Scientific basis

Why do people do what they do? What drives them? If we can answer these questions we may have a key to motivating people, to providing them with more job satisfaction, to improve their working environment and to increase the significance of their role in an organization.

McClelland’s iceberg model shows how invisible driving factors make up our norms and values and how they are expressed visibly in our behavior. Analyzing these driving factors provides a chance to tailor the way we motivate people and to improve their dedication and performance.

Key to success
Profile Dynamics® offers an insight into people’s underlying personal value systems which largely determine their thoughts and behavior. It also gives a chance to put these into practice. It provides a key to successfully bring organizations and their personnel closer together, to improve the atmosphere in the workplace and to bring the organization to a higher plane.

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Theory

Driving factors
​Profile Dynamics® is specifically designed to carry out the analysis of people’s individual driving factors, but also those of teams, of departments, and even of whole organizations. Driving factors determine how people do their work, with whom they are most likely to work well, the kind of leadership style which allows them to develop, and how they communicate with others. It clearly explains where people get their energy from at work and where their energy is spent, if they are comfortable with change or will resist it, and how decisive or stubborn they can be.

Profile Dynamics® is based on the ‘Level of Existence’ theory of the American professor of psychology Clare W. Graves. He recognized there were seven distinct value systems which determine the way people think and behave. In the underlying pages you will find more information on the value systems and driving factors which drive people. Furthermore, it is explained how to perform the Profile Dynamics® test and how to interpret its results.

Types

The analysis is rooted in the theory of the American psychologist Dr. Clare W. Graves. He recognized there were seven distinct value systems which determine the way people think. The affinity people have towards one or other of these systems varies from person to person and can be measured with a specially developed analysis.

The seven driving factors and the values and behavior associated with them have each been assigned a color. Overall, the value systems which drive people tend not to change over time. However, this may happen if there are changes in environment and with life experiences.

The driving factors evolve in a spiral which swings from individual to group characteristics. The purple group provides for the basic need to be safe and secure, but its members are less visible as individuals. From there, red people’s need to gain individual respect, power and strength emerges. This may be perceived by others as aggression which must be kept in check through the blue need for order and structure, and so on. In this hierarchy, the earlier driving factors are required to allow the later ones to be expressed. As the driving factors develop in succession, one after the other, people driven by later driving factors understand the earlier ones, but the reverse is not true.

Analysis

The Profile Dynamics® analysis consists of a simple list of questions. It is accessible on the Internet and takes approximately 20-30 minutes to complete. The program analyzes your answers and computes your personal profile graphically.

The “expression” component (left) shows, in order of decreasing priority, what drives your thoughts and the way you deal with things. The “resistance” component (right) shows what evokes negative feelings and drains you.

The profile represented here is that of someone who likes contact with people and a good working environment (green), but who also needs a sense of order, structure and rules (blue), i.e. a reliable and careful team player. The resistance graph shows that this person has an aversion to conflict (red) and to new initiatives and change (yellow).

The energy balance (click on the second image) shows which value systems provide most energy to this profile (here – blue: structure and rules, and green: social cohesion) and which value systems are most demanding to the person (here – red: conflict, and orange: pressure to perform and meet goals).

Do you want to improve your team or organization? 

If you have specific concerns that you want to address, let’s talk about it.
We are happy to tell you more about the various applications and tools.

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