EMAC ASSESSMENTS, LLC

CREATE COMPETITIVE ADVANTAGE WITH EMAC'S LAMPE

LEADERSHIP MODEL AND OUR HALO TECHNOLOGIES.

CONTENT OF OUR ORGANIZATIONAL WHITE PAPER

There are twelve sections to the Organizational White Paper. Each section is produced for your organization using data and results coming directly from those who participated in HALO. This web page provides a brief description of each section and includes links to the Scholar's Site for those who want to receive more detailed information about HALO.

The goal of the White Paper is to provide you with as much information as you want. From "just the essential, bottom-line" report to a fully developed, theoretically sound treatise, the Organizational White Paper provides full disclosure in a format you can use to extract what you need, when you need it.

0. Executive Summary

The Executive Summary is limited to just two pages. It begins with a brief overview of what was done and where one could find results, conclusions, and recommendations in the Organizational White Paper. It ends with a table of 5-7 recommendations for improving your organization. The selected recommendations provide a double benefit. First, they are the Leadership Practices with the highest potential improvement value for improving your organization. Second, they are the best predictors of your chosen Customized Organizational Inquiry items. Thus, they point both to the means for improving your organization and they explain the sample variance for the COI items. The COI items are those aspects of your culture that you considered important enough to include as items in the Customized Organizational Inquiry.

1. Orientation to the Report

This section is 14 pages long. We want you to be a knowledgeable user of the facts we glean from your organization during the HALO. It presents the main ideas one needs to fully appreciate the content of the Organizational White Paper. It contains brief tutorials on these subjects:

• Coping With Complexity and Turbulence
• Customized Organizational Inquiry
• Knobs
• Knobby Analysis Process
• Main Sources of Information Underlying the Knobby Analysis Process
• How This Report Can Be Useful To You
• Overview of the Theory of the Organizational Hologram
• The ABCE Model of Organizations
  

2. Comparison With Our National Client Database

The Organizational Diagnostic Survey Form G: The Learning Organization is used in every HALO. Using our National Client Database of 36 organizations, your results for the six Desired Organizational Characteristics and the twelve Holonomic Processes are compared with those in the database. For each result, a calculation of the statistical significance of the difference is provided, using the significance level of a = .05. That is, for every statistically significant difference, there is less than a 5% chance that the difference is due solely to random effects. These data are useful for benchmarking and for assessing the magnitudes of the calculated differences.

3. Customized Organizational Inquiry Results

In this section there is an explanation of what the Customized Organizational Inquiry (COI) consists plus the average score for every COI item. COI items are those aspects of your corporate culture or properties of your organization that you chose as being especially relevant.

There is usually a variety of judgments or opinions about each item. It is natural to want to determine the explanation for this variance. Why are some in strong agreement and others in strong disagreement with the same item? These questions are answered in the later section called COI Causal-Chain Results. We employ our special patent pending technology to systematically search among HALO data to ascertain which process, under control of management, is the best predictor of the variance of each COI item.

4. HALO Survey Results

Here we present the complete results from the HALO Survey. This section is by far the most detailed and includes the following subsections:

• Orientation to the HALO Survey
• The Knobby Scales of the HALO
• The Analytical Pyramid of the Organizational Hologram
• Bar Charts for Each Desired Organizational Characteristic with Constituent Holonomic Processes
• Bar Charts for Each Holonomic Process with Constituent Leadership Practices
• The 29 Leadership Practices
• Dynamic Congruency Results.

Results from the six Desired Organizational Characteristics and the twelve Holonomic Processes are integrated to illustrate their functional interdependence. Furthermore, the values of these results are compared with a Realistic Standard of Excellence and a World Class Benchmark. Each result is accompanied by the interval between the Realistic Standard of Excellence and the actual result. The dynamic congruency results are compared to the results from our National Client Database and the differences. A t-test for the difference of two means with unequal variance is used to also calculate the statistical significance of any reported difference.

5. Intervention Effectiveness Results

The analysis of the HALO instrument generates 53 measures. These include, for every individual respondent, the scores for the six Desired Organizational Characteristics, the twelve Holonomic Processes, the 29 Leadership Practices (LPs), and the six dynamic congruency conditions. Using the first ever application of linear programming to survey data, made possible because of the knobby scales, we can actually calculate probable outcomes when any single or any combination of the 29 Leadership Practices is improved. And, we can do this within a set of known limitations called constraints. Furthermore, we can calculate the actual magnitude of the potential improvement value (PIV) for every one of the 29 LPs. This provides a way of ranking the LPs by there PIV scores, a sort of "bang-for-the-buck" analysis.

The section provides a description of this advanced method and then presents the results of our calculations for assessing intervention effectiveness. These data and results allow one to move from data to conclusions to recommendations.

6. COI Causal Chain Results

The causal-chain analysis is the heart of the knobby analysis process methods in the HALO. The task is to search for those processes that provide the best explanation for improving the items in the Customized Organizational Inquiry. This technology is the center of our patent pending invention.

After providing an explanation of causal-chain analysis, including what it is and why it is necessary, our conclusions are presented for your organization. We provide a table that lists, for every COI item, the best predictor. There will be some COI items for which there is no best predictor and others (usually in small samples or samples with small variances) for which there may be more than one "best" predictor. What is intriguing is how often the best predictor of what to do to improve a COI result is a process seemingly divorced from the item. For example, one of our clients found that the best predictor of satisfaction with total compensation was not money, but was the quality of the decision making processes!

7. Organizational-Level Learning Results

Why is it that bright individuals do not ensure an intelligent organization? We have invented and published an improved theory with methods for explaining and understanding the basis of organizational learning and organizational intelligence. The Mackenzie-Benoit theory is used in this section. There are twelve separate measures of aspects of organizational level learning in your organization. There may be some areas in which your organization is highly intelligent and others in which your organization seems learning impaired. These data are used later in the conclusions section to actually provide a measure of the Organizational I.Q. for each of the twelve processes.

8. Conclusions

One major problem with the usual run-of-the-mill, knobless employee opinion surveys, is that there is no basis in the data to move from results to conclusions. When asked for an explanation, the consultant is usually reduced to "tap dancing" and vague claims of prior success in similar circumstances. The HALO provides a paradigm busting method for moving from data to solutions. Conclusions are more than results. Conclusions answer this question: What do the results mean? Conclusions go beyond the narrow assumptions behind the instruments and the statistical analyses of the data. They begin to incorporate context and situation as well.

There are six types of conclusions in the Organizational White Paper.

• The COI results are interpreted as being strengths or weaknesses.
• The results are regrouped and recalculated into seven thematic managerial areas of concern. These range from Managing the Organization's Strategic Direction to Managing the Effectiveness of the Organizational Rewards Systems.
• The dynamic congruency results are interpreted as being strengths or weaknesses.
• There is a set of conclusions about the Potential Improvement Value (PIV) for each leadership practice derived by arranging the PIV values in rank order and calculating the cumulative percentage of potential improvement by working on each successive LP.
• The LPs are repositioned such that one can see at a glance which COI items are predicted by each LP.
• The twelve Organizational-Level Learning Results are converted into Organizational I.Q. Scores.

9. Recommendations

Recommendations go beyond conclusions to ask this question: Given the conclusions, what do we need to do to improve? In this section, the prior analyses are integrated to combine the causal-analysis results of the COI items and the linear programming analysis of the HALO items. The result is a balanced view of the strengths and weaknesses of each Leadership Practice. These are brought together in a final table. This final table is the same one that is at the end of the Executive Summary.

10. Bibliographical References

This is a listing of publications related to the HALO technology. As this research is on-going, the bibliographical references are organized by year starting with 2006 and going backwards in time to 1989. It goes back another quarter century.

11. Glossary

The glossary provides definitions for the six Desired Organizational Characteristics, the twelve Holonomic Processes, and the 29 Leadership Practices. The glossary provides quick reference for these terms. We have found that our clients need to have a glossary at their fingertips when digesting the contents of the Organizational White Paper. It helps them understand the results and stimulates them to start thinking about what to do to make their organization even better.