Sinergy

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•••••••••••••••••••••••••••••••••• SINERGY- συνεργία Gre:Uniquness – Cooperation -C o mbined Suceess, Combined Power Petar Kocovic Beograd , 20 11 , October 2

Whether you think that you can, or that you can't, you are usually right. Si crees que puedes, o que no puedes, estas en lo cierto. Si crees que puedes lograrlo, tienes razon, si no, tambien. Henry Ford (1863-1947)   : 

Whether you think that you can, or that you can't, you are usually right. Si crees que puedes, o que no puedes, estas en lo cierto. Si crees que puedes lograrlo, tienes razon, si no, tambien . Henry Ford (1863-1947)

BC Partizan 2009/10: 

BC P a rtizan 2009/10

FC Real Madrid: 

FC Real Madrid

Parts of mind – View 1: 

Parts of mind – View 1 Cognitions - beliefs about or perceptions of relationships Conation ( from the Latin conatus ) - any natural tendency, impulse, striving, or directed effort Affect - experience of feeling or emotion

Parts of mind – View 2 How many types of genius we have Howard Gardner:Frames of Mind (1980): 

P a rts of mind – View 2 How many types of genius we have Howard Gardner:Frames of Mind (1980) 1. Linguistic Children with this kind of intelligence enjoy writing, reading, telling stories or doing crossword puzzles. Ability to speak, reading and writing. 2. Logical-Mathematical Children with lots of logical intelligence are interested in patterns, categories and relationships. They are drawn to arithmetic problems, strategy games and experiments. Engineers and scientists have developed this type of intelligence. 3. Bodily-kinesthetic These kids process knowledge through bodily sensations. They are often athletic, dancers or good at crafts such as sewing or woodworking. 4. Spatial These children think in images and pictures. They may be fascinated with mazes or jigsaw puzzles, or spend free time drawing, building with Legos or daydreaming. Designers and artists have this type of intelligence. 5. Musical Musical children are always singing or drumming to themselves. They are usually quite aware of sounds others may miss. These kids are often discriminating listeners. 6. Interpersonal (Social) Children who are leaders among their peers, who are good at communicating and who seem to understand others' feelings and motives possess interpersonal intelligence. (Characteristic of businessman) 7. Intrapersonal These children may be shy. They are very aware of their own feelings and are self-motivated. Very important for self analysis Mental age/Chronological age *100=IQ Example: 18yrs (mental age)/10yrs (Chronological age)*100=180 IQ

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Vital intelligence “High paid intelligence” in USA Possibility to read and “increase” emotions of others Supporting colleagues Good teachers Interpersonal (Social ) Intelligence

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The Creative Process

Kathy Kolbe: 

Kathy Kolbe

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Motivation Desire Preference Values

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Striving Instincts

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Will Self determination Level of Effort Commitment Attempt Intention Will

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Reason REASON Thought Knowledge Experience Skills

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Conative Action Talent Method of Operation (MO) Performance Conation ACTION

Creative Process: 

Creative Process

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Parts of Mind

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Conation is:

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Striving Instincts - Base for Connation

Operating Zones: 

Operating Zones Operating zone Preventing Response Initiation Behavior Resisit Accommodate Insist Operating Zones Won’t Willing Will Prevent Respond Initiate

Action Modes: 

Action Modes 1 2 3 4 5 6 7 8 9 10 Probe Pattern Innovate Demonstr. Fact Follow Quick Implemen - Finder Thru Start tator Instinct

Modus Operandi: 

Modus Operandi Re 

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TESTS & TESTING

KOLBE A Test: 

KOLBE A Test

Riley’s Rule: 

Riley’s Rule Pat Riley, basketball coach: “The difference between a successful person and others is not a lack of strength, not a luck of knowledge, but rather a lack of will”

KOLBE-WHAT OUR STRIVING INSTINCT LOOK LIKE: 

KOLBE-WHAT OUR STRIVING INSTINCT LOOK LIKE For checking our personal instinct-KOLBE A Kolbe A has 36 questions on each question you must answer what is your most and least feature

KOLBE B-ARE WE SATISFIED WITH OUR JOB: 

KOLBE B-ARE WE SATISFIED WITH OUR JOB Kolbe B has: 24 questions Testers can answer what most and what least their existing job requires Matching: If A and B test shows difference +/- 1 units in all four entities- satisfaction is 100% If A and B test shows difference +/2 in 2 entities satisfaction is good In all other cases person is not satisfied with his existing job. Potential stress.

KOLBE C-TOOL FOR RECRUITING EMPLOYEES: 

KOLBE C-TOOL FOR RECRUITING EMPLOYEES 24 questions

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COMPARISON KCA-KCB If some job in the company did not satisfied somebody, why we will move him on new position of the same typ e. Combination will show how many people improving in their jobs in one year.

THE HIDDEN COSTS OF SELECTION: 

THE HIDDEN COSTS OF SELECTION Cost of some positions for novices Insurance company (USA)-50-80,000$ Accountant (USA)-15,000$ Starting period: 3-6 months Real estate agents: FF (2-8 range)

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Person will initiate action Respond to situations Prevent problem s Education Experience Age Gender Skin color Physical attributes Striving instinct Measure: 1 Not influenced by: 2 Predict how: 3 DOES KCI TEST UNIVERSAL?

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“ No organizations can succeed unless the individuals within it have the freedom to be themselves.” FOUR OBSTACLES TO ORGANIZATIONAL EFFECTIVENESS

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: Questions? Time for a short break 10 09 08 07 06 05 04 03 02 01 00

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FOUR MAJOR ORGANIZATIONAL PROBLEMS

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Inertia

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Uniformity of talents is another way of saying lack of conative diversity-limits opportunity. Inertia abounds in organisations that select conative clones-people with very similar KCI results.

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When you are busy, you want to multiply yourself. If you had an individual with the same knack, you wouldn’t have to tell that person how to do things; they’d just naturally do them your way . Maybe it would be a duplication of talent, but that might be exactly what you think you need.

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Salesperson who needed to divide their territories Landscapers Teachers who need substitutions Park rangers who working in the pairs

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Opposite strenghts

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What happens with the room full of INSISTENT FF ? Nothing ! They s eating around and discuss things, but newer have quite enough data to make decision.

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What happens with the room full of RESISTENT FF ? Nothing ! Without input from others there’s nothing to coordinate.

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What happens with the room full of INSISTENT F T ? Nothing ! Nobody is setting priorities or being practical.

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What happens with the room full of RESISTENT F T ? Nothing ! There is no focus .

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What happens with the room full of INSISTENT QS ? Nothing ! Chaos .

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What happens with the room full of RESISTENT QS ? Nothing ! No risk-taking. Nothing new and different.

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What happens with the room full of INSISTENT I ? It’s empty ! They’ve gone outside .

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What happens with the room full of RESISTENT I ? Nothing ! Those folks are on the phone trying to reach repair people.

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LESS THAN 6 IN QS Inability to keep several project going at once.

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When individuals do n eed to function As a team, conative cloning is the surest path to lost opportunities.

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Polarization

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Depletion

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Depletion costs organizations more than it would take to reward people for the committed use of their talents.

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Meltdown

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Meltdown occurs when people who knows perfectly well who they are suffer from unrealistic, external, rather than self-imposed, pressure to act otherwise.

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People with the “sales personality” are given jobs that require cold calling and closing deals, which means QS risk-taking. Most successful salespeople have at least 6 in QS . Sales persons

Avoiding Obstacles: 

Avoiding Obstacles CAUSE EFFECT PRESCRIPTION Cloning Inertia Change selection process; use outside resources. Conflict Polarization Mediate roles; barter talents. Strain Depletion Clarify goals; review options Tension Meltdown Redefine rules; restructure tasks.

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After about three years, strong-minded people who don’t fit the mold go on their way.

Extended definition of IQ by dr Howard Gardner: 

Extended definition of IQ by dr Howard Gardner Intelligence is the ability to create useful product and to solve every day problems.

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Synergy is productive balance of instincts within the team. What is Sinergy?

Synergy reports for distribution of talent President or CEOs Hires To manage Corporation Source: Pure Instinct-Kathy Kolbe: 

Synergy reports for distribution of talent President or CEOs Hires To manage Corporation Source: Pure Instinct-Kathy Kolbe 1 2 3 4 5 6 7 8 9 10 Fact Follow Quick Implemen- Finder Thru Start tator 4% 38% 15% 62% 25% 41% 49% 38% 71% 21% 36% 0% 30% 38% 32%

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1 2 3 4 5 6 7 8 9 10 Saku- Organi- Pokre- Prime- pljač zator tač njivač 4% 38% 15% 62% 25% 41% 49% 38% 71% 21% 36% 0% 30% 38% 32%

Synergy reports for distribution of talent Entrepreneurs Source: Pure Instinct-Kathy Kolbe: 

Synergy reports for distribution of talent Entrepreneurs Source: Pure Instinct-Kathy Kolbe 1 2 3 4 5 6 7 8 9 10 Fact Follow Quick Implemen- Finder Thru Start tator 16% 34% 8% 55% 41% 52% 24% 33% 43% 14% 68% 12% 29% 37% 34%

Synergy reports for NBA Players N=81 Source: Pure Instinct-Kathy Kolbe: 

Synergy reports for NBA Players N=81 Source: Pure Instinct-Kathy Kolbe 1 2 3 4 5 6 7 8 9 10 Fact Follow Quick Implemen- Finder Thru Start tator 4% 6% 62% 18% 52% 69% 36% 68% 44% 25% 2% 14% 23% 56% 21%

Synergy reports for NBA Players All Stars N=8 Source: Pure Instinct-Kathy Kolbe: 

Synergy reports for NBA Players All Stars N=8 Source: Pure Instinct-Kathy Kolbe 1 2 3 4 5 6 7 8 9 10 Fact Follow Quick Implemen- Finder Thru Start tator 12% 0% 62% 12% 38% 100% 38% 50% 50% 0% 0% 38% 22% 57% 22%

Synergy reports for Journalists N=29 Source: Pure Instinct-Kathy Kolbe: 

Synergy reports for Journalists N=29 Source: Pure Instinct-Kathy Kolbe 1 2 3 4 5 6 7 8 9 10 Fact Follow Quick Implemen- Finder Thru Start tator 6% 52% 3% 38% 49% 38% 45% 59% 45% 10% 52% 3% 25% 48% 27%

Synergy reports for Successful Electrical Engineers N=86 Source: American Psychological Association: 

Synergy reports for Successful Electrical Engineers N=86 Source: American Psychological Association 1 2 3 4 5 6 7 8 9 10 Fact Follow Quick Implemen- Finder Thru Start tator 53% 45% 8% 3% 45% 49% 39% 63% 2% 6% 53% 34% 27% 49% 24% Engineering is a career that requires: - attention to detail The ability to structure The ability to design practical Technical solution to problems Talents to analyse overall effectivnes, cost reliability and safety

Synergy reports for Marketing managers N=55 Source: American Psychological Association: 

Synergy reports for Marketing managers N=55 Source: American Psychological Association 1 2 3 4 5 6 7 8 9 10 Fact Follow Quick Implemen- Finder Thru Start tator 14% 27% 11% 56% 55% 64% 44% 44% 31% 9% 45% 0% 27% 52% 21% Marketing manager career requires: - Group is more insistent in FF (reflecting the need to research and gather the data) Insistent QS (reflecting the connative need for risk taking) > >

Synergy reports for Public accountants N=99 Source: American Psychological Association: 

Synergy reports for Public accountants N=99 Source: American Psychological Association 1 2 3 4 5 6 7 8 9 10 Fact Follow Quick Implemen- Finder Thru Start tator 3% 15% 29% 51% 50% 53% 42% 45% 47% 32% 29% 4% 24% 48% 28% Public accountants career requires: Insistent in FF Acomodating in FT and IM > = =

Synergy reports for Tehnicom Net Beograd N=18 Source: Petar Kocovic: 

Synergy reports for Tehnicom Net Beograd N=18 Source: Petar Kocovic 1 2 3 4 5 6 7 8 9 10 Fact Follow Quick Implemen- Finder Thru Start tator 0% 8% 42% 8% 83% 83% 50% 75% 17% 9% 8% 17% 15% 73% 13%

TRADITIONAL SELECTION PRACTICES: 

TRADITIONAL SELECTION PRACTICES

Interview: 

Interview Some employers believe that they simply avoid using selection tests. Interview is enough. Interview is one of the least reliable and most bias-prone methods of selection. Reliability: 10%

Education: 

Education Criteria was not always predictive of success In US there is discrimination against minorities High dropout (USA, 1990): White 10.2% Black 18.6% Hispanic 35.2% Employers often use education as a screening device simply they don’t have another method of identifying the true requirements for a position Reliability: 20%

Skills testing: 

Skills testing Skills are essential in many jobs and cannot be ignored, even though they may cause an employer to select fewer people from one demographics group to another Reliability: 40%

ADVANCED SELECTION PRACTICES-KCIn (7752): 

ADVANCED SELECTION PRACTICES-KCI n (7752) RATING MATCH Applicant code MO Excellent A 400054 6743 A 400057 7861 A 400076 6772 A- 400035 7572 A- 400063 8671 A- 400074 8771 Good B+ 400038 7581 B+ 400075 6582 Fair B- 400068 9661 B- 400070 7591 B- 400079 8623 C+ 400077 9532 C+ 400078 8381 Poor C 400081 7391 C- 400073 4292 D 400072 32102 F 400061 2297

KCI: 

KCI Description of matches: A-person who is within the recommended range (Excellent Match) B-person who is outside the range for small degree in two modes (Very Good Hire) Bellow C+- unlikely to fulfill requirements of the job without high level of stress Company interviews only B+ or higher.

Jordan (QS)&Hodges (FT/FF): 

Jordan (QS)&Hodges (FT/FF)

Michael Jordan: 

Michael Jordan

Craig Hodges: 

Craig Hodges Regular Season Stats Year Age Team Lg G Min Pts PPG FGM FGA FGP FTM FTA FTP 3PM 3PA 3PP REB RPG AST APG STL BLK TO 1982-83 22 SDC NBA 76 2022 750 9.9 318 704 .452 94 130 .723 20 90 .222 122 1.6 275 3.6 82 4 161 1983-84 23 SDC NBA 76 1571 592 7.8 258 573 .450 66 88 .750 10 46 .217 86 1.1 116 1.5 58 1 85 1984-85 24 MIL NBA 82 2496 871 10.6 359 733 .490 106 130 .815 47 135 .348 186 2.3 349 4.3 96 1 135 1985-86 25 MIL NBA 66 1739 716 10.8 284 568 .500 75 86 .872 73 162 .451 117 1.8 229 3.5 74 2 89 1986-87 26 MIL NBA 78 2147 846 10.8 315 682 .462 131 147 .891 85 228 .373 140 1.8 240 3.1 76 7 124 1987-88 27 MIL NBA 66 1445 629 9.5 242 523 .463 59 71 .831 86 175 .491 78 1.2 153 2.3 46 2 77 1988-89 28 CHI NBA 59 1204 529 9.0 203 430 .472 48 57 .842 75 180 .417 89 1.5 146 2.5 43 4 57 1989-90 29 CHI NBA 63 1055 407 6.5 145 331 .438 30 33 .909 87 181 .481 53 0.8 110 1.7 30 2 30 1990-91 30 CHI NBA 73 843 362 5.0 146 344 .424 26 27 .963 44 115 .383 42 0.6 97 1.3 34 2 35 1991-92 31 CHI NBA 56 555 238 4.3 93 242 .384 16 17 .941 36 96 .375 24 0.4 54 1.0 14 1 22 10 Season Totals 695 15077 5940 8.5 2363 5130 .461 651 786 .828 563 1408 .400 937 1.3 1769 2.5 553 26 815

First Title of Chicago Bulls: 

First Title of Chicago Bulls

Harry Houdini (1874-1926): 

Harry Houdini (1874-1926)

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•••••••••••••••••••••••••••••••••• SINERGY- συνεργία Gre:Uniquness – Cooperation -C o mbined Suceess, Combined Power Petar Kocovic