Harrison Assessments™ - Theory

Enjoyment-Performance Theory

Enjoyment-Performance Theory states that an individual will perform more effectively in a job if that individual enjoys the types of tasks that are required by a job, has interests that relate to the position, and the work environment conditions correspond with the person's work environment preferences. In other words, the enjoyment of all the various aspects of a job is a significant indication of a higher level of performance, assuming the person has the education and training necessary for that job. Our research indicates that the enjoyment of these various work aspects is highly correlated with good performance.

Behavioral Theory tells us that we tend to do the things that bring us enjoyment and avoid things that bring us displeasure. The enjoyment of a particular type of activity produces the tendency to do that type of activity more often. The Enjoyment-Performance Theory extends Behavioral Theory to say that when we enjoy and thus do an activity more often, we tend to get better at it. Our improved performance in turn reinforces our enjoyment of that activity. Conversely, if we dislike a particular activity, we tend to do it less often. When we do that activity less often, we tend not to get better at it and our lesser performance reinforces our dislike of that activity. Thus performance and enjoyment are linked because the level of enjoyment of a particular activity generates the quality of performance related to that activity and the quality of performance of an activity generates the level of enjoyment of that activity.

For example, if we tend to enjoy tasks that require a great deal of precision or exactness, we tend to do them more often, further developing our patience and attention to detail. Our increased skills related to "precision tasks" tend to make us enjoy those types of tasks more. Conversely, if we tend to dislike tasks that require a great deal of precision or exactness, we tend to do them less often and do not develop this type of patience and attention to detail. Our relatively poorer performance related to "precision tasks" reinforces our dislike of those tasks.

Employees who enjoy most aspects of their work tend to perform more effectively. The more an employee tends to dislike aspects of his/her work, the lesser the performance. Thus if we are able to determine the degree to which a person will enjoy the various aspects of a job, we will have a strong indication of the probability of success in the job, assuming the person has the education and experience necessary for the position.

Paradox Theory

Both Jung and Freud recognized that the human mind is based upon opposite forces. Paradox Theory extends that principle to include complementary and paradoxical forces and applies it to specific traits. Paradox Theory includes a series of principles that can be applied to the individual psyche as well as organizational dynamics.

According to Paradox Theory, our lives involve dealing with a series of paradoxes. Each paradox is a relationship between two categories of traits, "Gentle" traits and "Dynamic" traits. If our range of behavior is able to extend to both the Gentle and Dynamic aspects of the paradox, we will have an exceptional capability and means of fulfillment related to that aspect of our lives. This is called balanced versatility. If our range of behavior extends only to the Dynamic aspect of the paradox, it is called "aggressive imbalance". If or range of behavior extends only to the Gentle aspect of the paradox, it is called "passive imbalance". In either case, our behavior will have some counter-productive tendencies and we will experience lesser fulfillment. If our range of behavior extends to neither aspect of a paradox, it is called "balanced deficiency". In that case, we will also have some counter-productive tendencies and/or lack of fulfillment. By measuring traits and organizing them according the paradoxical model, we gain insight into the manner in which each person manages each paradox. Thus we gain a wealth of understanding about an individual's behavior patterns that is well beyond the traditional bipolar system of measurement.

For example, Diplomatic and Frank are a paradoxical pair of traits that is included in the HA system. Frank is the Dynamic aspect of communication and Diplomatic is the Gentle aspect. A person who is able to be both frank and diplomatic at the same time will be an effective communicator as far as resolving everyday work relationship issues. A person who tends to be very frank but lacking in diplomacy will be quite blunt. Being blunt is an example of an "aggressive imbalance" because frankness is the Dynamic trait and diplomacy is the Gentle trait. Someone who tends to be very diplomatic and at the same time extremely lacking in frankness, will tend to be evasive. This pattern can also indicate a greater tendency toward "passive-aggressive" behavior and is also likely to accumulate miscommunications and misunderstanding with others as well as create a greater distance between oneself and others. This pattern of evasiveness is considered a "passive imbalance" because diplomacy is the Gentle trait and frankness is the Dynamic trait. There is a fourth possible pattern in which the person is lacking in both frankness and diplomacy. This is called a balanced deficiency. This pattern also indicates difficulties with people in that the person will tend to avoid both these types of communication. This inevitably leads to problems in relationships for which the person will be less equipped to deal with through communication.

If these traits were used in a traditional bipolar method or measurement, it would erroneously assume an "either-or" relationship between frankness and diplomacy because the bipolar structure implies an either-or relationship. It fails to consider the option that the person could be neither, both, or independently varying degrees of each. A score toward the middle of the bipolar scale would not distinguish between a good communicator (balanced versatility) and a poor communicator (balanced deficiency). It is precisely this relationship between the independently varying complementary traits that illuminates new dimensions of our understanding of the individual's behavior patterns.

The term Paradox theory is used because the complementary traits appear to be contradictory, but in fact are not. A person who embraces only one side of the paradox will consider the traits to be contradictory or opposite. Only a person who has psychologically resolved the paradox will consider the pair of traits to be mutually compatible. For example, a person who can be both frank and diplomatic will consider the two traits to be compatible and a person who is strong in only one trait will consider the two to be contradictory.

The HA methodology contains 12 different paradoxes including: Opinions (certainty and openness), Problem Solving (analytical and intuitive), Strategic (analyzes pitfalls and risking), Delegation (authoritative and collaborative), Innovation (persistent and inventive), Communication (frankness and diplomacy), Power (assertive and helpful), Motivation (self-motivated and stress management), Self (self-acceptance and self-improvement), Discipline (enforcing and warmth/empathy), Organization (organized and flexible), and Acumen (analyzes pitfalls and optimistic).

Paradox Theory provides a series of principles that give meaning to the complexity of personality traits without the use of typecasting. By mapping the patterns mentioned above, insight into the unique individual is achieved without stereotyping or assuming relationships between traits that may not exist. The relative strengths of various complementary traits are identified and viewed as an entire system rather than as independently operating factors. It is the overall pattern that provides the deepest insight into the individual. The Paradox principles are applied to the pattern formation in order to provide a clear and concise understanding of the patterns.

Strategy Used for Developing the Gentle-Dynamic Aspects

In constructing the profile and its interpretations of Gentle and Dynamic traits, the first task was to formulate the particular traits and their complements. There is no such thing as an exact complement because all of the Gentle traits are complements to all the Dynamic traits. However, some pairs of traits are more directly complementary. In addition, it is useful to organize the pairs of traits according to a topic to make it easier to see the overall patterns of the human psyche as well as organizational Dynamics. The traits and their complements were selected on the basis of usefulness through a process of trial, error and gradual refinement. Usefulness was determined in four ways. 1) Traits were selected in order to identify the requirements of a wide variety of work situations. 2) Traits were selected that would identify a wide variety of character strengths and personal needs at work. 3) Traits were selected that related to a wide variety of task requirements. 4) In addition, traits were selected in order to identify areas for personal growth that would enhance work potential and facilitate team effectiveness.

Balanced Versatility

Each of the Gentle traits has a synergistic effect when combined with its complementary Dynamic trait. The two together create something more than just the sum of two unconnected qualities. Where behavior extends to both the complementary traits, the individual can be said to have an exceptional capability in that area. For example, an individual who has strong traits of both frankness and diplomacy has an exceptional ability to communicate in the sense of working through difficult issues in relationships. This person will tend to be very frank when it is appropriate, but will also be able to be diplomatic at the same time. Such an individual will work effectively with others and will be able to work out problems when they arise. Another example of balanced versatility would be Self-Motivated combined with Stress Management. In that case, the person will tend to be very productive and relaxed at the same time. This tends to make the person's actions more effective. Another example is Self-Acceptance combined with Self-Improvement. In that case, the person has a healthy ego structure. He/she accepts him/herself while at the same time appreciates the need for continual improvement and self-development.

The degree to which our personality is versatile corresponds to the degree to which we are capable of responding appropriately to a variety of situations. We may have traits that enable us to respond effectively to some situations; however, when the situation changes and complementary traits are needed, we may or may not be able to respond effectively. For example in a day-to-day situation we may be required to respond to situations decisively, making quick decisions with confidence. However we may occasionally be required to make an extremely important decision that will require careful analysis, a much slower tempo and a careful attitude. If we apply our quick and decisive approach to such important decisions, disaster is often the result. Conversely, if we apply our careful and analytical mode to each of our everyday decisions, our overall productivity would be greatly reduced. Someone who has achieved balanced versatility is able to identify the requirement for the situation and change his/her behavior accordingly. He/she probably does this instinctively without even thinking about it. It is precisely this balanced versatility that is the key to creative human potential. By examining the particular areas of balanced versatility, we are able to determine the individual's greatest capability and appropriate organizational role.

Imbalance

Where behavior extends only to one trait of a complementary pair, it is called an "imbalance". This imbalance will often manifest in counter-productive behaviors. The degree of the counter-productivity depends on the extent of the imbalance. If the person, for example, is very frank and has very little diplomacy, he/she will tend to be very blunt. This person will tend to focus on the value of frankness and fail to consider the inappropriateness of bluntness in some situations. In a sense, this person is like a broken record that manifests in the same way in all situations, failing to appropriately adapt his/her behavior to different situations. Thus, the elements of personal discrimination and choice are limited by a rigid psychological pattern. This limitation forms an imbalance in the individual's life that can disrupt his/her happiness and career success. Imbalance can also be observed by comparing the strengths of all the Dynamic traits to the strengths of all the Gentle traits. An aggressive imbalance would indicate that the Dynamic traits are stronger overall than the Gentle traits. A Passive imbalance would indicate that the Gentle traits are much stronger overall than the Dynamic traits. Aggressive imbalances in the interpersonal areas indicate a "roughness" to the personality. Strong passive imbalances in the interpersonal areas indicate a degree of suppression or lack of personal power and if extreme can indicate a tendency toward passive-aggression.

When either the Gentle quality or the Dynamic quality is much greater than its complementary partner, the strength of that positive quality ceases to be an asset and becomes counter-productive and self-defeating. For example, a person who scores high on Frank and low on Diplomatic will be blunt. Hence what was potentially a useful attribute such as being very straightforward or forthright becomes a destructive attribute that interferes with productivity and harmonious co-existence. Using this method of analyzing complementary traits we are able to determine the degree of strength of a negative quality by measuring the degree of difference between the two potentially positive traits.

This mechanism operates in much the same manner as a balance scale. In Figure 1, the qualities are balanced and therefore the entire scale remains above the dotted line, which delineates productive traits from counter-productive traits. In Figure 2, Frank significantly outweighs Diplomatic and consequently the scale dips into the counter-productive region on the blunt side