A key concept is the idea the we have two 'extreme selves'. One is who we are when we are completely relaxed, without any pressure, in a state we call 'low velocity.' We make decisions using all three channels. The second is who we are when we make important snap decisions under pressure, in a state we call 'high velocity.' Most of us find that at high velocity, our preferred method of decision-making comes to the fore at the expense of the other two. In preferring one method over using all three, we make less than optimal decisions because we are blind to the other important channels of information.
"; pageAI[1] += "The Attribute Index will highlight the difference between these two selves. It will allow you to see where your talent profile can best be utilised, and at what level challenge you will flourish in such a way that the other channels develop natrurally.
" pageAI[1] += "Clients have used the Attribute Index in the following ways.
"; pageAI[1] += "Starting point for individual development.The assessment will point directly to areas of development which may have come up a number of times in the course of a person's career as stoppers: personal traits that, although known to hinder progress, are not in focus enough to define the attention they might require.
"; pageAI[1] += "Clarifying partnership roles.Partners have been known to spend unproductive time in conflict over roles, manifesting as competition, blocking and even sabotage. An appreciation of the strengths and mutual acknowledgment of best fit for roles will result in a partnership team that is definitely more than the sum of its parts.
"; pageAI[1] += "As a measure of progress.It is appropriate in some cases, where specified personal development is indicated, that the result of intensive development can be measured using the attribute index before and after,giving a concrete sense of return on investment in what is considered an intangible arena.
"; pageAI[1] += "Working from Strengths.Getting the most of people in an organisation requires that they operate from their strengths, rather than being constrained to a role defined by the status quo or by the perceived need for organization consistency. Negotiating a change in role starts with an accurate assessment of strengths.
"; pageAI[1] += "◄ Previous"; pageAI[0] += ""; pageAI[0] += "Over 50 years of scientific development has revealed that there are 3 distinct styles of decision making. Each of us can make decisions in these three ways, but we tend to develop a preference for one over the other 2. This preference becomes a subconscious force, affecting the decisions we make on a daily basis and shaping both how we perceive the world around us and how we perceive ourselves. The 3 decisional styles are the personal, practical and the analytical.
"; pageAI[0] += "We all have different balances of the 3 styles: that's what makes our decisions and actions different. It is this understanding of your individual strengths and weaknesses that will enable you to effect change in your life and achieve greater personal success. It is only by first understanding something that we are then able to change it.
"; pageAI[0] += "What is the RAC Attribute Index?
"; pageAI[0] += "The RAC Attribute Index is a personal assessment tool that provides information as to how a personal assessment tool that provides information as to how a person makes decisions intrinsically, extrinsically or systematically. It also identifies areas of attraction (maximisers and hence areas of strengths, where clarity is greatest) and aversion (minimisers, hence areas of under-development, where clarity is least).
"; pageAI[0] += "Our approach is unique in that we measure here an individual is now and what his or her essential elements are, and those can become predictors of future strengths.
"; pageAI[0] += "Our approach is outcome-focused rather than measuring irrelevant activities. Each individual has the opportunity to decide what action if any, he or she wants to take.
"; pageAI[0] += "In addition, the assessment tool is supported by a comprehensive action planning process that helps promote the actions taken.
"; pageAI[0] += "Gathering the Data
"; pageAI[0] += "There are two methods utilised in gathering the data: the assessment itself and a personal interview. Personal interviews (de-brief) are conducted by certified facilitators in order to explain the individual's assessment.
"; pageAI[0] += "Key Areas of Interest
"; pageAI[0] += "By understanding the way we think, it becomes possible to leverage that knowledge to make better decisions, maximise strengths and minimise weaknesses, and achieve greater success in whatever we do. When we gain this understanding for another person in an organisational setting, it increases understanding, allows for better utilisation of skills and alignment of work, increases management efficiency and effectiveness, and in general can impact the organisation's overall health and performance.
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