introductiontotheiwam-presentationabouttheoryandcases-100511151312-phpapp02

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Decoding Behavior to Improve Performance:

Inventory for Work Attitude and Motivation

(iWAM)

Mapping the New Landscape of Human Performance


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Motivational and Attitudinal Patterns What we call Motivational and Attitudinal Patterns (MAPs)are

often called Metaprograms in the realm of cognitive

psychology.

These patterns are unconscious filter/translators that are partof how we construct and confirm our model of the world.

Since these patterns are a major determinate of what we

perceive at any given time, they impact directly how we

interact with ourselves, others, and the world around us.

Although Motivational and Attitudinal Patterns (MAPs) are

universally shared, the way we apply them varies from

person-to-person and context-to-context.

Mapping the New Landscape of Human Performance2


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How Does the iWAM Work? The roots of the Inventory for Work Attitude and Motivation

are in the field of cognitive psychology in the study of the

relationship between languageand behavior.

Individuals store in memory and retrieve experience on the

basis of language. Our stored experiences include both facts(information) and emotions (feelings).

Early research in the field revealed that people who use

certain kinds of language patterns tend to exhibit certain

kinds of behavior patterns; that is, similar language manifestsin similar behavior.

There is a direct link between language and behavior in a

contextsimilar language manifests in similar behavior!



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Language and Motivation Words can incite physical and emotional reactions

Words and phrases serve as verbal triggers or hot

buttons

If a hot button is activated by language or a situation,

it can:

Motivate us to action (get us going) in the desired

direction;

Keep us from being motivated by something; or

Motivate us in the opposite direction of the desired

action.Mapping the New Landscape of Human Performance

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Importance of Motivation & Attitude Motivational and Attitudinal Patterns are part of our behavioral habits that

impact thinking, decision making, and behaving by helping us manage our

experiences.

Motivational and Attitudinal Patterns help us manage experiences by:

Filtering what goes on around us (Admit vs. Block)

Translating the Admits into our sense of reality

Motivational and attitudinal patterns are very powerful influences on

personality, emotions, competencies, and the resulting behavior from all of

these factors. In the end, our behavior is what determines ourperformance.

As a result of the connections and relationships, motivational and attitudinal

patterns turn out to be a major force in predict in g performance levelsin

given contexts.

In spite of their importance, motivational and attitudinal patterns are

relatively invisible to the person and off the radar of human resource

and organization development specialists in North America.



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The Visible and the InvisibleVisible Behavior 10%


Goals

Actions/Words

Mission

Invisible Factors 90%

The iWAM

Abilities & Competencies


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Basic Assumptions

All behavior is motivated. Motivation and attitude are not abilities.

Abilities/Competencies determine whether you can do

something; motivation and attitude influence whether you

want to do it. You are not likely to be able to perform an act that requires

an ability you do not have, but you can behave in ways that

are contradictory to your motivational and attitudinal patterns

in a context if you choose to do soyou can override your

predominant desire.

If you are in a situation that requires you to behave, for a long

period of time, in ways that contradict what you want to do, it

will consume more energy than if you were doing what you

want to do and will be de-motivating.Mapping the New Landscape of Human Performance

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MAPs and the Role of Context Context = Frame of reference we put around a

situation.

We put different frames around different life situations

and roles (e.g., job, recreation, family, play).

The different frames or contexts may have an impact on

ourmotivational and attitudinal patterns.

As a result, we may be motivated to behave in different

ways in different situations. To understand someones behavior, we have to

understand the context(framework) within which he or

she is operating and the motivational and attitudinal

patterns associated with that context.Mapping the New Landscape of Human Performance

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MAPs and Performance

Performance is impactedby motivation and attitude.

Certain jobs and roles require certain kinds of motivational

and attitudinal patterns.

Assuming you have the ability, the more closely your

motivational and attitudinal patterns match the requirementsof a role:

(a) the more you are motivated to perform that role, and

(b) the better you are likely to be in that role.

In working with others, the extent to which you understand

your MAPs in a context and how those MAPs match with or

differ from others, the more effective you can be in having a

successful relationship and in creating positive outcomes.



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The Performance Formula


The Performance Formula, supported by research, shows that

MAPs, Criteria (that include our values, goals and beliefs),and Abilities/Competencies interact to create behavior that

generates Results or Outcomes.

The more you understand which factors influence performance

in what ways, the more effective you will be in predicting andmanaging performance and results.

MAPs are the key to understanding to what extent and how

motivation and attitude driveperformance.

Motivation &

AttitudesX

Criteria(Values, Goals, &

Beliefs)

XAbilities &

Competencies= Results


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= My Reality

Motivation& Attitudes

In

terpret

Emotions

= My Decision

Values, Beliefs& Goals

E

va

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u

a

t

e

Context(Role/Job)

Relationships

Expectations

Challenges

Tasks

O

u

t

c

o

m

e

s

Culture of the Country Environment Organizational Culture

Background Demographics Personality

2008-2009 Institute for Work Attitude & Motivation

Abilities &Competencies

A

c

t

The Performance Model


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Performance Model ExplanationsHigh-Level Influences on the Individual (The Milieu): A major force on an individual is the milieu in which the person lives including

the country culture, environment (physical/economic/etc.) and the organizational culture in which he or she works.

Personal Influences on the Individual (Background, Personal Characteristics, and Personality): Research indicates that factors

such as family history and characteristics such as marital status as well as what we call personality all have some influence on an

individuals behavior and performance. The group of factors is shown in the model, but not a core component of the model because

there is no evidence in current research that any of these factors across a group have as much impact on an individual as those shown.

Influence of the Setting on the Individual The Context: Context, in this case, refers to the individuals life situation or setting at the

moment. It can be work, family, play, etc. Context has a significant impact on the first stage of the model. Unlike more stable

characteristics like personality or intelligence, motivational and attitudinal patterns may shift with context. Patterns for high performers

in one role may not be the same as those in another role. The same goes for an organization. High performers in a role in one

organization may not have the same patterns as their counterparts in another organization. To understand fully ones performa nce, it is

necessary to understand the context in which the person works.

Motivational & Attitudinal Patterns: The first stage of the 3-stage performance process is the one in which we translate the

experience around us into our personal definition of reality. The process involves filteringthat experience such that some gets

processed and other parts ignored and interpretation where we put our meaning around the experience. This is a powerful upstream

contributor to much of the motivation that leads to performance.

Criteria Values, Beliefs, Goals, etc.: In this stage, we evaluate reality make decisions and judgments about whether the

experience we are having is important to us, aligns with our values, goals, and other criteria, or fit with our beliefs. This evaluation and

decision process influences our actions or reactions to a given situation or experience.

Taking Action: This is where we act on or respond to the situation we just evaluated. We always take action even if the action is only athought. When we act, we choose from the storehouse of knowledge and skills we possess. The more knowledge and skills we

possess, the more options we have for responding. Note, however, that at the action stage, our competencies and abilities are alldownstream from our motivational and attitudinal patterns, criteria, and emotions.

Emotions: Our emotions may play an important role in the overall process. Emotions can both impact and be impacted by our

motivational and attitudinal patterns and our criteria.In addition, the field of emotional intelligence (EQ) demonstrates how our emotions

can have a major impact how we access and take advantage of our abilities.

Outcome (Performance): The outcome represents that effect of all that influenced us on the way to action. Each element of the

Performance Model contributes to the resultyet, no single element is sufficient in and of itself to account entirely for the outcome. The

key is to understand which variable or variables in the model account for what proportion of the performance in a given role in a givencontext (organization).

Mapping the New Landscape of Human Performance


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Measuring Motivation and Attitude The Inventory for Work Attitude and Motivation (iWAM) is a unique, onlineassessment tool that measures motivational and attitudinal patterns (MAPs)

The iWAM consists of 40 questions, each of which has five response

alternatives, and is reported in 48 scales

The iWAM was developed in the United States, is used globally, and is

available in multiple languages

iWAM reports are applicable to individuals, two people, teams, and

organizations

iWAM has modeling tools for analyzing and predicting performance.

The iWAM can be scheduled, completed, scored, and printed in less than anhour!

iWAM Professionals can create a Custom Test Center to brand their

assessments and reports

Compared to other assessments, the iWAM has a wider range of applications

to improve individual, team, or organizational performance!Mapping the New Landscape of Human Performance

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Examples of Motivational and AttitudinalPatterns the iWAM MeasuresProact ive: Does the individual want to take initiative or make things happen?

Goal Orientat ion: Does this person want and need goals in his/her work?

Decis ions: Does this person want to make her/his own decisions or get input?

Task Orientat ion: Will he or she look for alternatives or prefer to follow procedures?

World View:Does this person want to see the big picture or pay attention to detail?

Communicat ion:Gives more attention to words (content) or non-verbal behavior?

Work Env i ronm ent:Does she prefer to work alone or have lots of contact with people?

Responsib i l i ty :Does he want sole responsibility or to be more of a team player?

Time Orientat ion :Is the individuals attention on the past, present, and/or future?

Conv inc er Data:What is the best way to provide information to convince this person?

Rules: How much will this person want to follow the rules? To accept diversity?

. . . and much more!



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What makes the iWAM unique? No other test measures motivational and attitudinal patterns (MAPs)

Powerful predictor: 40-60% as opposed to 15-30% or even less like

other factors measured by other tests

Context specific/sensitive results more applicable in work context

and business environment

A lot more information 48 categories/patterns measured as

opposed to 4 or 8 (it does not put people in a box)

Report options (individual, paired comparison, team reports, etc.)

Provides interpretive reports and the influence language for MAPs

Comparison to a standard group, using relative percentages and

absolute scores for personal analysis How do other people see

us? How do the MAPs impact us?



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iWAM Applications Recruitment & Selection Training & Development

Performance Management

Team Development

Conflict Resolution

Coaching

Leadership Development

Succession Planning

Organizational Culture Analysis

Persuasive Communication

Change Management

Marketing



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Model of Excellence

Discover with iWAM what differentiates high performers from others in

a role or organization; and code the results ideal profile in anelectronic model, the iWAM Model of Excellence.

Match applicants iWAM results to Model to help selection decisions

(Model scores and ranks people so you know who to interview first)

Match average/low performers iWAM results to Model of Excellenceto discover what to train and how to train for improved performance

Identify what makes leadership successful and use results for

leadership development and succession planning.

Models of Excellence can have a predictive power of 45-65% of aperformance rating!Mapping the New Landscape of Human Performance

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" What dif ferentiatestop performers from

their peers in our

organization?"

" How can we improve the

overall performance of a

certain role in our

organization?

or


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Case Study Recruitment & Selection :Improving Hiring to Reduce TurnoverOrganization used iWAM Model of Excellence to hire

sales personnel and redesign their recruiting using

iWAMs suggestions for motivational language.

100 people used to respond to job ads. Redesigned

campaign attracted 300 candidates!

Time needed to decide which candidates to invite for

selection: reduced to 50%! iWAM reduced staff turnover by more than 62%!

Return on Investment after 1 year: 1300%!!



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Case Study Managing Performance:Improving Performance in a Call CenterCall Center created iWAM Model of Excellence tobenchmark what drives successful behavior in the

position.

The Model was used for:

Identifying high-potential applicants to the Call Center

Creating a training program that helped managers work with

lower performers to behave in ways comparable to top

performers

Help managers understand differences in team and its

implications for managing individuals more effectively

Net result of the intervention was 33% increase in revenue

from those who underwent training within the first 6 months

following the intervention!Mapping the New Landscape of Human Performance

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Case Study Coaching: iWAM to Resolve Conflictand Help Manage People EffectivelyTom, the senior assistant to the Project manager, once

motivated and productive, now is described as

unenthusiastic, low morale, unable to be coached for

high productivity; probably no longer capable of holding

his position with the company as senior assistant.

Toms goals: to like the job again, become motivated, resolve conflicts

iWAM consultant revealed problem: manager and assistant are

motivated by completely different factors (in fact, opposites!)

Coaching helped understand differences and adjust communication,leading to improved work relationship.

iWAM made it possible for manager to effectively motivate

Tom again. Tom said his life had turned around, he is back to

being enthusiastic and productive at work.



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Case Study Team Development:Turning Great Individuals into a Great TeamTalented leadership team in turmoil, working well in dyads,but when mixed, performance went down. They were

unable to solve difficulties, the President needed help to

improve teamwork and performance.

Every leader on the team filled out the iWAM Everyone received individual feedback and agreed to participate in a team

session with an iWAM team profile

Team session with consultant explaining what high and low scores in a

pattern meant and how differences might play out in the team

Team discussed their experiences and how the iWAM profiles contributedto their effectiveness and how they will use this knowledge to improve their

performance in future

Team called iWAM very useful teambuilding tool as well as

personal development exercise!



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Case Study Leadership Development:iWAM + Coaching Yield a Better Leadership TeamGlobal companys senior manager having troublecommunicating and managing relationships with and

between some of the leadership team members.

iWAM administered to all team members, individual feedback sessions

held with key team members;

iWAM Paired Comparison used to develop data for dialogue and

contracting exercises between members;

Senior manager and direct report with the help of consultant used paired

comparison results to understand similarities and differences, sources of

synergy and dysfunction.

Leaders admitted having discovered something very

useful that was off the radar.

Consultant: The iWAM has become a central tool and approach to executive and

leadership development as well as in the development of effective leadership teams.

I wish there had been such an instrument available 20 years ago.Mapping the New Landscape of Human Performance

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The Institute for

Work Attitude & Motivation

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2510 South Brentwood Boulevard

Suite 204

St. Louis, Missouri 63144

Phone: +1-314-961-9676

Mobile: +1-314-603-5460

Fax: +1-314-961-9678www.iwaminstitute.com

For further information on the iWAM, its applications,

or the Certification Program, please contact:

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