Multiple Intelligences: Business Rhapsody
I'm afraid not, if I do, I'll post it here. Peter Senge's learning organisation can be useful as a tool. On the enacted value where business seeks forgiveness than permission, a compensatory reward system can take effect then.
Friday, September 26, 2008
Thursday, September 25, 2008
Business Rhapsody
Having regard for laws such as the Disability Discrimination Act 1995 in designing a competency framework, my human intelligence has dictated that if time and space permits, this article ought to be perused, as sure as it has been composed, for a more modernised, human resource approach and application.
Critics have often suggested a balance between 'being too general or too detailed' in order to establish the credibility of a competency framework. Critics have not challenged the need for care, understanding and usefulness when developing a competency framework and it is with this perspective that multiple intelligences become useful. It should be noted that competency frameworks are essential behavioural inputs developed by organisations to improve its performance.
Dr Karl Albrecht has summmarised very neatly the works of Harvard Professors Howard Gardner and Daniel Goleman through the use of 2 acronyms A.S.P.E.A.K. and S.P.A.C.E.
A-abstract intelligence, symbolic reasoning
S-social intelligence, dealing with others
P-practical intelligence, getting things done
E-emotional intelligence, self-awareness and self-management
A-aesthetic intelligence, the creative side of the individual or sense of form, as exemplified by design of art, music, literature
K-kinesthetic intelligence through whole body skills such as sports, dance etc
All of the latter are required for each individual working within organisations as each seeks to synchronise individual goals with organisation goals. Perhaps more importantly, focus ought be given to social intelligence which can be defined as skills necessary for successful interactions. The descriptive framework for SI based on studies of research work done by Gardner, Goleman and Dale Carnegie found in S.P.A.C.E. is outlined as follows
Situational radar- awareness or the ability to read situations, to understand the social context that influences behaviour, and to choose behaviour strategies likely to be successful
Presence- People's perception of your external self ie self-worth, self-respect, confidence
Authencity-Honest behaviour with oneself and to others
Clarity-The ability to express one's ideas clearly using language effectively in explaining concepts and persuading others.
Empathy-Connectivity with others and one's ability to invite others to ride along your wavelength
The bottom line for all organisations existence is the fight for survival measured through profits. In essence, the competency framework as a guide for each individual or human asset who contribute to profits can be measured by 'multiple intelligences' Winning people through one's influence is no longer considered 'simple negotiating', it is the result of multiple intelligences and of course, strategising along the common thread of the organisation's vision. Yet customers' willingness to buy into you is not only the 'direct selling techniques' one would normally acquire from courses undergone, but rather the 'multiple intelligences' of the individual to his/her environment and respective stakeholders!
Critics have often suggested a balance between 'being too general or too detailed' in order to establish the credibility of a competency framework. Critics have not challenged the need for care, understanding and usefulness when developing a competency framework and it is with this perspective that multiple intelligences become useful. It should be noted that competency frameworks are essential behavioural inputs developed by organisations to improve its performance.
Dr Karl Albrecht has summmarised very neatly the works of Harvard Professors Howard Gardner and Daniel Goleman through the use of 2 acronyms A.S.P.E.A.K. and S.P.A.C.E.
A-abstract intelligence, symbolic reasoning
S-social intelligence, dealing with others
P-practical intelligence, getting things done
E-emotional intelligence, self-awareness and self-management
A-aesthetic intelligence, the creative side of the individual or sense of form, as exemplified by design of art, music, literature
K-kinesthetic intelligence through whole body skills such as sports, dance etc
All of the latter are required for each individual working within organisations as each seeks to synchronise individual goals with organisation goals. Perhaps more importantly, focus ought be given to social intelligence which can be defined as skills necessary for successful interactions. The descriptive framework for SI based on studies of research work done by Gardner, Goleman and Dale Carnegie found in S.P.A.C.E. is outlined as follows
Situational radar- awareness or the ability to read situations, to understand the social context that influences behaviour, and to choose behaviour strategies likely to be successful
Presence- People's perception of your external self ie self-worth, self-respect, confidence
Authencity-Honest behaviour with oneself and to others
Clarity-The ability to express one's ideas clearly using language effectively in explaining concepts and persuading others.
Empathy-Connectivity with others and one's ability to invite others to ride along your wavelength
The bottom line for all organisations existence is the fight for survival measured through profits. In essence, the competency framework as a guide for each individual or human asset who contribute to profits can be measured by 'multiple intelligences' Winning people through one's influence is no longer considered 'simple negotiating', it is the result of multiple intelligences and of course, strategising along the common thread of the organisation's vision. Yet customers' willingness to buy into you is not only the 'direct selling techniques' one would normally acquire from courses undergone, but rather the 'multiple intelligences' of the individual to his/her environment and respective stakeholders!
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