Mary Swenson

In an increasingly complex society where individuals are removed from many of the basic functions in which they must interact, a lag is apparent between the pace of technology and the ability of individuals, corporations and business entities to cope with change. Professionals and laypersons alike require new methods to combat polarization in order to make enduring decisions of high caliber.  Existing methods as the pro/con model, SWOT analysis, and various forms of the decision-tree paradigms ultimately come down to an either-or proposition. Proposing a forced three-way analysis that utilizes functioning areas (personal, professional and public) where individuals are required to navigate is an empowering framework for issue identification and evaluation.

According to Covey, (2003) strength training is an important part of preparing to lead. He compares being “fit” against the traditional idea of physical readiness, when performing any feat that requires agility, strength, preparation and stamina. Without the proper preparation, individuals, teams and groups of departments are unable to handle and process the massive amounts of information a data society now commands. They will also not be prepared to sufficiently integrate the information into contextual structures that can analyze information on multiple levels while simultaneously accomplishing a variety of other functions within different time frames.

The ability to utilize, access, and identify strengths are critical components to managing diversity, combating depression, loss of momentum, and other common issues related to managing stress, or making complicated decisions with limited information under compressed time schedules. This is especially true during crisis, necessitating a tool that can be employed quickly as well as one that can be mastered over and across time.  Interpretive Leadership Inc. provides several models that offer a third alternative related to a number of functions by utilizing a combination of methods.  The evaluation of strengths are placed contextually within the personal, professional, and public realms by which to sort skills or abilities and then reconfiguring them into an ordered, balanced whole.

On a personal level someone’s marriage may be a strong source of stability and inoculates against stress. Another aspect for support may be extended friendships or family. Thus a person or group can take inventory of their resources and management abilities to discern what is required to keep fit or access other talents related to the subject matter. This process can be approached three ways by remaining utilizing strengths in the personal realm or by moving into professional or public levels. It is equally effective to then move to the opportunities or the restrictions.

For discussion sake we will move to the restrictions first which typically entail environmental or situational considerations such as health, unique family composition, the needs of others, financial concerns or geographical considerations. Once an inventory has been accomplished, opportunities can be evaluated or the related procedures in the professional realm can be addressed saving the creative brainwork for last. The task or item under consideration may exist in either realm or both, while further complexity may require the utilization of all three.

The ability of personally traits, organizational and environmental factors have been studied by researchers interested in entrepreneurship as causes for the success of new endeavors (Baum, 2004). The strong relationship between that and venture finances evidenced was somewhat surprising and the entrepreneurs themselves pointed to their personal characteristics as dominant reasons for success (Sexton, 2001); (Smith & Smith, 2000).  While other factors are pertinent to the outcomes a basic skill set is foundational.

A growing group of psychological researchers show a renewed interest in characteristics as predictors for success and have moved beyond the past focus on traits  to study specific competencies, motivation, cognition and behaviors. There is a revival of interest occurring in understanding what effects entrepreneurs’ personal characteristics have upon the bottom line (Baum, 2004). While it is possible to have great skills and a mission while still failing to impact the bottom line the important thing is to focus on what can be done and look for the holes in what is not happening or can not be done about a particular issues or situation.

Johnson’s meta-analysis (1990) discovered that the need for achievement and recognition was the most significant trait predictor of performance in new ventures. In fact, many of the restrictions or drawbacks inherent in new venture growth underscore the obstacles for any new challenge which include a) extreme uncertainly, b) resource shortage (financing, knowledge, operating assets, and legitimacy), c) surprises, and d) rapid change (Baum, 2004).

To cope with these challenges entrepreneurs must genuinely love their work and be tenacious about pursuing their goals given the many obstacles they would face.  Thus, passion and tenacity seemed the most promising characteristics for theoretical support in terms leadership as it relates to entrepreneurial efforts made, (Locke, 2000; Yukl, 1989). Passion for work, or love of one’s work, has been identified in Locke’s (2000) qualitative analysis as a core characteristic of great wealth creators (Baum, 2004). Well known 21st century entrepreneurs such as Bill Gates, Mary Kay Ask confronted opportunity and their inherent challenges with an enthusiasm so intense that they worked through the financial barriers which may be the most overt phenomena of the process.  Therefore, the clear identification of any overlooked opportunities fueled by passion for the work, are two critical aspects to overcoming restrictions in business.

Perseverance is a trait that involves sustains goal-directed action and energy even when faced with obstacles and is associated with leadership (Bass & Stogill, 1990, House & Shamir, 1993; Locke, 2000). Baum (2004) introduced the concept of a new resource skill as the ability to acquire and systematize the operating resources needed to start and grow a healthy organization. The pro/con approach is classic because it underscores the value of what triangulation is as opposed to what is available or used in the past such as the SWOT analysis or the Decision-Tree models.

The polarized pro/con model works well when there is a clear delineation between choices and one position clearly over shadows the other. If there is a implicit level of difficulty due to equal opposing forces or neither side offering an acceptable resolution the limitations of that approach become quickly evident. The SWOT analysis used in corporate settings is a bi-level approach that is really no different from pro/con but is just two levels of the polarized options.

The decision tree is more of a multi-level analysis tool but inevitably must branch off into an either or situation. The decision tree or fish bone models are still making a choice between a plus (ought) and minus (not) and fail to use the neutral (dot), or in this instance, creating the space to invent new and desirable results. By creating a space for opportunities one can then leverage their obstacles and potentials into a planning template to resolve conflict and integrate contrary or opposing forces.

Researchers have used triangulation as a way to increase the validity of their results by using multiple data sources. All the universe is based on this same idea with the physical sciences as evidenced in the atom composition of protons (+), electrons (-) and neutrons (0) . In chemical compounds neutrons represent atomic weight or are the mathematical representation of composition. In this way there is a static numerical value assignment and a conceptual frequency distribution (or lack of) in quantitative thinking. Using multi-level factorial analysis can combine research strategies in innovative ways.

The personal, professional and public realms indicate that triangulation can be used subjectively, objectively and collectively. Those three levels take problem solving and decision making into a whole new arena superior to a 360-degree feedback schema in addition to several types Total Quality Management (TQM) applications.

Martin Chemers a promoter of integration in leadership development reports that there are necessary abilities to lead (The characteristics) and then you need the vehicle or people to do the work.(The realms) as well as the objective (Those principles). Chemers commences with a literature review to identify function and definition of his topic and then introduces variables as well as both dependent and independent variables and talks about people and task oriented styles and predictability.

Efficacy with followers and group performance and the relationship between cognitive & behavioral items regarding legitimacy relates well with the people, task, situational variables and puts them over the control factor. This was done by Fiedler, the originator of the LPC scale, which is a trait measurement based upon perception. Since 1975, Chemers discusses the autocratic, consultative and participatory styles which are the foundation of normative decision theory sharing many of the same features as the contingency model making a case between the perceptual and attributional framework.

Chemers discusses the gender bias revealing women as a collective as the untapped leader potential and how personal characteristics, behaviors and situational influences all contribute to the development of the MLQ which is that factorial analysis. The big point  goes to the collective goal with the traits versus the situation = the fit between leader and followers. Chemers three identified functions are the wearing of the leadership hat, dealing with others & developing those relationships, and resource deployment boiling it all down to confidence, coping and collective efficacy.

Information processing and decision making are the hallmark of those abilities. The three plane model of empirical functioning are housed between the metaphysical and physical poles. They are comprised of thoughts, emotions and behavior. Each of the three areas is just like reading, writing, and math with arts and science as the conceptual poles. They all are used to do literally everything.

Copyright ^© 2004 Interpretive Leadership, Inc., Patent Pending. All Rights Reserved.

Bass B. M. (1985). Leadership and performance beyond expectations. New York: The Free Press.

Baum, R.J., Locke, E. A.  (2004, August). The relationship of entrepreneurial traits, skill, and motivation to subsequent venture growth. Journal of Applied Psychology. 89(4).

Chemers, M. M. (2000, March). Leadership research and theory: A functional integration. PsycARTICLES. 4(1) 1089-2699.

Covey, S.R. (2004). The eighth habit: From effectiveness to greatness. New York: Simon & Schuster.

House R. J. (1971). A path-goal theory effectiveness. Administration Science Quarterly, 16, 321-338.

Stogill R. M. (1974). Handbook of leadership: A survey of theory and research. New York: The Free Press.

Yukl, G.  (2002). Leadership in organizations. (5th ed.). Upper Saddle River, NJ: Prentice Hall.