, non-profit and governmental organizations. The purpose was to
determine the adequacy of leadership programs in developing pastoral leadership
abilities.
The
study found that pastors are unique in terms of their information processing
strategies. They tend to share qualities of both senior and mid-management in a
unique mix. This mix tends to put emphasis on the intellectual strategies of
analytical HA and idea-generating RI styles. This is well-attuned to their
religious responsibilities but falls short on the secular duties necessary to
maintain the venue within which those religious duties are practiced.
The
study also found that there is a cluster of Pastors who tend to strongly share
a view focused on a Conservator pattern (HA
and LP). The cluster is tight
enough to suggest the opportunity for coalition formation. This can magnify the
viewpoint of the smaller Conservator group beyond their numerical
representation.
Research Blog: http://garysalton.blogspot.com/2008/06/pastor-as-leader.html
Text: MSWord
& PDF Version: Available on request
ENGINEERING
LEADERSHIP
Gary J. Salton, PhD, August 2008
This
research focused on leadership development for engineers. A sample of 456
engineers from over 60 different firms was used to explore the specific
leadership skill needs of engineers as they rose in the hierarchy. The profiles
of existing executives were taken as the standard. The profiles of engineering
professionals were then matched to this standard and specific areas of needed
professional development were isolated.
The
study isolated different development needs for different hierarchical levels. The
research suggests that leadership development focus on reducing the emphasis on
the LP style (preplanned action) for engineers moving from professional to mid-management
levels. Enhancing the RI (idea-generating) capacities is appropriate for mid-management engineers
moving to upper management. The study includes examples of development
initiatives that might be used to help accomplish these transitions.
Text: MSWord
& PDF Version: Available on request
”I
OPT” TECHNOLOGY ASSESSMENT
Gary J. Salton, PhD, January 2008
This
study summarizes some of the major differences between “I Opt” technology and
alternative psychologically-based tools. A textual summary was added in 2017
following the script of the video publication. Both media address validity,
application issues and structural differences. The research concludes that both
“I Opt’ and alternative psychological tools have their place. The choice
depends on the particular issue being addressed.
Research Blog: Not published on
Internet
Video (10 min): https://www.youtube.com/watch?v=3foFeTbUkz8
Video: .wmv
standalone video file: Available on request
Text: MSWord
& PDF Summaries: Available on request
THE VALIDATION OF “I OPT” TECHNOLOGY
Gary J. Salton, PhD, August 2008
This
summarizes the original “I Opt” Validity Study (published
in 2000) in easily accessible
language. It addresses each of the 8 validity tests (plus reliability) and shows how these tests work together to create high
confidence in “I Opt” technology. The summary was initially published in a
video format. A text option was added in 2017 using the script from the video
as a guide. The text was edited for clarity and a limited amount of supplemental
material was added better inform the reader.
Research Blog: Not published on
Internet
Video (10 min):https://www.youtube.com/watch?v=fMuH3ePqUY0
Video: .wmv
standalone video file: Available on request
Text: MSWord
& PDF Summaries: Available on request
HIERARCHY
INFLUENCE ON TEAM LEADERSHIP
Gary J. Salton, PhD, September 2008
Data
on 976 teams discovered both commonalities and differences in teams headed by
people at different organizational levels. Teams headed by the average
supervisor, manager and vice president all share a commonality of favoring the
RI style (ideas, options, etc.) as the dominant preferred strategy.
Team
leaders do not always have the highest strength in any of the four “I Opt”
styles. Leaders having the highest LP and HA styles occupy that leadership
position at about the same rate as would be expected by chance alone. This
suggests that having the highest LP or HA score offers no particular advantage
for leadership. Team leaders having the highest RI or RS scores occupy a
leadership position at double the rate that would be expected by chance alone.
This RI/RS style advantage is conservatively estimated at about 13%.
The secondary preferences do change with rank.
Supervisors tend to secondarily rely on the LP and HA styles. Managers and VPs
tend to reduce reliance on these styles in favor of higher RS and RI. The value
of structured approaches systematically declines with rank. The study recommends
that leadership development programs recognize and leverage these differences
in their training curriculum.
Text: MSWord
& PDF Version: Available on request
THE
STAFF NURSING PARADOX
Gary J. Salton, PhD, August 2009
This
research traces nurses from their entry into university through their assuming
a professional staff nursing position. Data from 344 staff nurses from two
geographically separated hospitals and 189 nursing students from two
universities provided the evidence-based foundation of the study
The study found that there the information processing
preferences of nurses remained the same regardless of the educational or work
venue. This preferred posture strongly favored the disciplined, process-based
LP style. The paradox is that desirable qualities such as loyalty, diligence,
integrity, consistency and dependability are accompanied by some challenging
corollaries. These include skepticism, a reluctance to accept change and a slow
pace of adaptability. All of these qualities come as a package. The uniformity
of the posture among nurses means that the mitigation typically offered by a
diversity of information processing perspectives is absent. The medical
profession is facing a juggernaut that has to be managed, not changed. The
study offers suggestions on how this might be done.
Text: MSWord
& PDF Version: Available on request
STAFF NURSING
PARADOX: ADDENDUM
Gary J. Salton, PhD, September 2009
A more detailed analysis of the data in the parent Staff
Nursing Paradox article is presented. Included are more specific operational
recommendations on actions that can be used to improve nursing outcomes.
Text: MSWord
& PDF Version: Available on request
SPLIT
STYLES: A TWO-EDGED SWORD
Gary J. Salton, PhD, September 2009
This study used a 42,952 sample and isolated 4,959
individuals with split styles to assess the frequency and impact of this
strategy in organizations. The split style strategy has an inherent
unpredictability that can compromise coordination in larger scale efforts. This
cost is one edge of the sword.
The
study found that people using split styles appeared at various levels in about
the frequency that would be expected by chance. This means that organizations
found no penalty from involving split styles at all levels from professional to
vice president. This suggests that the ability of the split style to cover two
diametrically different bases has value at least in particular situations.
The
research tracks the prevalence of the spit style situation, the conditions under
which it is harmful or relatively benign and its distribution by function
within a firm. It also addresses strategies for improving the outcomes for both
the individual and the organization as a whole.
Video (10 min): https://www.youtube.com/watch?v=hcLacH5bqJo
Video: .wmv
standalone video file: Available on request
Text: MSWord
& PDF Version: Available on request
THE
NURSING STAIRCASE AND MANAGERIAL GAP
Gary J. Salton, PhD, September 2009
The
research uses data on 52 nurses in management positions and 344 staff nurses.
The research discovered a nursing “staircase” where each higher level displayed
a systematic increase in unpatterned input (RI
and RS) and a decrease in styles
using structured input (LP and HA). The differences are visually obvious in graphics and are
statistically highly significant.
The
“staircase” condition has both positive and negative implications for the
medical profession. On the positive side, when viewed from the perspective of
each organizational level the styles selected are probably optimal. The
responsibilities of a staff nurse differ markedly from that of Chief Nursing
Officer. On the negative side, the gaps create a communication barrier where
varying assumptions, standards and expectations can lead to managerial
difficulties that work to the detriment of all involved. The research uses the
data and analysis to offer specific strategies and suggestions which can
improve communication and organizational effectiveness.
Text: MSWord
& PDF Version: Available on request
THE NURSING MS DEGREE
IN MANAGEMENT
Gary J. Salton, PhD, October 2009
This
research explores the effects a Master of Science degree has on preparing
nurses for management. The study found there was significant difference between
students in Second Career MS studies
(sample n=29) and those in a traditional
MS program (sample n=89) with traditional students being more inclined to RI
styles and Second Career favoring the LP style. However, there was no
difference in the two groups when compared to Nurse Managers (sample n=52).
Both were aligned to about the same degree.
Nurse
students were compared to students in non-nursing Master’s programs. It was
found that about 17% of nursing students shared a management perspective in
contrast to 36% of non-nursing students. The study concluded that nursing is
attracting students ill-prepared to assume management responsibilities although
they are more prepared than are existing staff nurses (sample n=344).
The study does not see a remedy in traditional management training. Rather it
proposes a Migration Strategy that will attune selected nurses to a management
perspective.
Text: MSWord
& PDF Version: Available on request
THE NURSING MS DEGREE
IN MANAGEMENT: ADDENDUM
Gary J. Salton, PhD, October 2009
This addendum specifies the Migration Strategy introduced
in the parent article in more detail.
Text: MSWord
& PDF Version: Available on request
PREPARATION OF NURSING
STUDENTS FOR CHANGE AND
INNOVATION
The
Western Journal of Nursing Research (Juried academic publication)
by:
Beatrice J. Kalisch, PhD and Suzanne
Begeny, January 2010
This
is an academically-oriented article by a full professor and a PhD candidate at
the University of Michigan. First and second year undergraduate nurses were
contrasted with 4th year nursing students. The purpose was to
determine if nursing education had an effect on the student’s innovative
capabilities. Students were also drawn from two schools of nursing. One was a
major research university (sample of 189) and the other a large regional school (sample of 80).
The
study found that the research university recruited students more focused on the
more action-oriented RS style while the regional students tended toward the
more thoughtful HA style. However, the long-term pattern of both groups was the
cautious Conservator style. These profiles remained constant. The willingness
sponsor or accept change remained constant. Education had no effect on
innovative capacity.
The study did uncover a gender based difference. Males
tend to be more oriented toward the action-oriented Performer pattern (RS/LP)
than were females. The females tended toward the more intellectual Perfector (LP/HA) pattern.
While statistically significant these tendencies were secondary. The dominant
pattern for both genders remained Conservator.
Published:
Sage Publication Access for a fee: http://www. sagepub.com/journalsPermissions.nav
Text: Draft
pdf version: Available on request:
ALCOHOLISM
RECOVERY: MEASURING WORLDVIEW CHANGE
by: Gary J. Salton, PhD, August 2010
A
sample of 103 recovering alcoholics who were at various levels of recovery was
studied. There was no significant difference in males and females strategic
profiles (i.e., worldview) and the proportions roughly corresponded to Alcoholics
Anonymous general population. The respondent’s age was found to have no effect
on their strategic style election.
The study found strategic styles systematically changed
with the length of sobriety. The move from short to mid-term sobriety is
characterized by a lessening of RS and an increase in LP style capabilities.
Moving from mid to long-term sobriety involves a large increase in HA style
strength and a lessening of both RS and RI style commitment. The overall
movement is from unpatterned to structured approaches.
The
research then matched the famous 12-step program. It found that the steps are
almost perfectly geared to facilitate the changes witnessed in the measured
results.
Video (15 min): https://www.youtube.com/watch?v=il7SqDS-PMQ
Text: MSWord
& PDF Version: Available on request
Video: .wmv
standalone video file: Available on request
12-STEP ALCOHOLISM
RECOVERY:”I Opt” INSIGHTS ADDENDUM
by: Gary
J. Salton, PhD, August 2010
This
research provides an in-depth look into each of the 12 steps of the Alcoholics Anonymous
s program. It attempts to trace exactly how each of the 12 steps facilitates
the observed change in strategic profiles.
Text: MSWord
& PDF Summaries Available on request
ALCOHOLISM RECOVERY: ORGANIZATIONAL
FACTORS ADDENDUM
by: Gary J. Salton, PhD, August 2010
This
research investigates the structure of Alcoholics Anonymous itself. It found
that the processes (i.e., public disclosure, meetings), sponsorship and the 12
Traditions were instrumental in creating an environment within which the 12
Steps can work.
Text: MSWord
& PDF Summaries Available on request
CITY
vs. CORPORATE MANAGEMENT
by: Gary J. Salton, PhD, October 2010
This
study is based on 175 executives and 75 supervisors drawn from 19 cities in 10
states. They are compared to 5,476 executives and supervisors from about 1,000
for-profit firms. The study found that city executives essentially matched
their corporate counterparts in average profile. However, when the average was
broken down into its components most corporate executives tended to be more
moderate in their commitment to a particular style. City executives tended to
be more extreme at both high and low levels of commitment. City management
tends to have more “power” in the analytical HA and idea generating RI
capacities. City management is also likely to have more internal difficulty
bringing their ideas and analysis to fruition.
City supervisor’s average profiles differed from their
corporate peers. They tended to be more committed to the disciplined LP style.
This compounds the management issues at the executive level. What executives
view as a completed task supervisors are likely to see as being “half-baked.”
The research offers suggestions for using “I Opt” technology to improve city
efficiency, effectiveness and internal harmony
Video (8 min): https://www.youtube.com/watch?v=L1lq7L8h2E0
Video: .wmv
standalone video file: Available on request
Text: MSWord
& PDF Version: Available on request
SALES
MANAGEMENT AND PERFORMANCE
by: Gary J. Salton, PhD, November 2010
A
sample of 711 people from 193 different firms was used to explore the
relationship between organizational levels in sales and marketing. A “stair
step” progression of style elections is visible. Lower levels favor structured
HA and LP styles. Higher levels favor the unpatterned RI and RS styles. Sales
and marketing mid and high level executives shared identical approaches. Professional
levels differed in the intellectual HA and RI styles. Marketing put more
emphasis on analytical HA while sales tended to stress idea-oriented RI. This
was attributed to the nature of the two roles. Sales was also tested for a
difference between transactional (i.e.,
one-time) and relationship (recurring)
sales. Transactional sales tended to favor the unpatterned RS and RI styles.
Relational sales tend to favor the structured LP and HA approach. Training and
development implications of the findings are offered.
Video: .wmv
standalone video file: Available on request
Text: MSWord
& PDF Version: Available on request
“I
Opt” STYLE RELIABILITY: A STRESS TEST
by: Gary J. Salton, PhD, March 2011
A
sample of 6,298 respondents was given access to free reports on a completely
anonymous basis and with minimal effort required and no time delay in receiving
a response.
2.7%
of the people were in some way dissatisfied with the result and retook the
survey. 75% of these results were unchanged—some after retaking the survey 3 or
more times. The average time between test-retest was 1.6 hours for 67% of the
re-testers and 7.6 days for the remaining 33%. Re-testers were unable to change
the results even when they could easily remember their past responses. This
result strongly confirms that “I Opt” is providing a reliable estimate of
information processing preferences. It resists change even when a respondent is
actively attempting to alter it.
Video (10 min): https://www.youtube.com/watch?v=Vs6eoIsqVkc
Video: .wmv
standalone video file: Available on request
Text: MSWord
& PDF Version: Available on request
“I
Opt” PATTERN RELIABILITY: A STRESS TEST
by: Gary J. Salton, PhD, March 2011
This is a companion to the “I Opt” Style Reliability: A
Stress Test Study.” This study focuses on patterns (i.e., sequences) of
behavior. Like the companion study its subjects were people who were trying
to change their “I Opt” outcome. The study found that a majority (76%) were unable to do so by re-taking the
survey. Of those who did manage to change their results, the direction of that
change proved to be random. In other words, they were unable to change their
outcomes in a predictable direction. These results are interpreted as
supporting the view that “I Opt” is a reliable instrument for accurately
gauging the personal preferences of respondents.
Video (15 min): https://www.youtube.com/watch?v=0SLg28BhNHU
Video: .wmv
standalone video file: Available on request
Text: MSWord
& PDF Version: Available on request
PREDICTING
STRATEGIC STYLE CHANGE
by: Gary J. Salton, PhD, March 2011
This study uses a sample of 1,515 people who took the “I
Opt” survey multiple times over a maximum period of 12.8 years. The maximum
number of re-takes was 8 and the average time between re-takes was 2.7 years.
The average change in survey responses for all 1,515
re-takes was 10% (2.5
response questions).
Of these, 57% retained the same dominant style as they originally posted. The
survey response change for the 43% whose dominant style did change was 15.6% (3.5 response questions). The small difference argues that
the change is primarily a classification issue since the “dominant style” is
merely an ordinal ranking category.
An investigation of the direction of change found that when
a change in dominant style did occur it almost universally involved a person
changing emphasis from their primary to their secondary style. Their overall
behavioral pattern remained the same. In the 4% of the cases where an
originally peripheral style replaced the dominant style it was found that the
peripheral style had strength almost equal to the original secondary style. In
other words, this anomaly is once again primarily attributable to the crude
measurement nature of the categorical ranking.
The individual styles were tested for their
susceptibility to change. The RI style stood out as the least likely to change
in dominance. This was attributed to the fact that it is the most flexible of
the styles and can easily accommodate environmental change.
Video-Style Change (15 min): https://www.youtube.com/watch?v=-w3nmh2Ts9M
Video: .wmv
standalone video file: Available on request
Text: MSWord
& PDF Version: Available on request
THE
PROFESSORS
by: Gary J. Salton, PhD, August 2011
A study of 254 professors from 109 different universities
revealed the existence of two distinct categories of Professors. One is more
heavily invested in the structured HA and LP styles which tempers their
idea-oriented RI style. The other puts more emphasis on the RI style and less on
the HA/LP. One group (RI) is better prepared to generate novel ideas and the
other (HA) is better equipped to audit them. The result is a system that
produces new knowledge of a reliable character. The cost is some tension
between the groups. The reason for the selection of these two types of
professors is traced to the tenure system.
The
profiles of 1,800 students for 31 colleges and universities were compared to
the professor profiles. A marked “disjoint” was found in the RI styles. This is
likely to result in compromising the university mission of intergenerational
transfer of knowledge. The study offers suggestions for minimizing negative
effects.
Research Blog: http://garysalton.blogspot.com/2011/08/professors.html
Video (15 min): https://www.youtube.com/watch?v=r_96KaBfhFc
Video: .wmv
standalone video file: Available on request
Text: MSWord
& PDF Version: Available on request
UNIVERSITY MANAGEMENT
by: Gary J. Salton, PhD, August 2011
The study draws on a sample of 732 positions in over 100
different universities to assess the structural disjoints and synergies
inherent in the university structure. The aspect of interest is the
universities dual role of inter-generational knowledge transfer and the
creation of new knowledge. This is a much more complex challenge than faced by
for-profit, non-profit and governmental organizations that typically have a
simple single objective.
The study found statistically significant differences in
the various levels of university management. It also found that these
differences were structured in such a manner that they allowed the simultaneous
pursuit of the university’s dual objectives. The study concludes that
universities “have devised about as good
of a management structure as is possible given their mission and constraints.”
Video (11min): https://www.youtube.com/watch?v=wK7q4hsyefk
Video: .wmv
standalone video file: Available on request
Text: MSWord
& PDF Version: Available on request
K-12
SCHOOL SYSTEM MANAGEMENT
by: Gary J. Salton, PhD, December 2011
A sample of 37 school Superintendents, 208 school Principals
and 218 Teachers from 12 States were used to examine the opportunities and
exposures embedded in the structure of school system organization. The study
found the Superintendents shared the Corporate CEO’s emphasis on the
idea-generating RI style but were more reluctant to actually implement the
ideas generated than were the CEO’s. Overall, the Superintendents and CEO had a
coincidence in approach of only about 16% (i.e. R2)
Unlike Superintendents, school Principals closely matched
their corporate counterparts at the mid-management levels. They also match the
Superintendent on the action-based strategies of RS and LP. They differ on the
thought-based strategies with the Principals putting more emphasis on
analytical HA and less on idea-oriented RI styles. This tends to create an
idea-analysis cycle which looks like a forward thinking approach to outsiders
but tends to restrict tangible actions.
When adjacent corporate levels (e.g., VP vs. Manager) and school system levels (e.g. Superintendent vs. Principal) are compared the degree of style
strength differences are much narrower in corporate environments. This means
that it is easier for corporate management to reach agreement between levels
and act than it is for school executives.
Teachers tend to be focused on highly structured
approaches of LP and HA. They willingly accept ideas of evaluation (i.e., HA)
but tend to restrain implementation in favor of more traditional, proven
approaches.
The net effect of the differences identified is that
school system staffs are poorly positioned to respond to fast changing
environments. Different organizational levels favor different strategies that
tend to mesh on an intellectual level but fall short on actual implementation.
The result tends to be modest—if any—improvements with a circular firing squad
forming to explain any failures and short-comings.
Video (17 min): https://www.youtube.com/watch?v=jiBvHYrrgjk&feature=youtu.be
Video: .wmv
standalone video file: Available on request
Text: MSWord
& PDF Version: Available on request
CREATIVITY
SCIENCE
by: Gary J. Salton, PhD, April 2012
This
research uses validated theoretical logic to explore the implications of the
various styles on creativity. It is able to demonstrate that creative volume (i.e., the number of ideas),
direction (operational utility vs.
abstract understanding) and creative quality
(i.e., certainty, depth, clarity, etc.) are systematically affected by “I Opt” style. Knowledge
of these effects and their underlying cause can be used to align individuals
and groups to better meet the objectives of the issue in question.
Video (13 min): https://www.youtube.com/watch?v=EL4bVMeuxlM&feature=youtu.be
Video: .wmv
standalone video file: Available on request
Text: MSWord
& PDF Version: Available on request
SECRETS
OF THE ADMINISTRATIVE ASSISTANT
by: Gary J. Salton, PhD, June 2012
A sample
of 194 Administrative Assistants from 100 different organizations was compared
to over 5,000 people in other professional and managerial roles. The study used
“I Opt” technology to demonstrate that the role of the Admin is unique and
complementary to the roles of other functions within the firm. The corollaries
to the strategies necessary to fill the Admin role are specified and explained
as a natural offshoot of the Admin’s position. Various statistical tests are
included to provide assurance
of the validity of the findings.
Video (14min): https://www.youtube.com/watch?v=auHjvjwAFJo&feature=youtu.be
Video: .wmv
standalone video file: Available on request
Text: MSWord
& PDF Version: Available on request
ORGANIZATIONAL
RANK AND STRATEGIC STYLES
by: Gary J. Salton, PhD, October 2012
This study investigates the relation of strategic style
with rank in an organization. The sample used included 10,617 people from 1,559
different organizations. It refined this core research with a sample of 1,801
people from 390 organizations who held 1st level management
positions with varying degrees of autonomy.
The research found a highly creditable relation between
style and rank based on the input strategy employed by the style. Styles using
structured styles (i.e.,
predetermined patterns)
tend to be disadvantaged at higher ranks. Styles based on unpatterned input
(i.e. opportunistic strategies) are disadvantage at low levels but tend to
prosper as rank increases. These findings were clear and unambiguous.
The relationships identified at a global scale were
“stress” tested using a sample of 1st level management holding
positions of varying autonomy. The study found that the same relationship found
at the macro level held on a micro basis. Structured styles (LP and HA) were favored when the work content
and process is stable in character. Unpatterned strategies (RS and RI) tend to be favored where the
objective is known but the method of achieving it is uncertain.
The study is able to trace the effects found to the
underlying predictability of the role responsibilities. Predictability works
through four agencies. Resolution describes the clarity and detail with which
potentially relevant variables can be seen. Uncertainty describes the degree of
variability in process and/or outcome. Opportunity defines the degree to which
advantage might be gained by a particular action. Finally, incentive expresses
the motivation to actually engage a particular activity. The study outlines how
these factors work together to produce the strategic style trends seen in the dominant
‘I Opt” styles at various organizational levels. A compelling logical argument
is made that these factors and processes are inherent in any organization. They
are universal through time, culture and geography.
The study also shows that the progress of style change by
rank is itself functional. Adjacent positions tend to differentiate their
information processing approach in manageable increments. This facilitates
communication between levels and bridges the interests of the organization
between near-term survival and longer-term prosperity.
Research Blog: http://garysalton.blogspot.com/2012/10/organizational-rank-and-strategic-styles_22.html
Video (16 min): https://www.youtube.com/watch?v=sqeGLvjU2Oc&feature=youtu.be
Video: .wmv
standalone video file: Available on request
Text: MSWord
& PDF Version: Available on request
TEAM
TENSION: CAUSES AND MANAGEMENT
by: Gary J. Salton, PhD, January 2013
The Organizational Rank and Strategic Style research (2012) revealed that formal organizations have a “built in”
mechanism for managing tension
(i.e., profile similarities between adjacent positions). This study recognized most teams
have no such “built in” structure.
The study outlines how team tension might be predicted, the direction it is likely to take and its probable intensity.The study shows the mechanics of inherent tension, Identifies how this translates into emotion attributions that resist logical resolution and offers specific methods of managing tensions that can arise.
The study outlines how team tension might be predicted, the direction it is likely to take and its probable intensity.The study shows the mechanics of inherent tension, Identifies how this translates into emotion attributions that resist logical resolution and offers specific methods of managing tensions that can arise.
Video (15 min): https://www.youtube.com/watch?v=xQ_5b4BUUB0&feature=youtu.be
Video: .wmv standalone
video file: Available on request
Text: MSWord
& PDF Version: Available on request
HUMAN
RESOURCE THOUGHT DIVERSITY
by: Gary J. Salton, PhD, February 2014
The thought diversity within Human Resources is
investigated in depth in this study. A sample of 2,195 HR people formed the
basis for the examination. These were contrasted with 9,072 people from other
functions.
The study found that HR was among the most thought
diverse functions in a firm exceeded only by Sales and Marketing. The source of
this diversity was traced to the two major components of HR—Learning &
Development (L&D) and
Traditional HR. It was found that L&D was the major source of diversity. On
a stand-alone basis L&D exceeded even Sales & Marketing. Traditional HR
proved to be about 11% more thought diverse than the average function. This can
be traced to the HR Consultants and Diversity/Inclusion parts of the
traditional HR function. Suggestions for managing the diversity within HR are
offered.
Video (15 min): https://www.youtube.com/watch?v=flTOurpWrjk
Video: .wmv
standalone video file: Available on request
Text: MSWord
& PDF Version: Available on request
HR THOUGHT DIVERSITY: Different people, different approachs
HRZONE,a United Kingdom digital journal with 130,000 distribution
by: Gary J. Salton, PhD, February 2014
by: Gary J. Salton, PhD, February 2014
This is a brief summation of the research on thought diversity (above) from the perspective of the HR function.
Text: MSWord
& PDF Version: Available on request
by: Gary J. Salton, PhD, April 2014
This study used a sample of 2,385 professional engineers
drawn from 178 unique organizations primarily domiciled in the United States
but with representation from 30 other countries. These were contrasted with
8,011 professionals from 8 other functional areas.
The study was able to demonstrate that the behavioral consistency attributed to the “Engineering Personality” was in reality a natural offshoot of the information processing styles needed to do the job. The reason that the attribution is applied to engineering and not to other disciplines (e.g. finance, science, etc.) is that engineering has significant proportion of people who are highly committed to the HA and LP styles. This generates a behavioral visibility and consistency that stands out by contrast.
The study was able to demonstrate that the behavioral consistency attributed to the “Engineering Personality” was in reality a natural offshoot of the information processing styles needed to do the job. The reason that the attribution is applied to engineering and not to other disciplines (e.g. finance, science, etc.) is that engineering has significant proportion of people who are highly committed to the HA and LP styles. This generates a behavioral visibility and consistency that stands out by contrast.
The study explains how the “Engineering Personality”
generates negative behavioral corollaries (e.g., slow, cautious, etc.) that can and should be managed so
as to present a generally more positive image to other functions in a firm.
Video (15min): https://www.youtube.com/watch?v=jM1yf_7RIfY&feature=youtu.be
Video: .wmv standalone
video file: Available on request
Text: MSWord
& PDF Version: Available on request
3-DIMENSIONAL ORGANIZATION CHARTS
by: Gary J. Salton, PhD, September 2014
A small public university with a staff of about 700
people was used to explore the value of 3-dimensional organization charts in
organizational design and development. A companion video examines the
application of 3D technology in broader, accessible terms. The video visualization
of rotation in 3D space offers important insights not available in
two-dimensional textual representations.
The research paper is able to examine 3D technology in
more detail and provides more background depth. It uses “snapshots” of the 3D
animation to explain the mechanics of constructing the 3D models. It elaborates
on the value of incorporating visual “I Opt” profiles into the models created.
Video: .wmv
standalone video file: Available on request
Text: MSWord
& PDF Version: Available on request
WOMEN IN ENGINEERING
by: Gary J. Salton, PhD, January 2015
A sample of 2,855 practicing non-management engineers
were contrasted with 619 exact scientists (excludes social scientists). The purpose was to attempt to
isolate the reason that exact scientists had over twice the female
participation rate of engineering. This occurs in spite of the fact that the
two areas have equivalent intellectual complexity and importance as well as
demanding comparable levels of rigor.
The study found that women in science and engineering
were essentially identical in their approach to issues. The difference in
participation rates resided in the men. That difference was not in the strength
of commitment to a particular style. Rather it was found in the rank order of
style use by the males in both areas. Male engineers tended to use the
relatively rigid LP style as their secondary strategy. Male scientists tended
to favor the more flexible, idea-oriented RI style. The net result is that male
scientists find the female style election (common for both engineering and science) complementary to their approach.
Male engineers tend to find the common female strategies tend to be more
hostile to their way of doing things. Systematically negative relationships
invites stereotyping which then acts to deepen the negative environment and
further discourage female participation.
Video (17min): https://www.youtube.com/watch?v=G0FNHeNsQEw
Video: .wmv
standalone video file: Available on request
Text: MSWord
& PDF Version: Available on request
ENGINEERING INSIGHTS
by: Gary J. Salton, PhD, July 2015
This study uses a sample of 4,240 engineers from all
organizational levels and contrasts them with a sample of 29,893 people from
other professions. The study finds that engineering has a near optimal internal
design. Its staffs and management stress the predictability and quality that
society demands. It achieves this by having a highly consistent information
processing approach across all levels. The VP and selected pockets of variant
styles act as the vectors for change and environmental adjustment. The uniform structure
of engineering makes the VP’s change management role more challenging than it
is in other functions.
The very strategies that foster an effective internal
organization tend to distinguish it from its peer organizational functions.
These differences invite negative responses which can limit engineering’s
influence on corporate matters. Its homogeneity of approach invites negative
attributions of a global nature.
Video (13 min): https://www.youtube.com/watch?v=40cZB_ngGSQ
Video 2 min Summary: https://www.youtube.com/watch?v=Nyaf7C4Tn7k
Video: .wmv
standalone video files: Available on request
Text: MSWord
& PDF Version: Available on request
WOMEN IN ENGINEERING LEADERSHIP
by: Gary J. Salton, PhD, September 2015
This study uses a sample of 3,685 engineers. The sample
consists of 2,771 men, 543 women and 351 people of unknown gender. These people
held organizational ranks from professional to Senior Executive.
The study found no statistically significant difference
in “I Opt” style between men and women at any managerial level. It did find
highly significant differences in the LP (women higher) and RI (men
higher) styles
at the professional level. The longer term pattern variation was more striking.
Women differed form men at a statistically significant level in all four
patterns at the professional level. Only 2 instances of marginally significant
difference were found at the managerial levels. One of these was dismissed due
to the extremely wide variety of responsibility between positions at the
Project Manager level. The difference in the Perfector pattern at the
mid-manager level was deemed to be real and appeared to be attributable to the
low level of RI (a
component of the Perfector pattern) among professional level women.
On the whole the study finds that women are being
promoted to management using the same information processing criteria as being
applied to men. The remedy for the low representation of women in engineering
management was traced to type of women who are being attracted and retained at
the professional level. The remedy appears to depend on an active role being
assumed by senior management. It is unlikely that lower levels of engineering
management will independently address the issue.
Video (14 min): https://www.youtube.com/watch?v=xJw_M99TMDQ
Video (2 min Summary): https://www.youtube.com/watch?v=SI9nsmdEwIM
Video: .wmv
standalone video files: Available on request
Text: MSWord
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ENGINEERING PROFESSORS: GENDER GATEKEEPERS
by: Gary J. Salton, PhD, January 2016
The study uses a sample of 155 tenured and tenure track
engineering professors from 90 unique universities to explore their effect on
the inclusion of women in engineering. These professors were contrasted with
285 non-engineering professors of similar rank from 139 universities working in
26 unique fields from accounting to zoology.
On an overall basis the study found a statistically
significant difference in the analytical HA style. The cause of the difference
was a cluster of highly committed engineering professors who held very high
levels of commitment to the HA style. An analysis of patterns revealed that
engineering was substantially less inclined toward the use of the Changer
pattern than were other disciplines. A deeper investigation revealed that the
global differences are attributable to the full professors. The more junior
ranks are indistinguishable from their non-engineering counterparts.
The study observes that the teaching methods employed
were developed to meet the needs of male students who historically populated
engineering. This was the era in which today’s full professors developed. The
structured preferences of this group (i.e., Conservator and Perfector) tend to
rely on traditional approaches and thus fail to accommodate the interests and
needs of women attempting to enter the profession. Since full professors tend
to set the criteria for teaching the standards the more flexible lower
professorial levels cannot effectively compensate.
The condition discovered is not without positive merit.
The study found that the overall posture of engineering professors acts as a
bridge to the even more structured field professionals. This relationship to
industry is valuable to the profession and to the university.
Video (12 min): https://www.youtube.com/watch?v=DFwzHvPrb_A&feature=youtu.be
Video: .wmv
standalone video file: Available on request
Text: MSWord
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ROOT-CAUSE ANALYSIS OF GENDER BIAS IN ENGINEERING
by: Gary J. Salton, PhD, June 2016
The study uses a sample of 5,130 engineers including 864
women and 4,266 men. Positions represented included all levels from non-management
professional s through senior management.
The study identified statistically significant
differences at all levels. Women tended to be more committed to the action
based strategies (RS & LP) while men favored the thought based (HA & RI). The
differences were visible in all areas of engineering. They were also visible
regardless of the specific academic degree (e.g., mechanical vs. electrical).
The two genders shared the same primary HA style. They
differed on their secondary elections. This difference is enough to produced
irregular but persistent differences of an irreconcilable nature. Attributions
of “reasons” for the differences that do arise get substantial reinforcement as
they are exchanged among the more numerous men in the field. The attributions
then can form the basis of systematic bias that appears to be evidenced in
behavior. They are easy to believe.
The remedy for the distortion lies in attracting more
women with a focus on those whose preferences are more closely aligned to those
the men in the field. Currently the structure of the field appears to attract
females whose “I Opt” preferences allow them to prosper in relatively hostile
environments.
Video Root (16 min): https://www.youtube.com/watch?v=s5VgdI_zYao
Video: .wmv
standalone video file: Available on request
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INFORMATION TECHNOLOGY:
SENIOR EXECUTIVE
ORGANIZATIONAL “FIT”
by: Gary J. Salton, PhD and Shannon Nelson,
CEO, Professional Communications, March 2017
A sample of 2,526 senior executives in roles ranging from
VP to General Manager was used to compare IT executive to similarly positioned
executives in other functions. One phase of the study found that on an overall
basis IT information processing is well aligned with other functions. In fact,
it has a marginally significant advantage in the idea oriented RI style that is
likely to cast IT in a favorable leadership role.
The study also followed up on published study by Deloitte
Consulting of 1,271 CIOs. That study found that CIO’s were 5 times as
“satisfied” working for the CEO as when they were reporting to the CFO. This
study was able to isolate the cause of that difference. A linear relationship
was found between the alignment of information processing profiles and IT job
satisfaction. The relationship cannot be definitively confirmed because
Deloitte used ordinal data in the measure of satisfaction. However, the
direction of that relationship appears certain.
Video (16 min): https://www.youtube.com/watch?v=0PHvPIR6rVU
Video: .wmv
standalone video file: Available on request
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& PDF Version: Available on request
INFORMATION TECHNOLOGY: HOW DIFFERENT ARE WE?
by: Gary J. Salton, PhD July 2017
A sample of 3.673 IT people was compared to 44,448 non-IT
people from comparable organizational levels. Lower organizational levels of IT
were found to enhance the leadership posture found in the study of senior IT
management. They also exhibited a stronger than average idea-oriented RI style
commitment.
IT functions in different organizations were compared and
found to be about 71% similar in their approach to issues. The difference among
the remaining 29% was focused on “how” things were to be done rather than
“what” was being done. Differences in RS and LP action-based commitment far
exceeded differences in the thought-based RI and HA styles. The overall
judgement was that IT departments are best characterized as being far more
similar than different from each other.
The specific mix of people at the professional IT level
were found to be more different from each other that IT was different from
other organizational functions. The basis of that difference was found in the speed
with which the professionals received organizational feedback on the success of
their work efforts. The diversity of approaches suggests that this professional
group merits ongoing management attention.
Finally, the research addressed structural similarity
between IT and engineering. The study found that IT males differed from
engineering males significantly. IT males were more committed to the
unpatterned RS and RI styles. This difference was balanced by female IT
professionals. The net result was that there was no overall difference between
engineering and IT in their information processing approach to issues.
Video (16 min): https://www.youtube.com/watch?v=1l-3qVSXRj4&feature=youtu.be
Text: MSWord
& PDF Version: Available on request
Video: .wmv
standalone video file: Available on request
GENDER AND THOUGHT DIVERSITY IN CHEMISTRY
American
Chemical Society Book Chapter (Juried academic publication)
by:
Gary J. Salton, PhD and Shannon Nelson, Digitally published by ACS October 2017
This
article summarizes the series of research blogs on women in engineering and
incorporates data and analysis for chemical scientists. The article
demonstrates that there is a cultural bias in engineering predicated on
secondary strategic style differences between the genders. The strength of this
bias is sufficient to cause a significant segment of women to accept 31% less
pay by becoming chemical scientist versus becoming chemical engineers. This is
in spite of the fact that the intellectual, educational and working condition
demands are virtually the same in both professional areas.
American Chemical
Society Blog: http://pubs.acs.org/doi/10.1021/bk-2017-1255.ch008
Video Summary
(15 min): https://www.youtube.com/watch?v=yt4Qy3ErfP8&feature=youtu.be
Video: .wmv
standalone video file: Available on request
Text: MSWord
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ORGANIZATION: A FACT-BASED PROFILE
by: Gary J. Salton, PhD May 2018
This research reports on the use of the "I Opt" database to develop an evidence-based model of organizational design. The research draws on 77,442 respondents domiciled in 115 different countries and affiliated with 5,549 unique organizations. The research is able to demonstrate that organizations have autonomic capacities which can maintain an organization without conscious guidance. The traditional hierarchical pyramid is appended to this base. It serves to provide rational guidance enabling the organization to optimize its ability to handle disruptive events and to sustain itself into the future. These organizational components are measurable and their relationships can be quantitatively defined.Operating together these components form an ecosystem which behaves as a single intelligent entity.
by: Gary J. Salton, PhD May 2018
This research reports on the use of the "I Opt" database to develop an evidence-based model of organizational design. The research draws on 77,442 respondents domiciled in 115 different countries and affiliated with 5,549 unique organizations. The research is able to demonstrate that organizations have autonomic capacities which can maintain an organization without conscious guidance. The traditional hierarchical pyramid is appended to this base. It serves to provide rational guidance enabling the organization to optimize its ability to handle disruptive events and to sustain itself into the future. These organizational components are measurable and their relationships can be quantitatively defined.Operating together these components form an ecosystem which behaves as a single intelligent entity.
Research Blog: http://garysalton.blogspot.com/2018/05/organization-fact-based-profile.html
Video Summary (22 min): https://www.youtube.com/watch?v=uasvsanB8jk&feature=youtu.be
Video Summary (22 min): https://www.youtube.com/watch?v=uasvsanB8jk&feature=youtu.be
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standalone video file: Available on request
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HUMAN INFORMATION
PROCESSING DEVELOPMENT
“I
Opt” technology does not have a validated instrument with which to measure the
development of strategic styles in children. However, several women brought
their children to work on a regular basis. We were thus privileged to be able
to watch their development over time. This process has been documented over
time in the form of blogs attributed to the children. While not “scientific”
they do provide often cogent insight into the information processing
development of the children at various stages of development. They are offered
here as vehicles for insight and as potential guides for the future expansion
of Organizational Engineering theory and practice.
HUMAN
INFORMATION PROCESSING DEVELOPMENT
by: Gary J. Salton, PhD, October 2011
This research uses deductive logic and practical
illustrations to demonstrate the sequence of development of strategic styles
from infancy to adulthood. The research shows that the sequence of RS to LP to
HA and finally RI is an inescapable sequence. Each style provides the necessary
knowledge base for the subsequent style. It also demonstrates that there is no
“hierarchy” of styles in an adult. Different situations will favor different
styles as a preferred primary strategy regardless of the position in the
development sequence.
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CHLOE’S JOURNAL #1
GROWING UP WITH “I OPT”
by: Chloe. February 2005
The blog describes Chloe’s development from birth until
18 months. She describes her initial RS strategy in terms of how the strategy
impacted her life as an infant. She also explains how the RS strategy naturally
evolves into an increasing appreciation and use of the LP style.
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CHLOE’S JOURNAL #2
GETTING SMARTER WITH “I OPT”
by: Chloe. November 2011
Chloe describes her development from 18 months to 8 years
of age. She shows how normal life processes automatically introduce the
essential elements of the LP style into an individual’s repertoire. She
describes how procedures are introduced in simple physical things and then
begin to evolve into learning basic social skills.
In this period Chloe starts preschool. She describes how
learning to read was her first step into the more intellectual HA style. She
shows how the phonics evolves into learning of systems. Squiggles on a piece of
paper become sounds which then weave together to form words. She notes that the
same thing happens in math. Counting becomes addition which then evolves into
the other mathematical operations. Chloe deduces that of these processes
involve discovering how things fit together. The foundation of analysis has
been laid.
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CHLOE’S JOURNAL #3
“I OPT” IN THE “TWEEN”
YEARS
by: Chloe. January 2015
Chloe is now 11 years old and is reflecting on her
development in her elementary school years. She deduces that what the “I Opt”
model describes as a linear process is really a dance between input and output
which then act to develop and refine the “process” box of the model. She
defines how mistakes, missteps and accidents serve to aid in the development of
an effective “process” element.
Chloe also begins to explore the beginnings of the RI
style. She reports on how the systems developed in refining the HA style are
critical to the development of the creative RI style. She discovers that every
style has creative capacity and they just differ in the nature of the product
of that genius.
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FIONA JOURNAL #1
DISCOVERING “I OPT”: MY
FIRST YEAR
by: Fiona. March 2013
Fiona describes her experience in the first year of life.
She begins with the discovery of patterns that became the “things” that are the
input variable in “I Opt”. She then describes how individual “things” become
grouped through generalization. She found that generalization can take the form
of modeling when she visited her cousin. She explains how this allowed her to
learn without actually “doing” anything.
In this first year Fiona used her “kernel” (i.e.,
built-in behaviors like sucking, failing, etc.) to discover that she could
affect the world. Fiona says that she learned that she could direct these
effects and explains that this was her discovery of the “output” box in the “I
Opt” model. She notes that this was a demonstration of causation. She then
points out that causation was the link between input and output—the “process”
box of the “I Opt” model.
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FIONA JOURNAL #2
DISCOVERING “I OPT”: MY SECOND
YEAR
by: Fiona. May 2014
Fiona says that her second year began with the discovery that
things happen in sequence. She found that sequences of interacting behaviors patterns
are just like the patterns she used in order to discover physical objects. She
notes that physical edge boundaries have just been replaced with event
boundaries. She describes how she could manipulate those behavioral patterns to
construct and guide the social situations in which she wanted to participate.
She says that she used her new insight to experiment by constructing play
situations in which dolls substituted for real people. She found that grownups
described this kind of thing as “simulations.”
Fiona realizes that she is accumulating a lot of new
tools, processes and procedures. She found that this has resulted in an
increased attention span. She says it just takes more time to work through all
of the interacting patterns. She argues that attention span is nothing more
than a reflection of the complexity and integration of the patterns that she is
accumulating. The more patterns, the greater their integration and thus the
longer will be the attention span. It is just mechanics.
Fiona says that she also discovered she has different
tools to use to work with all of the patterns. She can use words, pictures and
her physical senses. She found each of these tools gives different information
which affects the kind of options she could consider. She knows she has access
to all three tools but figures that she will eventually come to stress one that
fits with the style that best addresses the life situation in which she finds
herself.
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OPERATIONAL “WAR”
STORIES
The
listings in this section are stories of actual situations where “I Opt”
technology was employed to solve unusual problems. The stories are all real and
are related as they were described by the consultant actually involved in the
situation. Voice versions are available on our website under the listed “url” (i.e., World Wide Web address). Actual scripts for the voice recording are available
upon request so that clients can incorporate the knowledge into other material
which they may be using. Audio MP3 files are also available on request so that
they can be incorporated into non-internet based presentations.
STRUCTURING TEAMS FOR THE BACKROOM
Addresses the importance of team design in
achieving goals
This story describes a situation of a team addressing a
multi-phased project where each phase required a different strategic style
skill set. The initial team consisted of dominant Relational Innovators and was
well positioned for the first phase of envisioning an ideal future.
The difficulty came when that same team was retained for the second phase—detailed analysis, planning and provisioning. The team was poorly suited to this task. The consultant used “I Opt” technology to design and implement a salvage plan. TeamAnalysis was used to identify strategies to compensate for structural deficiencies. The consultant used “Flexing” strategies to create missing team capacities. The result of the effort was an adequate response but far short of what could have been realized if the style structure of the team had better matched the needs of Phase II implementation.
The difficulty came when that same team was retained for the second phase—detailed analysis, planning and provisioning. The team was poorly suited to this task. The consultant used “I Opt” technology to design and implement a salvage plan. TeamAnalysis was used to identify strategies to compensate for structural deficiencies. The consultant used “Flexing” strategies to create missing team capacities. The result of the effort was an adequate response but far short of what could have been realized if the style structure of the team had better matched the needs of Phase II implementation.
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MANAGING PERFECTION
Demonstrates the value of the use of rules in
modifying group conduct
Three groups of automotive engineers were assigned a
common power train design objective. The group was exceptionally talented with
many highly insightful people. Coordination had been arranged around weekly
meetings where interim objectives were presented and reviewed. The problem
became slipping deadlines as new obstacles, questions and considerations
continuously arose.
The consultant isolated the problem. The group was
dominantly HA. Complete mastery was a standard. Every question had to be
answered. Every question burned time and resources. The solution was simple and
profound. The order of presentation was changed. The presentation order was
changed from logic to conclusion to conclusion then logic. Changing the order
moved the demonstration of from defense of logic to defense of conclusion. HA’s
hate to be wrong. The change moved the meeting tone. Minor issues and
improbable conditions tended to be dismissed rather than answered in detail.
Merely changing the order of presentation put the project back on track and
lead to a successful conclusion.
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PEOPLE MIX IS IMPORTANT
The simplest of tasks can still benefit from
a mix of styles
A Vice President of R&D in a frozen food company
assembled a big time group of innovative Relational Innovators to come up with
new product ideas. An all-day meeting produced a plethora of ideas. At the
conclusion the VP asked “who took notes?” No one had. The VP realized that he
had forgotten the value of structured approaches and that the inclusion of a
few Logical Processors (LPs) could have better preserved what had been created.
The VP salvaged the job and also learned a lesson. Few efforts of any
consequence benefit from restricting entry to one strategic style.
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UNORTHODOX CAN WORK
People are smart. Sometimes all you need do
is to define the problem.
A large health insurance company in the Northeast was
experiencing a pervasive level of tension in a team. Everyone was mad at
everyone else. The consultant used “I Opt” technology to isolate the problem.
It was immediately obvious—the problem was the leader. She was a big time RS
and the staffs were equally strong LPs. There was an automatic disjoint of
objectives. The leader wanted speed and volume. The group wanted efficient execution
and perfection in result.
The consultant did not even get a chance to recommend a
solution. The executive in charge called a group meeting. She used her “I Opt”
report as a script and outlined her expectations and told the group why she had
them. The group members spontaneously got up and using their “I Opt” reports
outlined their expectations and goals. Then the meeting was simply closed. No
plans, no resolutions, no nothing.
The consultant circulated after the meeting. He
discovered that everyone judged the meeting to be a great success. His
diagnosis was that the meeting had reduced tensions and laid out a common
landscape for all involved. The people involved believed that with this
knowledge they could navigate that landscape for the benefit of all.
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BIG TEAMS, BIG PROBLEMS
Sometimes there is more than one cause to team
issues.
A team of 25 people had been working for 6 months to
develop a diversity program. They were no further along than the day they
started. An “I Opt” analysis revealed that the team was dominated by strong
HAs. Their critical evaluation skills were bouncing off each other to create a
swirl of considerations that demanded resolution before moving forward.
Paralysis by analysis was “built in.”
The leader acted first to get a common understanding of
the problem. In a 4 hour meeting she got a consensus on the “I Opt” diagnosis. She
then broke up the team into sub-teams and introduced a ratification approval
process so that everyone got to participate in the final decision. The result
was outstanding. In six weeks the program was done and approved. Four weeks
later it was implemented. Everyone involved won—the leader, team members and
the organization as a whole.
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MAKING IT “REAL”
An exercise shows that failure can be due to
organization and not the people.
A professor at a major Midwestern university designed a
teamwork experience. Teams of graduate engineers were formed into teams
designed to produce predictable results. To prove it, the professor wrote his
predictions on an index card as the teams were constructed. He then read the
predictions aloud after each team concluded their debriefing. They proved to be
unerringly accurate.
The exercise was designed to produce teaching moments.
The first was that the result did not depend on the particular people. He could
have substituted a different person with the same style profile and got the
same result. The second teaching moment was that the emotions released in the
process had long term implications. If the people involved were put on a future
team they would go in with a bias. The third was that every style is good for
somethings—and not others. There are no “good” or “bad” styles. Finally, the
predictions demonstrated that there was nothing “fuzzy wuzzy” involved. The
technology could be accepted as a tool appropriate for an engineer’s toolkit.
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DEALMAKING IN TEAMS
A corporate sub was destined for a fire-sale
until they reorganized themselves.
An internal consultant domiciled in Texas got an
assignment to help fix a subsidiary in Michigan in the winter. His objective
was to do the job but get in and back to the warmth of Texas as soon as possible.
The 70 person subsidiary firm was having problems in virtually all areas. All
signals pointed to an organizational problem.
The consultant got a full set of individual, team and
leader reports for each team. He studied them in warmth of Texas. He flew into
Michigan and held a slide-show for 70-person group meeting on arrival. The overall
consensus—with quibbles—was the analysis was on target. A common understanding
had been established.
The consultant then met with each team in the group. He
used to “I Opt” reports to show how the groups could compensate for some of the
issues of each specific team. Then he went a step further. He pointed out that
if they could acquire team members with a needed style, there would be no need
to compensate.
He then went home to warm Texas. Two days and done. He
tracked progress from Texas. The results were jaw-dropping. The sub had been a
target for take-over by other firms. The situation had been reversed and these
other firms themselves became targets. The subsidiary moved from the bottom to
the top of almost all performance categories on the corporate books.
The consultant reported that what had happened was that
“I Opt” had provided a framework and some initial guidance. He had facilitated
that understanding and worked into his guidance some local conditions that the
“I Opt” computers had no way of knowing about. Once this was done, the people
involved did the rest. They traded people between teams and rebuilt their
individual teams with the appropriate capacities. And he got to go back to the
warm confines of his home in Texas.
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THE POWER OF A NAME
Changing how memos were written caused a
group to become a team.
A 12 person team was getting nowhere in smoothing out the
transactions between groups in a metal working plant subsidiary of a Fortune
250 company in the Midwest. They were getting nowhere. An internal consultant
was charged with fixing the problem.
“I Opt” analyses
were run and its recommendations were accepted and implemented. Everyone was
actively engaged. All of the people were cooperative. There were no resource
problems. Traditional measures said the team should perform well. It was not.
The consultant traced the problem by going back to the
fundamentals outlined in “I Opt” theory. The communications from the organization
(e.g., plant and department managers) to the team were all individually
addressed. There was no “reward” for team achievement, just individual
contributions. The group had the right “horses”, they were attached to the
wagon in the right way and they were arranged to pull the wagon in the same
direction. The problem was that there was no motive to pull. The team had
common purpose but no common destiny.
The consultant addressed the problem by going to the
reward sources (management) and getting them to begin addressing their
communications to the team as a whole. Now there was a motive to achieve group
objectives and not just individual contributions. After this change things
moved rapidly to conclusion. All the pieces were there, they just had to be put
together in the right way.
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THE MEETING ROOM
A
young consultant reserves a room and harnesses team power.
A young consultant was assigned the task of rationalizing
and improving performance on the factory floor using the workers actually doing
the job. He produced “I Opt” reports. Everyone agreed that they hit the mark on
vulnerabilities and opportunities. But when it came to recommendations one or
another person pointed out that the idea had been tried 20 years ago—about the
time the consultant was running around in diapers.
The consultant figured out that his age or the
recommendations were not the issue. The problem was that the workers did not
believe that their views would be respected and treated seriously. He decided
to correct that impression. He reserved the board room at Corporate
Headquarters and called a team meeting. The consultant did not do anything
more. The dark paneling, mahogany table, leather chairs and Oriental rug did
the work. The same recommendations that had been dismissed as outdated were
suddenly relevant again. The meeting site had demonstrated in “real” terms that
both they and their ideas were respected and considered of value.
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SPONSORSHIP CAN HELP
A competent team was stuck. A consultant
fixed the problem with a memo.
An administrative team of 9 people was charged with
improving information flows in a plant. They knew what to do, how to do it and
had the needed internal capacities. But nothing was happening. A consultant
figured out why. To actually get the job done they needed the cooperation of
the various departments. And it was not forthcoming.
The consultant solved the problem by getting the plant
manager to release a memo citing his interest in the team’s work. His memo also
referenced the various departments involved. The team members and everyone referenced
was put on the memo’s copy list. Things instantly changed.
The consultant had used “I Opt” technology to prep the
team. They had addressed their internal vulnerabilities and positioned
themselves to magnify their strengths. When the world changed, they were ready.
The consultant commented that this was a necessary precondition. Not being able
to actually deliver when the top dog certified his faith in you is a formula
for some serious career damage.
Upon reflection, the consultant commented that what had
happened was that the department managers got reprioritized. None of them were
bad people. They just felt that the team members were relatively uninfluential
relative to other parties and interests that they had to serve. The Plant
Manager’s memo served to let the team borrow some of his influence and use it
for the good of the organization.
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HONEST BROKER
A leader was not getting things done. He was
always mediating.
The CEO of a chemical company in the Southeastern United
States found himself arbitrating issues between factions of his managerial
staff. The final decisions seemed to be good and the firm was doing well. But
the price being paid by the CEO was high.
The consultant did an “I Opt” analysis and the issue
jumped off the page. The management group was split between a Conservator and
Changer faction. The CEO was a balanced style and saw merit in both positions.
Rather than the factions working things out for themselves they had delegated
the task to him. Effectively he had to work through each factions detail to get
to a final decision.
The management team agreed with the “I Opt” diagnosis.
The CEO said he wanted to stay in charge but wanted out of the middle of every
issue. The team agreed that the direction of “I Opt” recommendations was right
but that they needed to add some things, modify some and eliminate others. It
took some time to work through the issues but they were ultimately resolved.
The consultant’s job was done.
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LEVERAGING LEADERSHIP
A consultant creates a 1-day transition
program to handle multi-retail sites
A new head of OD combines a program used by the Army with
“I Opt” technology to create a site-specific 1-day leadership transition
program to handle site leadership transitions at hundreds of retail sites. The
program is introduced in a way that maximized visibility across the firm. The
implementation was designed to leverage the acceptance of the OD function as a
valuable part of the management of the firm. The final value of the program is
demonstrated by the fact that it continues to be used after the OD leader left the
firm to accept another position.
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“I OPT” REPORT
INTRODUCTIONS
This
section of the index provides detailed overviews of the various reports offered
by “I Opt” technology. The text files are summaries created in 2017 that were
taken from the scripts that were used to create the YouTube video explanations.
The text files have been edited for clarity and to compensate for the absence
of animation available in the video format.
INTRODUCTION TO THE ADVANCED LEADER REPORT
by: Gary
J. Salton, PhD July 2008
The
Advanced Leader Report is intended for use by experienced leaders who have been
or are in a leadership position. The report presumes that the reader has
experienced both success and failure in various positions. It is assumed that
this experience enables them to accept somewhat direct and sometimes abrupt
assessments. The introduction is intended to provide the consultant or
facilitator with the background on what to expect when administering the report
to the intended clients.
Video: .wmv standalone video file: Available on request
Text: MSWord & PDF Summaries: Available on request
INTRODUCTION TO THE COACHING REPORT
by: Gary J. Salton, PhD July 2008
The
Coaching Report is designed to be companion to the Advanced Leader Report. It
attempts to put the observations and insights of the Advanced Leader into the
specific context of the particular leader. It can be used by a coach as a guide
or by the leader as a self-study device. Experience has shown that this report
is a bit of overkill. However both the Summary and the report might be useful
to consultants and facilitators as a source of ideas which might be extracted
to service particular needs of specific clients.
Video (10 min): https://www.youtube.com/watch?v=YuyLdX668Nc
Video: .wmv
standalone video file: Available on request
Text: MSWord
& PDF Summaries: Available on request
INTRODUCTION TO THE CAREER REPORT
by: Gary J. Salton, PhD September 2008
The
“I Opt” Career Report is written in accessible language but it does not
compromise content. It is mature in tone and respectful in character. Its focus
centers on leveraging the natural strengths inherent in the strategy that is
being used to navigate life. The text is non-judgmental and matter of fact in
character. It has been used at all levels form management to high school upper
classman.
Video: .wmv
standalone video file: Available on request
Text: MSWord
& PDF Summaries: Available on request
INTRODUCTION TO THE INDIVIDUAL “I OPT” REPORT
by: Gary J. Salton, PhD March 2008
This
report explains “I Opt” technology in simplified terms to help orient the
recipient to the nature of the analysis. It then proceeds to explain the
contents by stepping through the report page by page
Video (9 min): https://www.youtube.com/watch?v=rmkhOgWvK2M
Video: .wmv
standalone video file: Available on request
Text: MSWord
& PDF Summaries: Available on request
INTRODUCTION TO THE EMOTIONAL IMPACT MANAGEMENT REPORT
by: Gary J. Salton, PhD January 2009
The “I Opt” Emotional Impact Management Report addresses
the emotional impact which one person can have on others. This impact can have
positive or negative consequences. The report offers methods to control this
impact in a manner which is favorable to both the individual and the
organization of which they are a part.
Text: MSWord
& PDF Summaries: Available on request
Video: .wmv
standalone video file: Available on request
EMOTIONAL IMPACT MANAGEMENT REPORT TRAINING PROGRAM
by: Gary J. Salton, PhD January 2009
A 66 page PowerPoint training program includes both
textual notes and MP3 voice sample delivery. The slides are designed as a card
deck that can be mixed and matched to fit various instructional needs. The
training program summary gives content orientation and timing estimates. Some
of the slides are a bit out of date but the content remains both relevant and
timely.
Video of training summary (6 min): https://www.youtube.com/watch?v=6SYR9QNOYm8
Video: .wmv
standalone training summary video file: Available on request
PowerPoint
Training Program (66 Slides): Available on request
Text: MSWord
& PDF Training Program Summaries: Available on request
INTRODUCTION TO THE CHANGE MANAGEMENT REPORT
by: Gary J. Salton, PhD March 2010
The
“I Opt” Change Management Report is designed to address group as well as
individual adjustment challenges. It includes an explanation of “why”
difficulties can be encountered as well as “what” can be done to address them.
Video (10 min): https://www.youtube.com/watch?v=hQqHp5oxG1Y
Video: .wmv
standalone video file: Available on request
Text: MSWord
& PDF Summaries: Available on request
INTRODUCTION TO THE LEADERANALYSIS REPORT
by: Gary J. Salton, PhD January 2009
The “I Opt” LeaderAnalysis™ analyzes the dynamics of a
specific group of people being led by a particular leader. It offers extensive
explanations of exposures and opportunities embedded in the relation of the
leader to the group as well as considering the effects of team members
interacting with each other in a particular leadership context. Extensive
tables and graphics provide “proof” and validation of judgements and
recommendations. Experience has shown that the rigorous disciplines such as
engineering, scientists and Information processing professionals readily accept
the analysis. Other areas such as administrative, non-technical and similar staffs
find the analysis accessible and relevant.
Video (17 min): https://www.youtube.com/watch?v=h1MAbo31e8M&feature=youtu.be
Video: .wmv
standalone video file: Available on request
Text: MSWord
& PDF Summaries: Available on request
INTRODUCTION TO THE SALES REPORT
by: Gary J. Salton, PhD February 2009
This “I
Opt” Report applies “I Opt” technology to the area of sales. It identifies the
primary and secondary approach a person is likely to use and traces the
implications of those on sales performance. The report isolates the individual’s
preferred organizational environment and outlines the nature of the likely
interaction with both clients and sales support staffs. Suggestions and recommendations
are made as appropriate.
Video (10 min): https://www.youtube.com/watch?v=GvJr2t5WLj4
Video: .wmv
standalone video file: Available on request
Text: MSWord
& PDF Summaries: Available on request
INTRODUCTION TO THE LEARNING REPORT
by: Gary J. Salton, PhD April 2010
The “I Opt” Learning Report applies “I Opt” technology to
the area the transfer of knowledge. The report describes the learning relevant
qualities of an individual’s primary and secondary styles. The best learning
environment, probable frustrations and learning strengths and vulnerabilities
are addressed.
Video (10 min): https://www.youtube.com/watch?v=IBTQf2-xR5k
Video: .wmv
standalone video file: Available on request
Text: MSWord
& PDF Summaries: Available on request
INTRODUCTION TO THE TEACHER ADDENDUM FOR LEARNING REPORT
by: Gary J. Salton, PhD April 2010
This addendum provides an instructor with background information
on the application of “I Opt” technology to learning. In addition to providing
an overview it offers a comparison of “I Opt” to the Kolb Learning Model
(popular at the time of this writing) . It also shows how “I Opt” technology
can be applied to classroom (i.e., group) situations as well as individual
instruction.
Video (10 min): http://www.iopt.com/learning-report.html
Video: .wmv
standalone video file: Available on request
Text: MSWord
& PDF Summaries: Available on request
INTRODUCTION TO “I OPT” STYLES AND PATTERNS
by: Gary J. Salton, PhD February 2008
“I Opt” styles and patterns are explained as responses to
situations that do not carry labels as to the optimal response strategy. Individuals
develop strategies that work for them in the mix of situations which they
confront. The particular mix of strategies creates a profile that come to
characterize their typical response. A brief illustration describing the
predictive power of specific types of profiles is provided.
Video (9 min): https://www.youtube.com/watch?v=KVOyznCCWB8
Video: .wmv
standalone video file: Available on request
Text: MSWord
& PDF Summaries: Available on request
INTRODUCTION TO “I OPT” TEAMANALYSIS
by: Gary J. Salton, PhD February 2003
The “I Opt” TeamAnalysis Report analyzes a team who is
committed to a common purpose and share a common destiny. The report provides
assessments and recommendations applicable to the group (not its individual
members). Graphs, tables and listings provide detailed support for all of the
observations and recommendations made. Two summaries are provided. One is a
Summary based on the video. It is easy to follow and short. The other is in article
format and is more detailed in its explanations.
Video (~10min): https://www.youtube.com/watch?v=tTBlAygPN3g
Text: MSWord
& PDF Summaries: Available on request
Text: MSWord
& PDF Article: Available on request
Video: .wmv
standalone video file: Available on request
INTRODUCTION TO “I OPT” SPLIT STYLES
by: Gary J. Salton, PhD August 2009
This research is not a report but rather outlines the
source and implications of “I Opt” split styles. The
Split Style profile occurs infrequently and involves the display of apparently
contradictory behaviors. This evidence-based research explains the implications
of this profile to both the person holding it and the people with whom they
interact.
Video (10 min): https://www.youtube.com/watch?v=hcLacH5bqJo
Text: MSWord
& PDF Summaries: Available on request
Video: .wmv
standalone video file: Available on request
INTRODUCTION TO “I OPT” TWO PERSON REPORT
by: Gary J. Salton, PhD May 1998
This report focuses on two people functioning as a team. The analysis considers and contrasts the strategic styles, patterns and overall profiles of the individuals. It identifies opportunities and exposures embedded in the information processing elections of the two people involved. the report contains an adjacent sidebar that provides explanations of the concepts being analyzed.
Video: None
Blog: None
Text: MSWord
& PDF Summaries: Available on request
SUPPLEMENTAL
MATERIAL
The
entries in this section do not qualify as research. They include various
applications of “I Opt” tools, training programs focused on particular subject
areas and other such matters which are related to but not a part of the various
evidenced-based research efforts. The items in this section were typically
published in video or as PowerPoint presentations. Textually accessible summaries
were developed using the video script or PowerPoint notes as a guide. The
summary was edited for clarity and in some cases augmented with information
unavailable at the time the publication was prepared. However, the substance of
the summary follows the original documents.
ORGANIZATIONAL ENGINEERING (Book)
by: Gary J. Salton, PhD June 1996
This
is the seminal book outlining the basic structure of Organizational Engineering
as an information-processing based technology. The book was written as a way of
consolidating the learning that occurred from its inception in 1991. The effort
was a strategy to offset the author’s tendency to forget past discoveries while
in pursuit of new insights—a condition common among people with a strong RS
commitment. The knowledge outlined in the book remains valid. However, its
insights have been substantially enhanced and much new knowledge has been added
since the book’s publication. Thus the book’s value is primarily as a
historical document.
Research Blog: Not published on
Internet
Text: PDF
Manuscript: Available on request
Hard cover
book may be available from Professional Communications, Inc.
MANAGERS’S GUIDE TO ORGANIZATIONAL ENGINEERING (Book)
by: Gary J. Salton, PhD June 1999
A
few copies of the softcover book published in 2000 are available from
Professional Communications at the time of this index publication. The final
manuscript draft of a softcover book published in 2000 is available for
distribution in MSWord and PDF formats. The book includes some minor textual
adjustments made by the publisher prior to book printing but is otherwise
identical to the manuscript. The publication was written to be accessible by
anyone without prior knowledge of “I Opt” technology. It is a “fast read” and
provides a reasonably comprehensive review of the basics of the technology.
Research Blog: Not published on
Internet
Text: MSWord
& PDF Manuscript: Available on request
A limited
number of softcover books are available from PCI
“I OPT” COMPANION MANUAL
by: Gary J. Salton, PhD June 1999
This
is a 12 page pamphlet designed to accompany orientational sessions. It includes
an explanation the underlying information processing theory, outline of “I Opt”
technology and a brief summary of characteristics for each style.
Discontinued in
print format
May be
available in digital format
FLEXING YOUR STYLE PAMPHLETS
by: Gary J. Salton, PhD June 1999
These
are 7 page pamphlets that outline how a person can emulate the behavior of
styles other than their own. The booklets are intended to help teams consisting
of people with divergent styles better coordinate their efforts. Each style has
a unique pamphlet.
Paper copies
available for purchase from Professional Communications, Inc.
VALIDATION OF
ORGANIZATIONAL ENGINEERING:
Instrumentation and
Methodology (Book)
by: Robert Soltysik, 2000
This
was commissioned and published as a softcover book by HRD Press and validates
“I Opt” technology under all eight accepted validation standards. The 79 page
work includes a 3-page curriculum vitae (CV) testifying to the qualifications of the author.
One Page Summary: http://www.oeinstitute.org/articles/validity-study.htmll
Complete Digital Book: http://www.oeinstitute.org/articles/validity/Validity_Study_Book.pdf
Text: MSWord
& PDF Manuscript: Available on request
A limited
number of softcover books may be available from Professional Communications,
Inc.
TEAM BUILDING SIMULATION (Computer Program in .exe format)
by: Gary J. Salton, PhD May 2000
This
is an executive program (i.e., “.exe) that was intended to help consultants and professionals
demonstrate “I Opt” technology to prospective clients. The simulation asks for
the selection of 3 participants from a pool of 6 people each with distinct “I
Opt” profiles. Once selected the simulation offers a selection of the probable
team behaviors under consensus and majority decision rules as well as an overall
directional assessment. The program proved to be something of an “overkill” and
found only limited use.
Research Blog: Not published on
Internet
TEXT: None
available
“Team_Bldg_Simulation.exe”
program available on request
IOPT JEOPARDY GAME (Annimated
PowerPoint Program)
by: Shannon Nelson. October 2001
This
is an automated PowerPoint game that queries contestant on “I Opt” content. It
has been used to solidify learning at the conclusion of various “I Opt”
training seminars. The PowerPoint comes without instructions. Shannon Nelson
can quickly provide guidance via voice or email for interested parties.
Research Blog: Not published on
Internet
PowerPoint:
Version with embedded audio available
“I OPT” THEORY OF CULTURE (Lecture notes, PowerPoint, Articles)
by: Gary J. Salton, PhD April 2004
This
is a summary of the lecture notes for a segment of a seminar conducted in Ann
Arbor by Dr. Salton. This segment outlined the R&D underway at the time and
was presented in a PowerPoint format. The PowerPoint contains detail slides and
notes not incorporated in the summary. Three articles published in the Journal
of Organizational Engineering refine and solidify the concepts outlined in the
PowerPoint presentation.
Research Blog: Not published on Internet
Text: MSWord & PDF Summaries: Available on
request
PowerPoint: of the Seminar presentation with
speaker notes is available
Articles in MSWord Format are available
IOPT LEARNING MODEL SUMMARY (Lecture notes, PowerPoint)
by: Gary
J. Salton, PhD June 2004
Research
was conducted from 2002 to 2004 applying the “I Opt” model to learning. The
result was framed as a book. However, the firm participating in the research
underwent reorganization and changed ownership. As a result it withdrew it
permission to use some of its proprietary data. As a result the book was not
published. However the non-proprietary material was incorporated in a seminar
presentation. That presentation showed how emotional and rational motivation
could be combined with specifying the method and mode content structure to
improve learning outcomes. Other variables such as the instructor and
interaction effects were also measured but found to have a small impact.
Research Blog: Not published on Internet
Text: MSWord & PDF Summaries: Available on
request
PowerPoint of the Seminar presentation with
speaker notes is available
CREATING RESUME CONTENT USING “I OPT” TECHNOLOGY
by: Gary J. Salton, PhD July 2009
This
publication outlines a method to use the “I Opt” Career Report to help create
resume content. It is not focused on the form or look of a resume. Rather it
uses the strengths and vulnerabilities cited in the report as triggers for
creating a list of accomplishments and preparing for interview questions. The
underlying idea that it is the content of a resume, not the form, is what will
get a person hired. The textual summary was created in 2017 using the video
script as a guide. Clients may want to extract elements of that text to
incorporate into their own materials targeted at their specific audience
interests.
Research Blog: Not published on
Internet
Video (20
min): https://www.youtube.com/watch?v=t9WJwJUAVo4&feature=channel
Video: .wmv
standalone video file: Available on request
Note: the
internet video is in two parts and requires clicking a button during the
presentation to view the second part. This is due to a 15 minute limit that
YouTube had in place at the time of publication.
Text: MSWord
& PDF Summaries: Available on request
EXAMPLES OF FAMOUS PEOPLE ESTIMATED STYLES (Listing)
by: Gary J. Salton, PhD June 2014
This
is a one page listing of the likely dominant styles of famous people from
various disciplines. The estimate was made from reported behaviors. It is
intended to illustrate that there is no single style that preordains success or
failure. This information can be useful in orienting people unfamiliar with “I
Opt” to the technology.
Research Blog: Not published on
Internet
Text: MSWord
& PDF Summaries: Available on request
MANAGING EMOTIONAL IMPACT (PowerPoint Training Program)
by: Gary J. Salton, PhD February 2014
This
is a 66 slide PowerPoint training program. The program explains in great detail
how “I Opt” technology is able to link the rational analysis of individual and
group reports to emotional elements of individual and group behaviors. It then
proceeds to offer advice on managing the emotional impacts that an individual causes
as they navigate life.
The
slides are dated and the program is an exercise in overkill. However, some clients
have found value in segments and have adapted portions to their own more
targeted presentations. The original PowerPoint and MP3 voice files are
available on request. Of perhaps more value is a transcript of the slide notes
that were prepared in 2017 in MSWord format.
Research Blog: Not published on
Internet
Text: MSWord
& PDF Script Transcript: Available on request
PowerPoint: Version
with no audio available on request
PowerPoint:
Version with embedded audio available but very large size.
Video Summary: https://www.youtube.com/watch?v=6SYR9QNOYm8
CARTOONS ILLUSTRATING CONCEPTS (Flash format)
by: Gary J. Salton, PhD 2007 through 2009
These
are a series of Adobe Flash based cartoons based on actual occurrences among “I
Opt” staff members, cooperating clients and vendors. They were intended to
illustrate differences that arise from the interplay of varying strategic style
orientations. Each cartoon has 4 frames and a concluding “moral.” The text
version has all four frames laid out in sequence with one cartoon per page and
an explanation of the underlying concept. The Flash version requires a Flash
Reader or Flash enabled browser and presents one frame at a time.
Research Blog: Not published on
Internet
Text: MSWord
& PDF Summaries: Available on request
SINGLE FRAME STYLE CARTOONS (Single frame jpg for each style)
by: Gary
J. Salton, PhD 1996
These
are individual cartoons for each of the four "I Opt" styles set in an office environment. The office arrangement and condition signal the likely style of the character. Office plaques and blackboards contain "saying" that typify the behavioral posture of the style involved. These cartoons have been frequently used by clients in introducing "I Opt" to groups.
Research Blog: Not published on
Internet
Text: .jpg image files available on request
“I OPT” SNOWFLAKES (Templates identifying style characteristics)
by: Gary
J. Salton, PhD 1999-2007
These
"Snowflakes" are templates that identify characteristics associated with different strategic styles or patterns. The "Snowflakes" are designed so that transparencies of individual or group "I Opt" profiles can be overlaid on them. The characteristics identified will be proportional to the degree that the graphic overlays the particular area of the snowflake. At the time of this writing there are "Snowflakes" for General Behavior, Communication, Corporate Culture, General Culture, Learning and Emotional Impact.
Text: .jpg image files available on request,
selected images in pdf and MSWord
“I OPT”
CERTIFICATION
“I
Opt” technology does not require certification prior to use. However,
professionals can require a full command of the “who, what, when, where, why
and how” of the technology to meet potential challenges by sophisticated, high
level clients. “I Opt” certification fills this need using medical educational
as its model. Scientifically grounded academic learning is combined with actual
experience applied to “real world” team level interventions guided by fully
qualified experts.
The
listing below addresses the academic element of the program. This aspect of the
program is arranged as a series of “classes” delivered in either narrated
PowerPoint or video format (wmv files native to
Microsoft Windows computers). The “classes” are
broken up into 5 to 30 minute segments to provide an opportunity for reflective
learning and to ease the time demands placed on candidates. Email, supplemental
material and voice consultations with experts between the class sessions ensure
a full grasp of knowledge. Multi-year experience on a worldwide basis has
demonstrated the effectiveness of the certification program format.
CERTIFICATION SESSION 1: THEORY
by: Gary J. Salton, PhD Session Length: ~ 15 min
This
session shows how the entire “I Opt” model is derived. It shows why and how the
resultant “I Opt” model produces measureable variables that are behaviorally predictive
for both individuals and groups. The session shows how these variables create
tools that can be applied in operational situations.
PowerPoint and
.wmv video: Provided in Certification program
CERTIFICATION SESSION 2: INDIVIDUAL ANALYSIS
by: Gary J. Salton, PhD Session Length: ~1hr
This
session applies the tools developed in Session 1 to predict the behavior of
individuals. It explains the importance of secondary styles, shows how patterns
can be measured and compared, how centroids can be used to estimate behavior
and the implications of split and balanced profiles. It then examines style
change, the equality of styles in their organizational importance and shows the
characteristics of the organizational population as a whole.
PowerPoint and
.wmv video: Provided in Certification program
CERTIFICATION SESSION 3: GROUP ANALYSIS
by: Gary J. Salton, PhD Session Length: ~1hr 15 min
The
process used by people in arriving at joint decisions is defined. Methods for
estimating the likely direction and magnitude of joint decisions are specified
for groups of all sizes. “I Opt” tool applications are demonstrated. The
origin, logic and content of leadership traits by rank are outlined. The
content and use of “I Opt” reports are reviewed. The application of the
technology to large scale, firm wide issues is demonstrated.
PowerPoint and
.wmv video: Provided in Certification program
CERTIFICATION SESSION 4: GUIDANCE
by: Gary J. Salton, PhD Session Length: ~45 min
This
session focuses on methods of changing behavior for individuals and groups. These
methods all involve changing the situation rather than the individuals
involved. The positive and negative aspects of multiple generally applicable
strategies are outlined. The cost in terms of the maintenance effort required
and probable duration of the change are specified.
PowerPoint and
.wmv video: Provided in Certification program
CERTIFICATION SESSION 5: MATERIALITY
by: Gary J. Salton, PhD Session Length: ~15 min
This
session addresses the degree of confidence the candidate can have in “I Opt”
technology as it applies to the various dimensions of organizational
interventions. Statistical validity, certainty of analysis, scope of coverage,
depth of insights and duration of effects are addressed.
PowerPoint and
.wmv video: Provided in Certification program
