EMAC ASSESSMENTS, LLC

CREATE COMPETITIVE ADVANTAGE WITH EMAC'S LAMPE

LEADERSHIP MODEL AND OUR HALO TECHNOLOGIES.

ASSESSING INTERVENTION EFFECTIVENESS

The Organizational Diagnostic Survey portion of HALO has 96 questions with a total of 147 items. These 147 items form a set partition of 29 Leadership Practices or LPs in which each item is used in one and only one KIP. Each KIP, however, is included in one or more of the 12 Holonomic Processes or HPs of adaptation and change. Each HP is constituent of a pair of Desired Organizational Characteristics or DOCs. Thus the links among the items, KIPs, HPs, and DOCs are well defined.

These defined interdependencies allow us to systematically investigate any changes and how the values are affected. These interdependencies are built into a linear programming model and incorporate the KIPs, their interconnections with the Holonomic Processes of adaptation and change, and realistic constraints.

The values of the 29 LPs are calculated directly from the HALO instruments completed by your employees. These LPs are the basic knobs which are "turned" mathematically to see the effects they could have on your organization if they were turned. There are 41 built-in constraints. The most important of these are based on the following assumptions: the lower the LP value, the more it can be improved, and the higher the LP value, the less it can be improved. The weight of each LP in the objective function is the number of items in the LP multiplied by the number of HPs affected by it. The interdependencies are built into 12 special constraints, one for each Holonomic Process. It is assumed that all LPs can be improved.

The main result of these calculations is the Potential Improvement Value or PIV. The value of PIV for each LP is its weight (# items times # of involved HPs) multiplied by its maximum calculated improvement. The higher the PIV, the more the potential improvement in the organization if the corresponding LP is improved. Thus, PIV scores provide measures for assessing intervention effectiveness.

The PIV scores will vary markedly from LP to LP. Some will not have any hope of offering improvement while other are very effective. Usually 9 or 10 LPs account for half of the potential improvement. Given time, people, and other resource constraints, organizations cannot improve all LPs at once. Rather, choices must be made about which KIPs to focus on for improvement. The Organizational White Paper, a Standard HALO Report, generates an Intervention Effectiveness Report which shows the potential improvement value for each LP and arranges them in rank order from large to small. This report gives hard data for deciding how to effect improvements in an organization.

The procedure for assessing intervention effectiveness is based on the first application of linear programming to an Employee Opinion Survey. This was invented by Ken Mackenzie in 1994 (68).