The PIA&V assessment (Personal Interests, Attitudes and Values) used today is based on research done in 1928. The assessment measures the ‘why' of behaviour and helps individuals discover their personal motivators by identifying their attitudes, beliefs and values. It is a person's attitude, beliefs and values that move them into action, so the PIA&V focuses on why people act in the way they do.
Month: April 2012
I'm often struck by the numbers of different assessments employees are put through as part of recruitment processes and then, once in an organisation, as part of ongoing team building processes or self development initiatives. Assessments are great tools to understand why we are as we are; and the conditions that enable us to be at our best or worst. It's great for teams to know the different ‘types' within the team and how to use the strengths of everyone's different personalities, to best advantage. The important thing once individuals or teams are assessed is to do something with the learnings so they're talked about, applied, reflected upon and talked about some more. This way, the return on the original investment increases, for individuals and the organisation.
FIRO-B stands for Fundamental Interpersonal Relationships Orientation – Behaviour. It is an assessment designed to see how an individual's personal needs impact on their behaviours towards other people. The measurement is in two different dimensions: expressed behaviour and behaviour desired from others. In essence, this assessment measures how we would usually behave with others and how we expect others to behave towards us. It's designed to help us see ourselves, based on our own interpersonal needs. It provides feedback in assessing our needs for inclusion, control and affection.
Swiss psychiatrist Carl G. Jung observed human behaviour follows identifiable patterns that develop from the structure of the mind. Jung believed that when the mind was active, people were doing one of two things: perceiving (as in, taking in information) or judging (organising and prioritising the incoming information, to arrive at decisions). He believed everyone uses these mental processes and people are born with preferences for how they use them. Moreover, he identified two very different ways that people perceive and judge: perception may be by sensing or intuition; and judgement may be by thinking or feeling. What does this really mean for us? Our underlying preferences for one way of perceiving and one way of judging information influences the kind of information we are most likely to pay attention to and the process we use when making decisions. Jung also identified two opposite orientations that we take toward the world – namely, introversion and extroversion.