Multiple Patternsand

iWAM Interpretation

2013 iWAM Professional Development Program

Multiple Patterns Agenda

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1. Clarification

2. More than one pattern . . .

3. People (vs. Thing)

4. “Insurance” (Protecting against mistakes)

5. Your experiences . . .

Clarification

• jobEQ “Combination Patterns”

In addition to the 48 iWAM patterns (metaprograms), jobEQ computes 8 combination patterns based on the Operating Factor groups.

• Institute “Multiple Patterns”

By “multiple patterns” we are referring to several iWAM patterns that may simultaneously contribute to an individual’s behavior.

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jobEQ Combination Patterns

Combination Patterns (BP1-BP8) provide the relative percent scores for the Operating Factors companion patterns:

BP1: Action Level: Initiation vs. Reflecting & Patience

BP2:Action Direction: Focus on Goals or on Problems

BP3: Evaluation Reference: Individual Motives vs. External

BP4: Task Attitude: Alternatives vs. Procedures

BP5: Task Orientation: Breadth vs. Depth

BP6: Communication Sort: Affective Neutral

BP7: Work Environment Type: Group vs. Individual

BP8: Work Assignment Type: Sole vs. Shared Responsibility

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iWAM Multiple Patterns

“It is virtually impossible to understand complex human behavior on the basis of one variable or pattern.”

Patrick Merlevede, jobEQ

Conclusion based on experience:

“We can often explain and understand why individuals behave a certain way in certain contexts based on the relative scores in their motivational and attitudinal patterns.”

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Multiple Patterns Data Sources

jobEQ iWAM Management Report – Section 2 (Groups)

“Social Behavior Patterns:”• Communication (Affective/Neutral)• Contact (Group/Individual)• Affiliation (Basic Motivation) • Assertive (Norms)• Indifference (Norms)• Tolerance (Norms)• Time (Interest Filter)

Institute Application Papershttp://www.iwaminstitute.com/iwam-multiple-patterns

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“People” vs. “Thing”

• Affective Communication: May display more non-verbal communication behaviors than Thing-oriented individuals.

• Group Orientation: Will tend to want more contact with others in the workplace than Thing-oriented individuals.

• Shared Responsibility: May want to spread responsibility around rather than keep it to him- or herself.

• Affiliation: Will tend to score higher on the scale that indicates a desire to belong and may reflect a tendency to care about what others think of or feel about them.

• People: Will be more likely to want to work with people as part of their role or job

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Notes on People vs. Thing

• First, given that about half, according to LAB Profile statistics, of the individuals will reflect either a People pattern or People/Thing combination, it may be a challenge to make some clear distinctions.

• Second, having a Thing orientation does not necessarily equate to not caring about people.

• Finally, having a Thing orientation in a people-related role is not necessarily a bad thing.

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“Insurance” Patterns

• Problem Solving

• Procedures

• Past 

• Achievement

• Convincer Processeso Automatic (Low): Needs a lot of information to be

convincedo Consistency (High): Needs to be convinced over and

overo Period of Time (High): Needs time to consider

information to be convinced

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Notes on “Insurance”

• We tell every client that there are no right or wrong patterns—only patterns that work well or don’t work in certain roles and contexts or with certain individuals.

• There is a possibility that one who had a number of patterns which assured a motivational base for avoiding mistakes could also be fairly rigid and inflexible. We find that to be the case with people who have the following combination of patterns: High Internal/Low External; High Procedures; High Sameness; High Past; and High Consistency.

• If we were looking at leadership, we might find that such an individual lacked “agility.”

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Notes

The session ended with a discussion of a participant’s client as example. He described the situation and noted that there was a high Consistency pattern and we asked what other patterns might you consider in trying to understand the situation? Here’s the list that emerged (and the individual’s relative %):

o Internal / External (Low External – Saw it as criticism!)o Power (90%)o Affiliation (23%)o Achievement (56%)o Assertive (-12%)o Tolerance (17%)o Sole Responsibility (122%)

11A link to the GTM recording will be posted with this file on the web site.

Institute for Work Attitude & Motivation2510 South Brentwood Boulevard

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Saint Louis, Missouri 63144

314.961.9676 Phone

314.961.9678 Fax

www.iWAMinstitute.com

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