Economy & Credit Chest

One of our recent clients was interested in establishing a “best-inclass” partnering culture. Having an organization with the competency to partner is becoming more critical as we slowly migrate to a true knowledge- and information-based economy. For the internal assessment we conducted one-on-one interviews with a cross section of the organization.We also arranged for approximately two hundred randomly selected employees to take the PQ Assessment online.

This article shows how employees scored in the assessment. You’ll notice that the results show a bell-shaped curve of normalcy, validating that this population would be typical of any other random population taking this assessment. It also shows that this population falls in the average-to-below-average category of Partnering Intelligence. If we graded them on a curve, they would be C–/D+ students.When the organization’s leadership reviewed this data, they understood that if they were to be world-class leaders in partnering, they needed to dramatically improve the skills of their employees.

A lack of sufficiently thorough analysis is common in decision-making. The natural tendency is for people to gravitate towards a particular option, often because of prejudice, fear (especially fear of change), a desire to avoid risk, laziness, or an over-reliance on instinct. We highlighted the importance of carefully assessing the situation, defining critical issues and specifying the decision. These are the first three stages of the rational decision-making process. Combining “hard” factors such as data, technology and information with “soft” factors of intuition, experience and creativity can test potential decisions. It is important to question assumptions and see things from another perspective (such as that of the customer or person most affected by the decision).