Posted by: Kate Woodley
on Mar 06, 2011
I recently had the opportunity to explore the MCPA; based on the work of Elliot Jacques, it is a methodology designed to determine ones 'preferred approach to cognitive complexity', which apparently increases over time. The approach requires answering nine questions, selecting statements that are 'most like me' and 'least like me' from a prescribed range. A text based commentary is then required to supplement the answers chosen. The final plank in the process is a probing interview, drilling down into earlier life and career experiences. The output places the candidate on one of 7 levels, providing both an assessment of current level of capability and a trajectory for cognitive complexity. The point of it all is to ensure that one is in a role/context that provides 'flow'- a healthy tension between skills and challenge that ensures best possible engagement. Too much of one or the other can result in anxiety, dissonance and frustration.
What did I learn? It was a fascinating exercise, one that steps outside the traditional measure of IQ or problem solving ability. My take is the MCPA is most useful in career management, aligning the cognitive complexity trajectory with current or future expectations and context. It seems to provide an explanation for why some people fit readily in particular roles and organisations and others struggle. It also confirmed my decision to work independently and to continue to develop new applications for how we develop ourselves throughout our working lives.
Posted by: Kate Woodley
on Feb 13, 2011
Whilst on holiday in SE Asia recently I spent time with friends who work for a large international financial services institution. This bank is unique, at least that's my understanding. Why ? - because its leadership development approach is firmly rooted in the paradigm of strengths. Is this so unusual? Yes - leadership development frequently focuses on 'de-railers', or 'areas for development'. As such, it's interesting to think that an organisation might be courageous enough to formally adopt a strengths perspective.
With a focus on the emerging markets of Africa, Asia and the Middle East, and with some 70 000 employees, you could say the organisation is going from 'strength to strength'.
