"Many young managers achieve low scores in organisational sensitivity."
The asset is an adapter
with a low organisational sensitivity score, who operates from the viewpoint
of others and can adapt himself to it. He values an open and honest atmosphere
and friendship in the workplace, avoids conflict and prefers to be responsible
for a demarcated field, without too many functional relationships and
interdependencies. The asset often prefers to have a function dedicated
to one project or topic, and wants to do his job properly. Although he
is not automatically cooperative, he can be stimulated to this end. The
asset is often a member of a group, and (under social pressure) can be
a follower on occasion. He is sometimes told to be more assertive. In
brief, the asset is not the puzzler, but the puzzle piece. In many, or
perhaps most, functions within organisations, an asset can be of great
value. Assets can be the cork keeping the organisation afloat. It is important
that they feel a bond with the organisation (loyalty to the organisation).
The competitor is positioned next to the asset and is a challenger with
a low organisational sensitivity score. As the term implies, the competitor
looks for a challenge. He prefers to pursue his own views, is ambitious
and is driven by innovation, improvement, progress and end results. He
identifies opportunities and acts accordingly. He is the leader in a debate
and is always the first to come up with ideas and solutions. The competitor
is convinced of his own abilities and wants to convince others. He tends
not to be influenced by others, and enjoys large responsibilities and
freedom. He will sometimes actively initiate authority conflicts. As he
often relies too much on his own opinions, it does happen that he is alone
in his position as front-runner. He is often told that he should listen
to others more, give them credit for their opinions and should act less
like a bull in a china shop.
The facilitator is an adapter with a high organisational sensitivity score,
who regards the input of others of primary import. He has a lot to offer
with regard to processes. He recognises and knows the emotions, interests
and needs of other sections and members of the organisation. The facilitator
has a network of contacts in which he operates like a spider in his web,
enabling the processes of change and cooperation to run more smoothly.
He ensures efficiency and emphasises the common interests. The facilitator,
in contrast to the competitor, does not provoke resistance. He does not
act in a calculated manner and doesn't like working with a hidden agenda,
but values honesty. He is a good team member: he can devote himself to
something, regardless of whether he derives personal benefits or achieves
personal goals. The facilitator conforms to the policy of the organisation
and does everything possible to maintain a good atmosphere in the workplace.
The innovator is the last of the four types, and is a challenger with
a high organisational sensitivity score. This ambitious type strives for
the realisation of his own ideas. The innovator is driven by innovation,
improvement, progress and end results. He has no problem in gaining support
for his suggestions, as he can influence his colleagues to become enthusiastic
about his plans. He is tenacious and will continue to work until a plan
is actually realised. The innovator identifies and makes use of opportunities.
Unlike the competitor, the innovator does not ignore the emotions, interests
and needs of others. He anticipates and adapts his behaviour to the situation.
He studies the goals and interests of others and tries to adapt his arguments
to these goals and interests. The innovator emphasises common interests,
but acts in a calculated manner. In conflict situations he adapts his
behaviour to such an extent that the set aim is achieved. In order to
gain and maintain acceptance, he can display behaviour that resembles
adapter behaviour. However, he is quite able to tolerate conflict situations
and even create or (temporarily) maintain them if necessary. Innovators
often look for positions, projects or tasks requiring contact with many
parts of the organisation and/or managers in higher hierarchical positions.
Innovators are rare
The innovator has the profile required in higher management positions.
However, the innovator is also the rarest profile. In practice we see
that most people display socially acceptable tolerating and accommodating
behaviour, they have asset or facilitator profiles. The young executives
with high ambition and (social) courage scores, often still lack organisational
sensitivity. In practise they seem to have the potential of growing into
the innovator profile. In order to develop organisational sensitivity,
good coaching in the early years of their career often seems to be invaluable.