Part 5 of 12 – My 12 Boxes for Leveraging Enterprise Process Performance Improvement

Intellectual Attributes 

Part 5 in this monthly series will focus on the enabling Human Asset Attribute of: Intellectual attributes.

Intellectual attributes – can include “items” such as conceptual thinking, concrete thinking, strategic thinking, process thinking, etc.

From Wikipedia:

Intelligence has been defined in many different ways including logic, abstract thought, understanding, self-awareness, communication, learning, having emotional knowledge,retaining, planning, and problem solving.

Warning: Not all of the items or behaviors or ways of thinking, that one might find in successful performers, are needed for each job task.

And those that are needed may be needed only for some of the Task Performance requirements.

Be careful to not overgeneralize.

The goal is to find those that truly are key enablers of critical task performance and routine task performance, and determine whether someone’s intellectual strengths – or their weaknesses – will have an impact on job performance and job satisfaction.

Enablers are Not Equal in Their Impact to Performance.

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Remember: you need meaningful performance goals – and the ability to Perform – when all is said and done.

Intelligence is but one of many enablers to select for.

More from Wikipedia: IQ

IQ scores are used as predictors of educational achievement, special needsjob performance and income.

Again, you need meaningful goals – and the ability to Perform – is paramount when all is said and done.

Intelligence is but one of many enablers.

See our graphic below.

EPPI Fishbone v2012 - 1- The Process

Rocking Review Around the EPPI 12 Box Model Clockwise 

Besides The Process itself there are the enablers.

Start with the Process itself and it’s Gaps – and then, as needed, look to the Process Enablers – and any Gaps there.

The Enablers are again of two types:

  • Human and Environmental.

The Human Assets are:

  • Awareness, knowledge, skills
  • Physical attributes
  • Psychological attributes
  • Intellectual attributes
  • Values

Awareness, knowledge, and skills – come in many types and varieties. Further complicating the performance context/ situation, one performer might need to be only aware of what other performers need to know much more about, while yet another group of performers may need to have an actual skill level.

Physical attributes – include “items” such as the five senses: sight, hearing, touch, taste, and smell; as well as height, weight, strength, endurance, etc.

Psychological attributes – include “items” such as positive attitude, aggressiveness, risk taking, cautiousness, detail orientation, big picture orientation, etc. Many Models exist.

Check out the APA’s Big 5 model:

  • openness
  • conscientiousness
  • extraversion
  • agreeableness
  • neuroticism

And finally… wrapping up the human aspects of enablers…

Intellectual attributes – can include “items” such as conceptual thinking, concrete thinking, strategic thinking, process thinking, etc.

Values – can include such “items” as customer satisfaction orientation, teamwork, diversity, fairness, honesty, work ethic, family, etc.

And the Environmental Assets include:

  • Information/ data
  • Tools/ equipment
  • Materials/ supplies
  • Facilities/ grounds
  • Budget/ headcount
  • Consequences (+/ –)

Data & Information – includes all of the work orders and instructions, the policies/procedures, and all data/information needed to enable job holders to perform.

Materials & Supplies – provide all of the materials and supplies needed to enable job performance.

Tools & Equipment – provide the tools, equipment, machinery, and vehicles needed to enable performers to perform at a level of mastery.

Facilities & Grounds – provide the buildings, grounds, facilities and utilities for communications/power/water/and so on, as needed to enable performance.

Financial Systems – provide the capital and expense budgets, and the headcount budgets to management, needed to enable and support job holders in performing.

Culture & Consequences – provide and reinforce the enterprise cultural norms, and all of the management reinforcements (and extinguishments) needed to encourage (or discourage) performance.


Next Month: Values

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One comment on “Part 5 of 12 – My 12 Boxes for Leveraging Enterprise Process Performance Improvement

  1. Pingback: Part 13 of 12 – My 12 Boxes for Leveraging Enterprise Process Performance Improvement | EPPIC - Pursuing Performance

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