Pcm Short Pres

PCM material and text are copyrighted – only PCM certified trainers have the right to teach the model 1

I P C G r o u p S . A w w w . i c g r o u p e . c o m

jean-pierre raffalli International Process Consulting PCM is a scientific research-based model. It provides a reading grid of human behaviors through six Personality Types that includes specific behavioral profiles

IPC OD

Process Communication Model®(PCM) & Organization Development


Table of Contents

The Process Communication Model.............................................................................3

1. History of the model ........................................................................................................................... 3

2. The six PCM Personality Types ......................................................................................................... 4 3. Individual Orientations....................................................................................................................... 9

Summary of the Orientation Components for individuals .................................................. 16 4. Motivation ............................................................................................................................................ 19

Types of social interactions ............................................................................................................ 23

5. Miscommunication ........................................................................................................................... 30 The relevance of Process Communication in management ................................................ 34

PCM Applications to OD................................................................................................35

Training programs .................................................................................................................................. 35 Coaching for individuals and teams .............................................................................................. 35 Change Management ........................................................................................................................ 36 Conflict Management ......................................................................................................................... 37

Process Leadership .........................................................................................................38

1. Introduction .................................................................................................................................... 38 2. Leadership Competencies to deal with group dynamics ............................................ 38

3. The Process Communication Model ..................................................................................... 38 4. Leadership and PCM personality types................................................................................ 39 5. Stages of Group Development & Leadership.................................................................... 40

Process Coaching...........................................................................................................49

Would You Communicate Change With Respect? .................................................55


Applications of the Process Communication Model® to

Organizational Development

The author wishes to thank Andrew Sheridan for his editorial assistance

This paper is an abstract of a book about one of the applications of the

Process Communication Model (PCM) to Organizational Development (OD). The following pages present the core concepts and findings that are the most relevant to use for organizational purposes.

The PCM applications span from individual coaching to recruitment and selection, and include team performance diagnostics and interventions. The subject of the book to be published is “Team SCORE” (Strengths,

Complements, Opportunities, Risks and Enhancement), an OD tool based on the methodology of the SWOT analysis. While the PCM concepts are well known in OD and psychology, they are not often associated with the Process Communication Model. This model and its

related interventions are based on the completion by individuals of a 45-item questionnaire that provides a scientifically validated report, also known as the Personality Profile Inventory (PPI). The PPI and PCM material is protected, and

its use is limited to certified professionals who have undergone a rigorous professional training and assessment of the model. We trust that the following pages will be of interest to you, and they

encourage you to learn more about Process Communication and its multiple uses in the enhancement of both team performance and individual well being.

The Process Communication Model

1. History of the model

While working on his doctorate in 1969, Taibi Kahler developed an interest in Transactional Analysis (TA) of which he became an early advocate. His natural qualities of observation and classification of behavior, combined with

the TA “ego state frame of reference” through five observable clues (the words, tone of voice, gestures, posture and facial expressions) enabled him to observe a profile of repetitive behavior that systematically preceded the emergence of a behavior type that involved attacking, escaping or blaming.

As he says himself: “My task was therefore simple: to sort and classify the five clues of each explicit and mutually exclusive set of behavior”. After several

weeks observing video recordings, he created a list of five defense mechanisms with five sets of indicators of exclusive behaviors that he named


DRIVERS, which are: Be Perfect, Please Others, Try Hard, Be Strong, Hurry Up

(Kahler, & Capers, 1974). Although originally developed for studying the negative behaviors (the validated model shows that there are six sequences for negative behavior under stress), research shows that there is also a positive Mini-Script, and that it

is possible to observe six sets of positive behaviors, which forms the basis of the six Personality Types used in the Process Communication Model.

While Kahler uses the observation of drivers to connect to his interlocutor, Paul Ware uses a “door”. A person will show that he/she perceives the world through their thoughts, feelings or behaviors, and it therefore becomes

possible to communicate using the same “door” that he/she uses. Ware went on to develop the concept of doors and Personality Adaptation (Ware, 1983). Kahler was still keen to develop a model that enabled observation of the

positive behaviors forming the basis of the Personality Types. Imbued with the ideas and modus operandi of Ware, Kahler worked on the assumption that the positive characteristics of the personality corresponded accordingly to six

distinct Personality Types, which are: character strengths, perceptions, communication channels, management and interaction styles, environment preferences, and sources of psychological motivation.

When observing Kahler’s model as a structure, it is most often described as a 6-floor condominium, in which each floor represents a different personality type. Within this structure, a person’s base personality (their ‘natural’ or

‘original’ personality type) is on the ground floor (the easiest and most accessible). Their weakest and least accessible personality type would therefore be on the sixth floor, i.e. furthest away.

The Process Communication Model is based upon a communication and management methodology that delivers a personality profile (PPI) detailing

the personality structure of the respondent. It is measured via use of the questionnaire mentioned previously in this paper.

As a way to further to validate the findings and deepen the academic knowledge around Kahler’s research, the model was initially applied in NASA’s admission-test for the selection of astronauts, an approach that yielded very favorable results. Since then, more than 700,000 people around

the world have used the PCM Personality Profile.

2. The six PCM Personality Types

Harmonizer, Workaholic, Rebel, Persister, Dreamer, Promoter

PCM is a scientific research-based model. It provides a reading grid of human behaviors through six Personality Types that includes specific behavioral profiles.


Although the base Personality Type develops at birth or within the first few

months, and does not change throughout life, PCM does not seek to characterize individuals by particular names or lock them into stereotyped behavior resulting from their Types. This precaution leads us to speak of "a person with a Workaholic Type" rather than "a Workaholic” person, or more

likely of the “Workaholic part” of a person. We each have the structural characteristics of all the other Personality Types, and this is measurable. Each individual therefore has a share of the six types, however they generally

operate from the dominant one or two types only. The "Harmonizer" part of a person’s personality is compassionate, sensitive,

warm and nurturing. When under pressure, a base1 Harmonizer may begin to demonstrate behavior aimed to “please” and possibly attempt to “over-adapt” in situations. They may avoid decision making for fear of "hurting other people's' feelings”. In deeper distress they may become flustered and make mistakes.

The "Workaholic" part is responsible, logical, organized, and good at structuring time. However, under pressure, a base Workaholic may first increase the pressure by attempting to attain perfection, failing to delegate,

or even reverse delegating. In deeper distress they may become over-controlling and attacking.

The "Promoter" part is resourceful, adaptable, charming, and persuasive. Under pressure a base Promoter may first invite others to “Be Strong”; they

may expect others to fend for themselves and may themselves become unavailable. In deeper distress they may become manipulative and create negative excitement, for example taking uncalculated risks.

The "Dreamer" part is reflective, imaginative, and calm. When under pressure, a base Dreamer may at first begin to show signs of “Be Strong”: spreading

themselves too thin and not completing tasks even as they appear to be very busy. As they get deeper into distress they may look sad and dejected, and may subsequently withdraw.

The "Persister" part is dedicated, observant and conscientious. As they

experience pressure and distress, Persister types first begin to notice faults in others or the work of others. Showing signs of “Be Perfect” they notice more of what is wrong than what is right. In deeper distress a base Persister may go on the attack, preaching to others from a strong belief system.

The "Rebel" part is creative, playful and spontaneous. Base Rebels are very

good at finding innovative solutions to complex problems. When experiencing pressure and stress, they may at first show signs of their “Try Hard” driver. They will perhaps delegate inappropriately, such as asking subordinates to take

1 A base or phase personality type will exhibit the negative behaviours described above under distress


responsibility for tasks they are not yet capable of managing. If pressure and

distress continues, they may next attempt to avoid blame and instead, blame others.

Figure 1: The histogram view of a personality condominium from base personality type (Harmonizer) to sixth floor (Dreamer) and the “elevator principle”

The Process Communication methodology holds that no one Personality Type is better or worse than any other. The base develops at birth and the order of floors two through six is set by seven years of age; our personality order is then

very unlikely to change during the course of life. There are 720 different personality condominium orders.

Figure 2: Three out of 720 possible condominium orders


The model relies on two principles:

1. The way we say things is even more important than what we say. The process takes precedence over the content.

2. Each of us develops more or less of the six personality types in a preferred set of order.

2.1. Personality Traits

The Base and second floor of the structure represent the main characteristics of a person’s personality. Floors three through six represent the secondary characteristics a person will use less frequently in their day-to-day life.

When someone shows the positive behaviors of a given personality type, we say that they are “in their condominium”. Then, only positive behaviors are

experienced.

Our main characteristics may be seen as our Talents. Secondary

characteristics are, therefore, the competencies we can chose to develop.

Indeed, we use a lot of different characteristics on a daily basis. For example, during a long car trip, I like to spend this time “inside my head”, which is a talent associated with a Dreamer Type. I like to have fun at dinner with friends (a typical Rebel talent). At work, I particularly appreciate classifying and

organizing information, and structuring my time (Workaholic talent). When involved in a cause that it of great importance to me personally, I tend to present my convictions and passionately stand for them, which is typical of

Persister Type abilities. Occasionally, I prefer to do something just to see what the outcome will be (Promoter characteristic). When someone is grieving, I am able to fully empathize and connect with their experience, which is a

typical Reactor-related talent. Naturally, we do occasionally adopt behaviors other than our preferred ones, even if they are not “natural” to us. In the PCM model, this is viewed as “taking our elevator to adapt to the situation.”

Process Communication is a positive model for development as it enables us to identify a person’s main characteristics, their motivation and their language preferences. This in turn allows us to ‘meet’ them or connect with

them using language that is comfortable to them. As Kahler puts it simply, “If you want them to listen to what you say, talk their language.” Using Process Communication as a development tool involves strengthening

an ability to adapt behavior and language in any given environment, often with a focus on a specific role. For example, when an accountant with natural abilities of logic, responsibility, organization, dedication, observation

and conscientiousness becomes the manager of the accounting department, he will likely be challenged to use other, perhaps less natural skills. He may be required to make more use of abilities related to his Reactor part (warm, compassionate and sensitive) in order to positively (and

genuinely) offer praise and support to his team.


When using the Process Communication Application known as “SCORE”, in

addition to the main characteristics of the personality of the team members exists the set of Strengths (S) and Complementarities (C) of the team. The eventual lacks of positive characteristics are the Opportunities (O) to set up more complementarities.

Table 1: Personality Traits of the six PCM Personality Types

Wo

rka

ho

lic

Logical

- It’s easy for you to find

patterns and logical structures.

- You gather facts until you

find a coherent way of

presenting them.

- You know how to make

complex ideas

understandable for others.

Responsible

- Your high sense of responsibility

earns you trust from people in

your professional and personal

life.

- For as long as you can

remember, you have always

been in charge of things and

have always been the organizer.

Organized

- You can plan very effectively.

- You are the checklist

“expert”.

- If a complex project needs

coordinating, you will be the

person proposed to manage

it.

Pro

mo

ter

Resourceful

- Whatever happens to you,

you “hit the road again”,

ready for a new beginning.

- You enjoy challenges.

Persuasive

- Your charm is that you are

direct and plain in your

communication.

- Even when you are clumsy,

people still find it difficult to hold

it against you. - You have this irresistible way of

complimenting people.

Adaptable

- You have this innate sense of

adaptation that enables you

to adjust to any new

environment.

- You instinctively understand

“the rules of the game” in a new situation or environment.

Dre

am

er

Reflective

- You observe people a lot and feel no urge to pass

judgment on others.

- You spend a lot of time

“inside your head.”

- You test things in your head

to check if they would work.

Calm

- Even in very tense situation you remain in an even mood and

delay the moment of decision

for a while.

- You can remain speechless or

motionless for some time and still

be 100% “here.”

Imaginative

- Your imagination enables you to explore infinite hypotheses.

- You “do” things in your head;

it is just as though you have

actually done them.

Pe

rsis

ter

Observant

- You have a sense of

observation that enables you

to evaluate people and

projects very acutely.

- You rapidly identify flaws or

imperfections.

Conscientious

- You have strong ethics and you

believe it is important to be

consistent with one’s values.

- You think it obvious and natural

to do things in the very best

possible way.

Dedicated

- You believe one should be

daring and tenacious in

conveying ideals, principles,

and commitments to the bitter

end.

- You commit yourself with

tenacity when you are

convinced, and you are not

one to be convinced easily.

Re

be

l

Creative

- You often see solutions where

others are seeing problems.

- You offer surprising new

ideas, and play with

paradoxes in a very

productive way.

Spontaneous

- You say things the way they

are without taking into account

consequences.

- Your spontaneity radiates joy

and good mood in your

relationships.

- You like surprising people and

being different.

Playful

- You have a gift for turning

hard work into a game.

- You create contact with

other through playing or being

fun.

- You say, “if it’s too serious to

laugh about, it’s not worth

talking about.”

Ha

rmo

niz

er

Sensitive

- You deeply feel emotions,

vibes, and tension in your

environment.

- You perceive the world

through your 5 senses, often

making use of the sixth one.

Warm

- You have a way of making

people feel comfortable.

- You like sharing with others

what you like and feel.

- You like inviting people into

your home.

Compassionate

- Other people’s feelings are

important to you.

- You instinctively know what

others feel.

- You like listening to people

talking about themselves.


3. Individual Orientations

We have our own approach to things, situations and people. Let’s consider:

1. Two different orientations on one axis that we call the “Relations” axis: On one side of the axis we have the “Relationship” orientation, and on the other side we have the “Task Completion” orientation. The Relationship orientation is also known as “Involving,” and the Task

Completion orientation is also known as “Withdrawing.” 2. Two kinds of goal involvement: On one side of a different axis we have

the “Internal” motivation for the completion of a goal, and on the other

side is the “External” motivation for completion of the same goal. We then obtain a matrix that we can use to assess the Personality Type’s preferences in terms of environment. A person will naturally be:

1. Self motivated by relationships 2. Self motivated by the completion of a task 3. Externally motivated by relationships 4. Externally motivated by the completion of a task

By way of example, Number One is the person you probably know who likes inviting groups of friends around, cooking something simple and good, and will enjoy time spent chatting and socializing. Number Two is someone who

will invite his best friends over, spend all day preparing an elaborate and complicated meal, and will then enjoy hearing his friends make the most detailed comments and compliments about it. Number Three likes to enjoy

life and is a bit of a party. She will invite her best friends over to have some fun or perhaps be involved in an exciting activity. Number Four will spend hours preparing the meals for a party she did not organize by herself.

Figure 3 : The Assessing Matrix


3.1. Environment Preferences

Though we have the capacity to efficiently adapt to several situations, we also have a preference for a specific environment. Imagine yourself to be free of any constraints of time, finance, social expectations etc). In that situation, which of the following vacation scenarios would you prefer to find

your self in? Alone in a lonely place, or with a lot of friends or family? In a luxurious palace, or a cheap campsite? Or perhaps living in a guesthouse with an unknown family?

The answer to those questions points to your environmental preferences. At work for example, I prefer to work within a team than alone. Others will prefer to work alone or with a peer, while others will enjoy moving from one group to

another. In fact, we are able to appreciate different types of environment and we can adapt accordingly. However, this is only for a given period of time and we consistently need to go back to our preferred environment.

In a group setting those preferences matter, as cooperation is essential and cannot be taken for granted. The question is, how can we encourage successful and sustainable cooperation when team members have such

differing orientations?

Figure 4: Matrix of environment preferences


Personality types that belong to the upper right quadrant prefer to work alone

or with one other person. On the right, they enjoy working in a group. The occupier of the bottom right quadrant prefers to work alone while the person belonging to the bottom left part of the matrix, prefers working on the fringe of groups.

This doesn’t mean that a person with a base Personality Type corresponding to the preference “prefer to work alone”, is unable to work with others in a team. Environmental preferences are like other preferences in that we can

adapt to something we don’t necessarily prefer, while still being eager to go back to our preferences at the earliest opportunity. How sustainable can a team’s performance be if the majority of its members

prefer to work alone or in pairs, while the organization expects teamwork for eight hours a day?

Figure 5: Personality Types Assessing Matrix


3.2. Communication

“At the same time, a certain way of seeing the world and connecting with it” Communication follows the same rule as Preferences. PCM considers that we view the world through six unique perception filters and that we use five

channels to communicate. While we can adapt for a given situation to a different way of seeing and addressing the world than our own, effective communication is based upon the use of the appropriate channel and

perception of each of the Personality Types. Consider this scenario: You are moving to China and neither speak nor

understand Chinese. How long will you wait before learning to speak Chinese? Effective communication follows Kahler’s simple rule: “If you want them to listen to what you say, talk their language”. We might add, “If you want to

understand them, learn their language”. Once we recognize that others typically experience the world through their

own one of the six ways of perceiving it, and thus want to be addressed in their own language, it becomes feasible to communicate efficiently using the base Personality Type.

Lets explore the 5 channels of communication: The “Interventive” channel is used only in the event of miscommunication. This

special channel is to be used in emergencies or special circumstances, and is useful when someone is getting out of control. All the Personality Types have access to this channel.

“Directive”, “Requestive/Informative”, “Nurturative”, and “Emotive” are the 4 channels linked with one base Personality Type.

The Promoter and Dreamer types will use naturally the Directive channel. Requestive/Informative is the preferred channel of the Workaholic and

Persister types. Reactor types use the Nurturative channel while the Rebel types use the Emotive channel. This doesn’t mean that, for example, a person whose base Personality Type is

Reactor is unable to use the other channels. Remember, we each have all the characteristics of the 6 Personality Types. A Rebel Type naturally uses the Emotive channel when speaking with work mates and friends. However, when

talking to a client who, she knows, prefers to discuss more precise and factual information, she will automatically “take her elevator” to energize her Workaholic part in order to the use Requestive/Informative channel.


We tend to accept making this effort, as we are aware that others can have

a different perception. Naturally, we will try to find the words or manner in which to say something that suits the other person. Table 2: The 4 channels of communication

Directive Channel

To be used with the Promoter and Dreamer Types. To avoid with all the

other types

Give orders by addressing the thinking

part of the interlocutor. E.g. “Give me one hour to tell you more about the project.”

Requestive/Informative Channel

To be used the most often possible… To

be avoided with the Promoter Type

Exchange of information. Asking

questions by addressing the thinking part of the other. E.g. “How much time can you give me for me to tell you more

about the project?”

Nurturative Channel

To be used with the Harmonizer Types

and during situations of emotional distress. To be avoided with the

Promoter and Rebel Types

Invites someone else to feel cared for by

addressing the feeling part of the person. E.g. “I’d really appreciate spending time with you to discuss the

project.”

Emotive Channel

To be used with the Rebel Types and avoided with all the others

Uses an enthusiastic, fun or energetic tone of voice. Addresses the emotions of

the person by targeting his reactions. E.g. “The project is so much better since we gave it legs… who has the time

to figure out how far it’s actually walked?”

Paul Ware found that we use three “doors” to perceive our environment and communicate with it (Behaviors, Feelings and Thoughts). He achieved incredible results when using these three ways to communicate with his

patients, ultimately decreasing the duration of cures and increasing the cure ratio.

Kahler worked with Ware during extended multi-patient therapeutic sessions. He was astonished by the efficiency of Ware’s method. He tested it and added some differences, finding that people with the “Behavior” door

actually experienced the world through Action, Reaction or Inaction. People with “Thoughts” door have Thoughts or Opinions as their primary perception channel. And people with the “Feeling” door will perceive the world through their emotions.


Table 3: Primary Perceptions of the 6 Personality Types

Perception Filters Identification

Logic, facts,

data WORKAHOLIC

Type

Likes to learn and gather

information to analyze and consolidate them. Questions and takes time to analyze

before concluding The Thoughts area:

Area of information, logic, structure, opinions, convictions “I believe”, “I think”, “In my

opinion”, … Opinions

PERSISTER

Type

Makes contact by giving his opinions and wait for the

other position. Attempts to make the other validate his opinions (perhaps by using a negative form of

interrogation, e.g. “don’t you think that?”)

The emotions area:

Area of feelings, sensations and physical and affective perceptions

“I appreciate, “I feel”, “I have

the sense…”

Emotions,

feelings HARMONIZER

Type

First feels. Talk about others

and own feelings. Begins to express discomfort in order to solve a tricky situation

Reactions

REBEL Type

Likes making contact

energetically. Wants reactions around him

Imaginations

DREAMER Type

Projects himself doing

something and lives the situation he imagined in his head

The actions area:

Area of the useful, immediate and spontaneous. The person with Actions as primary

perception shall perceive the utility of things to be motivated. Uses direct vocabulary (E.g. slang, from

humor to provocation)

Actions PROMOTER

Type

Tests before analyzing. “To succeed is to do”.

Thus, each Personality Type primarily uses his own perception mode to

understand and interact with things, people and situations. He will address the world and wait for the world to address him using his particular communication channel and perception mode.


Table 4: Perceptions and communication channels of the 6 Personality types

Personality Type Perception Communication Channel

Workaholic Thoughts – Logic Requestive / Informative

Persister Pensées – Opinions Requestive / Informative

Harmonizer Emotions Nurturative

Rebel Reactions Emotive

Dreamer Imaginations Directive

Promoter Actions Directive

3.3. Management Style of the 6 Personality Types

Any discussion concerning Organizational Development will also involve

exploring management concepts. Since much has already been written on this topic, the subject here will be explored through the same view as that above: Preferences.

Kahler found that each of the 6 Personality types has a preferred management style among 4 well-known styles: Autocratic, Democratic,

Benevolent and Laissez-faire. Management of processes, things, situations and of course people is a crucial

aspect of any organization. What PCM brings to this function is the consideration of the individualistic side of a given management style. Adapting a management style to the wide variety of situations a manager

may encounter is already accepted as a general rule of management. Adapting a management style to the wide variety of people (or Personality Types) involved is an equally important concern for every manager. The

performance of their team depends directly upon the performance of the team members with their different Personality Structures, each with differing preferences in terms of communication and motivational approaches.

As PCM is a communication and self-awareness tool, the management styles are studied through their concrete application.

1. Autocratic Style: characterized by the use of the Directive channel and one-sided decision-making process. E.g. “Here are the goal-setting forms. Please complete them and send them back by tomorrow. Note

that the next-year figures have to be at least 7% higher than the outcomes of this year.”


2. Democratic Style: characterized by the fact that more than one person

is involved in the decision-making process and the use of the Requestive/Informative channel. E.g. “Today’s meeting is aimed at setting the goals for next year. We agreed during our meeting preparation to begin by a round table discussion, in order to give

everybody the opportunity to share facts and opinions about trends for next year. Is everybody OK to proceed?”

3. Benevolent Style: characterized by the use of the Nurturative channel

and a decision-making process that relies on the interest of the individuals. This style can be summarized as “the person matters more than the figures”. E.g. “I hope everybody is fine and that you enjoyed

your holidays. We are here to discuss the goals for next year. As I feel a real tension around this topic, I would really appreciate hearing everyone’s feelings about the trends for next year.”

4. Laissez-Faire Style: characterized by a relaxed approach to situations

and a slight involvement of the manager in the decision-making process. E.g. “Hi all and everyone, as the goals wont wait the end of the year to be set, you’ll find a folder including the charts. You know

what you have to do, so good luck and see you tomorrow to discuss the results.”

5. Table 5: summary of the 4 Management Style sorted by Personality Types

Personality Type Management Style to

use often

Management Style to

use Seldom

Workaholic Democratic Autocratic

Persister Democratic Autocratic

Harmonizer Benevolent Autocratic

Rebel Laissez-Faire Autocratic

Dreamer Autocratic Laissez-Faire

Promoter Autocratic Democratic

Summary of the Orientation Components for individuals

We are a mix of 6 Personality Types and we mainly use one or two floors of our condominium. We can therefore summarize the main individual

characteristics that will help us understand and forecast how someone of a given Personality Type will behave according to the circumstances.

To do so, we’ll use the Assessment Matrix that also serves for the different Applications of PCM in management. Figure 6 presents the summary of the individualistic orientations.


One of the PCM Applications is the SCORE analysis, which is the Strengths and

Complements of a team (viewed through the lens of the individual characteristics of its members) and the Complements’ ratio according to the purpose or the specific task the team is expected to perform. Figure 7 presents the individual characteristics of a hypothetical team equally formed

by the 6 Personality Types.

Figure 6: Assessing Matrix completed with the individualistic Orientation Components

A team with six members, each of a different Personality Type base, will

include all the 18 strengths, and will have a complementarities’ ratio of 100%. This is not only hypothetic; this is already the case for every team since we all have the characteristics of the 6 types. Yet, we don’t use naturally all the 18 strengths and a team formed with members of only one base Personality

Types should lack some the very interesting traits of the other types. For example, a team formed by 6 members of the Workaholic bases type, all having the Dreamer type at the 6th floor might lack the step-back and stop-

doing-and-observe natural abilities of this type. As mentioned above, PCM team SCORE provides some useful information about teams. One of them is the Team Mapping, which provide an objective

“state of the art” of your team, showing the repartition, thus the complementarities ratio of a team.


Figure 7: Summary of the 18 personality traits within the Assessing Matrix.

The ideal team is not one formed by each of the six Personality Types base,

as, although this team would indeed be 100% complementary in terms of its talents, communication between the members and the motivation of each of the members might instead become real issues. In fact, the composition of the team depends a lot upon its purpose and

expected performance goals. SCORE provides the team with relevant and pragmatic recommendations intended to set up the required enhancements the team needs to perform adequately.

So far, we have explored the main PCM concepts considered useful in understanding personality structure and individualistic orientations. Through

understanding the concepts of Personality Types, Personality Traits, Individualistic Orientations, Environmental Preferences, Communication Channels, Perceptions and Management Styles, we have an overview of

what forms the character of a person. Those concepts help us to understand the “how” of people’s behavior and are the starting point of a SCORE diagnostic, as they provide the Strengths and Complements data.

Let us now explore the PCM concepts that will provide data for the two other letters of the SCORE: Opportunities and Risks. The following concepts help us to understand the “why” of people’s behavior.


4. Motivation

Notwithstanding the challenges of addressing the topic of motivation in a summary document, the PCM concept of motivation does offer a “meeting point” or bridge between the various theories on this subject. It serves to

demonstrate the role it plays as a key success factor when used for either organizational or personal purposes. While communication is part of our every-day life, motivation typically

requires greater attention, particularly within organizations in which the effect of globalization (pressure from low-cost countries, matrix organizations, cross-cultural issues, company fragmentation etc) is evident. As motivating people

becomes increasingly complex it is more important than ever to rely on a scientifically validated model for treating the subject of motivation.

With PCM we can see motivation as “the result of a process aimed at finding the satisfaction of a psychological need”, which itself is the answer to an existential question. Our competencies (resources of the Personality Types from 2nd to 6th floor)

enable us to adapt effectively to a wide variety of situations and environments. Our talents (strengths of the base Personality Type) enable us to satisfy the

psychological need, and thus to answer to the question. Since we are using our competencies (to adapt to different situations) and

our talents (to positively answer our existential question, by feeding our psychological needs), we can be seen as behaving positively; we are OK and others are too.

Before proceeding with the discovery of the PCM concept of motivation, let us first explore the concept of “OK-ness.”

According to Eric Berne, we are born with the belief that we are worthwhile (I’m OK), that others are worthwhile (You are OK) and that the world is a friendly place in which it is good to live (They are OK).

Around the age of two, after having experienced life for some time, we take a decision aimed at enabling us to satisfy our basic needs. Our existential

position is reinforced by this decision. Some find the world so threatening at this point that their basic belief will move to another position in which at least one of the three parts will be Not-OK.

Later, Franklin Ernst stated that although the existential position should remain the same for life, an adult actually also experiences the other positions for a short period of time.

He created the OK Corral (Figure 8), a simple yet pragmatic grid illustrating the different positions we can have, and their related operations.


Figure 8 : Ernst OK Corral, life position in adulthood

“You-are-OK” goes in the upward direction, with “You are not-OK” going downward. On the horizontal axis, we have “I’m OK” on the right, “I’m not-OK” on the left. Each of the four quadrants then corresponds to a life position. Often, the

“OK” is shortened and reflected by a “+” sign, and “not-ok” is reflected by a “-” sign. Sometimes the word “You” is shortened to “U”. The four life positions are then written simply I+U+, I-U+, I+U- and I-U-.

Being in one of those four positions is observable through a particular kind of social interaction that Ernst called “operations”. If we enter into one of these operations without awareness, we are likely to create a justification for the

corresponding position, e.g. “I lost my temper because I wasn’t able to express my anger”. Nevertheless, we also have the option of moving into awareness and using any of the operations consciously. In doing so, we can provoke the social outcome we desire.

In PCM, we say that when we are in our condominium, everything is possible and only positive is experienced. Kahler’s main contribution to this concept is to have added a fifth position2

that explains the process of distress sequences resulting from the negative satisfaction of one’s psychological need. When we are in our condominium, only the I+/U+ position is experienced and we can use any of the four

operations.

2 Kahler, Taibi Ph.D. “Drivers: The Key to the Process of Scripts”, TAJ 5:3, July 1975


Sometimes we fail to get our psychological needs fed and we are likely to

adopt the “IF” position (Figure 9). In doing so, our or the other’s OK-ness becomes conditional. This position is the gateway to distress (this will be developed in the next paragraph).

Figure 9: Ok Corral and Kahler’s fifth position

Consider the following hypotheses: 1) In order to live well, psychological

needs must be met. 2) Since we are in our condominium, only positive can be experienced and we have the talents to perform well so that our needs can be met positively. 3) When we fail to get our psychological needs met

positively, we are likely to adopt a conditional OK-ness position. 4) Then, this is the doorway to a not OK position where social interactions are inefficient (justifications). If we hold these to be true, we can state that the PCM

concept of Psychological Needs is the cornerstone of every Organizational Development subject relating to motivation. If you want people cooperate positively and take interest in their work, find the most positive way to feed their needs.

When we are using our talents, we are likely to find the positive satisfaction of

our need and this is then the source of our motivation. When those needs cannot be met positively, we are likely to adopt a Not-OK

position where behaviors are inefficient. By doing so, we simply try to get our needs met negatively, because it’s better to get negative satisfaction than no satisfaction at all.


As change management consultants, we are often confronted with

evidence of this concept in our interventions, because a change is likely to provoke this kind of reaction we often call “resistance to change”. We especially believe that change is one of the most stressful experiences for any human. People in organizations usually find the most effective way to get

their needs met (positively or negatively) and, when a change occurs, they are simply reacting to the possible loss of their usual means of meeting those needs.

Crozier3, the originator of the Sociology of the Organizations, found that the individual behaves according to 1) a set of opportunities to increase his area

of comfort, freedom, power, influence, etc. and 2) a set of threats that could decrease those areas. To him, human behavior is always actively aimed at reaching a given outcome and may seem irrational, as the objectives and projects are contradictory and changing according to the unpredictability of

the outcome in itself. According to Crozier, human behavior is based on the Strategy the individual sets up to maintain or to increase his capacity to act. Thus, the concept of

strategy is the foundation of the frequently observable behaviors behind the reactions that lead the day-to-day behaviors. PCM states that our behaviors are the “why” of the quest to getting our needs

met. What Crozier called Strategy is actually the “how” that Kahler calls Communication, Management, or OK+/OK+ behaviors when the individual is using all the power of his personality structure (Base, Phase, other floors) and, Miscommunication, Mismanagement, or Not-OK behaviors when the

individual is not using its positive characteristics of his personality structure. In other words, the individual is motivated by the satisfaction of his/her needs

and will behave accordingly to this motivation. Indeed, the shape of those behaviors (OK and Not-OK) will partly depend on

several factors, such as the individual frame of reference, which is otherwise called Culture. Nonetheless, using PCM as the reading grid of human behaviors helps to understand their nature, thus to be able to predict, for

example during a period of change, the probable and possible reactions of the employees according to the given change and its predictable consequences on each individual’s area of comfort, freedom, power, etc. The principle that motivation is linked to the satisfaction of one’s needs was

actually enlightened by Elton Mayo4 during the 1920’s in the US. The hatching of this new movement followed that of the classical Taylor’s organizational school, and holds that interest for the individual needs has more or less the

same importance as the material conditions of work.

3 Crozier, M. (1977). L'acteur et le système. Editions du Seuil. 4 Mayo, E. (1949). Hawthorne and The Western Electric Company. The social Problems of Industrial Conflict. London: Routledge.


Later, Maslow created his famous “hierarchy of needs” to illustrate what the

needs to be satisfied by every human being in order to survive are. Above the primary survival needs, we find the need for recognition. From those statements, we can say that motivation is linked to:

1. A frame of reference or Culture 2. The satisfaction of a set of specific and empirical needs

A large part of human action would be determined by the satisfaction of needs, and motivation would therefore require that the organization acknowledge those needs.

Another consideration of the conditions of individual motivation in organizations is linked to the group dynamic. According to Eric Berne5 the individual enters a group equipped with a set of

needs and expectations: 1. A biological need for stimulation

2. A psychological need for time – structuring

3. A social need for intimacy

4. A nostalgic need for patterning transactions

5. A provisional set of expectations based on past experience.

His task is then to adjust these needs and expectations to the reality that

confronts him (Berne, 1963, p.221). We can add that the individual also seeks a leadership style and social interaction styles that are comfortable to him.

Types of social interactions

Although we cannot predict what the person will do in the system, we can predict that her behaviors will be aimed at: - Increasing her comfort, power, influence, etc.

- Getting her needs met - Entering a group that matches reflect her pre-conceived idea

The individual acts following his own interests, forming an irrational strategy, but led by opportunity or defense. That is exactly related to what occurs in organizations e.g. interactions providing both opportunities and threats, coherent or opposed to the individual frame of reference or Culture,

satisfying or not satisfying the person’s needs. If we decide to adopt these hypotheses as prevalent in the whole social

interaction system of organizations, then we can decide to use the most relevant tool of analysis and intervention to enable us to increase the performance of the groups, and the well-being of the individuals.

4.1. Satisfaction of psychological needs: the source of motivation

5 Berne, E. (1963). The structure and dynamics of organisations and groups. New York: Grove Press.


The consistent quest for the satisfaction of our primary needs leads our

behaviors. Thus, we use our strengths in order to perform activities intended to provide an outcome that will, in itsel provoke the satisfaction of a particular need.

As drinking water satisfies the need for water, so getting recognition for our work satisfies one of our 8 psychological needs. Above the basic human needs for food and water, security and social belonging, Taibi Kahler calls

Maslow’s needs for recognition, the “Psychological needs”. The 8 psychological needs are:

1. The need for recognition of the quality and the quantity of work 2. The need for time structuring 3. The need to be recognized for our convictions and opinions 4. The need for recognition as a person

5. The need for sensory 6. The need for fun and contact 7. The need for time, space and solitude for self

8. The need for incidence Though we all have each of these needs, those that hold more priority than

others are usually well known to us. With some familiarity and understanding of the PCM concept of Personality Types, it is clear that the importance and order of needs priority will depend

on the type of the person.

Table 6: Psychological Needs and the six Personality Types

Personality Types Needs to satisfy in priority

Workaholic Recognition for Work and Time Structuring (1&2)

Persister Recognition for Work and Convictions (1&3)

Harmonizer Recognition as a person and Sensory (4&5)

Rebel Contacts (6)

Dreamer Solitude (7)

Promoter Incidence (8)

We can consider that our talents are the “fuel” that enables individuals to behave in order to get our Psychological Needs met:


A Workaholic type person will be structured, organized and logical, so

that her work will be done perfectly and she will get recognition for it (both from herself and her environment) and will manage her time so well that she will get it well structured.

A Persister type person will be dedicated, observant and conscientious,

so that the outcome of her contribution will be recognized, as well as her convictions.

The Harmonizer type individual will use his Strengths, so that he will be

recognized as a Warm, Sensitive and Compassionate person. The Rebel Type individual’s needs for contact are satisfied when he uses his abilities to be Spontaneous, Fun and Creative.

A Dreamer type person will be Calm, Imaginative and Reflective, so that the outcome of her actions gives her enough Time, Space and Solitude.

A Promoter Type person uses her Charm, endless Resources and is

Persuasive, so that she will get the Incidence that satisfies her primary need.

For organizational interactions, we can summarize the type of social interactions that will satisfy each Personality Type’s needs as, for example:

- To start and stop a meeting at the scheduled time to satisfy the Workaholic type need for Time Structuring

- To say “Well done” to the Workaholic and the Persister types, feeding their need for recognition of work

- Ask a Persister type person their opinion and genuinely listen to have their need for recognition for Opinions met positively

- Saying “I appreciate working with you” to a Harmonizer Type individual will

feed his need to be Recognized as a Person - To take care of the working environment of this Personality Type, e.g.

allowing her to have family pictures and fresh flowers on her desk satisfies

her need for Sensory - Set enough breaks during a teamwork session to enable the Dreamer

Type team member to get his need for Solitude met positively

- To invite a Rebel Type employee to entertain the group during the lunch, feeds his need for Contact

- Offering a Promoter type person a business challenge leading to an exciting reward, thus feeding her need of Incidence

The important thing to remember is that when a person is able to get her

needs met positively, she is likely to behave accordingly, i.e. she’s using the full power of her personality condominium where only positive is experienced.

When this person cannot positively feed her needs, she is likely to enter into distress as a way to get her needs met negatively, as negative recognition is better than no recognition.


Of course, we know that in organizations, life is not perfect and that, if

satisfying one’s need motivates a person to behave in a particular way, several external elements (to the person) also influence both his behaviors and the outcomes he can get from them. We already talked about the frame of reference and Culture of the person. We can expand the study to

include the influence of the company culture. Personality is not what is appears first in organizational environment. In fact,

the role and the position of every individual in organizations are what people show first, every time.

The Persona concept tells us that a Harmonizer person, in the position of Team leader in, for example, the retail sector, will behave accordingly to 1) what the environment expects from a manager and 2) how he wants to be seen by his environment.

In this sector (and others) a manager should be “tough” with employees. The Harmonizer type is by nature good at creating a warm atmosphere by caring

for others and their well-being. If his working environment requires him to be “tough”, he can of course in theory adapt for the duration of his professional activity: he can be “tough” and use his Harmonizer Strengths to also

encourage employees to work well. In reality, this is not easy, and Harmonizer type managers (I was also one of them for 20 years) I met in this sector are actually suffering from the difficulty

of expressing their natural drive towards relationships, sensory and compassion. In addition, as the first chapters of this document show, motivation also comes from the kind of environment we live in:

Are the ways people around us view the world (perceptions) in accordance with ours?

Does the Management Style fit our preferences? Does the working environment enable us to evolve in the one we prefer to be in?

Do the usual communication channels fit with mine? To remain with the example of the retail sector, I can say that none of the personal orientations above apply to those of the Harmonizer type. I

personally learned to put a lid on my Harmonizer drive when I was leading teams in the retail sector.

This process of showing both what the environment requires from the social role we are playing and what we think our position requires us to show, creates a tension that goes against the process of getting our needs being

met positively.


As a result of that process, a great difficulty in getting our priority needs met

can occur. This in turn can lead us to experience a long period of distress from which we can exit by experiencing a shift in our life priorities. PCM calls that process a Phase Change.

The following are the terms Kahler uses to explain what a Personality Phase Change is:

Some people experience what is called a phase change in their life.

This phase shift often explains the major personality changes we

sometimes notice in others or ourselves.

A phase is a movement to and experiencing of the next "floor" of a

person's personality condominium, to the extent that the Personality

Type and accompanying behaviors of that floor become of great

importance and relevance to the person.

The psychological need of the phase can be seen as the motivation

source as it determines what motivates a person, personally and

professionally.

The base Personality Type always remains. A phase shift will be to the

next floor, if it occurs (about 2/3 of the population in North America

experienced a phase change). Phases last from two years to a lifetime.

A phase shift is most often the result of a long-term, intense distress that

the person resolves. Phasing is a result of an emotional growth,

evidenced by first a period of long term, intense distress.

The phase the person is in determines the pattern of distress he or she

will experience personally and professionally.

We already saw that there are 720 unique personality structure

combinations. With the identification of the phase, this yields a total of

4,320 unique personality structures. If we add to this the length of

development of each floor, this leads to an infinite number of possible

combinations. (Taibi Kahler, PCM 3-day seminar new handout, KCI)

4.2. Personality Phase

Have you ever met an old school mate you haven’t seen in years and, looking at him you say to yourself, “He hasn’t changed at all!” Speaking with

him, you find that you still have the same interests and the same point of view on people, things and situations. On another hand, you might meet people with whom you remember having

had funny moments and certain closeness, and few years later, you asked yourself, “How was it possible? We are so different now!” You may still have the same view of the world, but you don’t have the same interests or priorities

in life at all. Those two cases are examples of:


(1) Your friend and you probably having a Personality Phase that is still the

same as when you were at school together. The life priorities of you and your friend haven’t changed yet, and perhaps never will. (2) You and/or your friend have experienced at least one Phase change in your/their life.

Remember that the Base Personality Type develops at birth or within the first few months and does not change during the course of our life. Base is related

with the character strengths, perception, environment, interaction and communication preferences, and so there is a direct connection between the characteristics of our Base and our motivational sources.

A Rebel type person is spontaneous, creative and fun and has the need for playful contact with others. A Rebel type person will use her personality strengths to get her need for playful contact met positively. It is possible that a

Rebel type person will be motivated by getting out every evening to meet different people. This person will organize her life in order to satisfy those needs, finding the job that best fits with the habit of going out every evening,

living in the kind of environment that makes it easy to go out every evening, partnering with the kind of person who will enjoy going out every evening, and so on.

Figure 10: sample of Rebel Base and Phase personality Structure

Two things can change in our personality structure: the development of each

floor and the Phase. This Rebel type person might face some life event that confronts her in

relation to her phase. While being in a Rebel phase, the issue might be “self love and acceptance”. If this Rebel type person begins to wait for the world to satisfy her needs and stops taking care of herself, she will experience a long period of severe distress (this topic is detailed in next chapter).

Life events will then result in serious outcomes confronting the Rebel type person with the issue of accountability for self love and acceptance. At this


point, she will shift to the next floor of her personality structure in order to solve

the issue of the current phase. In the example above, we can imagine that the Rebel type person loses her job because of the changing economic environment, and her boss no longer accepted her habit of beginning work at 11:00 am.

After a year of looking for a new job and failing to find one because of her severe distress-related behavior (a Rebel type person “blames” when under distress), she finds herself living on her savings and close to personal

bankruptcy, as she has not changed her life style in relation to her financial situation. One day, she meets a guy, falls in love with him, and he proposes moving to a

small village in the countryside to raise sheep and children . When she agreed to follow him, asking her parents to help pay her debts and leave everything in good order, she finally faced the issue of “Responsibility” and shifted to the next floor of her condominium (which is Harmonizer in the

example below).

Figure 11: sample of Rebel Base with Harmonizer Phase personality Structure

We can see that the structure is exactly the same, except that the picture marking the current Phase that is now at the second floor. The person in this

example is now a Rebel type person with a Harmonizer Phase. She is still spontaneous, creative and fun but with a new need for Recognition as a person as well as Sensory satisfaction. She is now also “Feeling and Relations”

oriented. A phase can last from as little as two years, to as much as a lifetime. Once phased, we never revert to the previous phase again. The good news is that

we do retain the strengths of the previous phase. A Harmonizer-phase person is particularly sensitive to anger as an issue. If

resolved, she will appropriately express anger and will have no need to phase to the next floor. If she has difficulty dealing with anger and this leads her to a long period of severe distress, she will shift to the next floor (Persister in the

example).


The important information to note in regard to the Phase concept is that the

primary needs are those of the current phase. In an OD perspective, this concept is of great importance as the needs are the source of motivation. When hiring an accountant, the characteristics of the Workaholic type

(Logical, Responsible and Organized) are appreciated. What do you think the outcome might be when this person is in a Promoter Phase (need for Incidence and Action oriented)? He will rather quickly become the CFO and

then CEO, or at least will find his position as an accountant to be boring and ask for a new position, or perhaps leave the company to launch his own. If he fails to feed his need for incidence appropriately and, for example feels bored and doesn’t act in order to get his needs met positively, then the risk is

that he will tend to get them met negatively, behaving under second degree distress of the Promoter type (takes dangerous risks).

5. Miscommunication

The very important phenomenon that is directly linked to the process of getting one’s needs met is Miscommunication. PCM refers to Miscommunication as the individual behaviors aimed at negatively satisfying

one’s needs. Though we can use all the power of our personality structure (using the resources of the Personality Types by “taking the elevator”) to adapt to every

possible situation, this adaptation actually “costs” energy when we have to make use of secondary characteristics. As seen in chapter 4.1, the Harmonizer Base and Phase manager in the retail sector uses different strengths than the one of his base to adapt to the

requirements of his position. By doing so, he can “forget” satisfying his needs for Recognition as a person, and the needs for Sensory satisfaction. When suppressing the satisfaction of his very primary needs, the individual doesn’t

suppress the need itself but rather the effective, healthy behaviors that feed them. The PCM rule of motivation is that we behave, and even decide in accordance to our needs and that, if we are not getting those needs met

positively, we are going to feed them negatively, by miscommunicating.

Figure 12: Sample Personality Structure of a Workaholic Base and Phase Type person


As shown in Figure 12, the person using the characteristics of the Personality

Types of his structure is communicating. Being in a Workaholic Phase, when his needs for Recognition of Work and Time Structuring are met positively, we will observe only OK+/OK+ behaviors. Even when this person is in a situation that requires him to decide quickly and

act without as much information as he would prefer (strengths of the Promoter Type, which is his last floor), he can proceed easily: as demonstrated previously, we can access the resources of any floor when

required to. If the primary needs of this person are not satisfied, we will observe Not-OK behaviors.

The interesting findings of Taibi Kahler are that: - Not-OK behaviors are observable through second-by-second clues

corresponding to a doorway of distress he called “Drivers” or “1st degree of distress” (the fifth position of the OK Corral, OK if…).

- Each Personality Type has its own way to express an OK if… position, thus each Personality Type experiences one typical Driver.

- The Drivers’ behaviors may be followed by a more severe distress behavior

he called “Failure Mechanisms” or “2nd degree Masks.” When in 2nd degree of distress, the behaviors experienced are “OK+/OK-“ or “OK-

/OK+”.

- The Third degree corresponds to the I-am-Not-OK/You-are-Not-OK and is a very severe position of distress also called “Despair”.

A distress sequence begins with a Driver that, if nothing positive is done, leads to a Mask and ends up with a 3rd degree distress if the individual fails to satisfy

his needs.

Figure 13 : Sample Distress Sequence of a same Base and Phase Personality Type person


As each Personality Type has its own distress sequence, someone who has a

different Phase than Base may experiences two different distress sequences. The distress sequence of the current Phase will occur first, as the needs of the current Phase are primary ones needing satisfaction. When under more severe distress, this person can experience the distress

sequence of his Base.

Figure 14: Sample Distress Sequence of a different Base than Phase Personality Type person

Knowing the distress sequences of each Personality Type is the perfect tool for managing personal well-being, as well as for day to day management of others. For each distress sequence there is a unique positive, and therefore

effective possible answer. When we observe someone showing the Driver behaviors of his personality type, the most effective thing to do is to offer him the Channel and

Perception of his Base. When we see a person showing the Mask behaviors, the most effective thing to do is to offer him the satisfaction of the needs of his Phase.

This can be seen as ineffective or ironic, or even just as idealistic; however, if we consider the cost of distress in terms of absenteeism due to professional illness or accidents, and the cost of the ineffective behaviors of a work force

due to the observable distress sequences detailed in Table 7, then managers must consider the importance of learning effective responses to distress.


OD interventions based on PCM programs teach people how to identify their own distress behaviors. This enables them to provide concrete action plans

that offer the opportunity to adopt positive behaviors to have their needs met, and thus replace the potentially ineffective behaviors.

Table 7: Distress Sequences of each Personality Types

Personality

Type “Drivers” Behaviors “Mask” Behaviors

“Despair”

Behaviors

Driver I “Be Perfect”

Workaholic Uses big words, over explains, over qualifies - does not delegate

Over-Controls: easily

frustrated about fairness,

money, order or

responsibility. Critical of

others around thinking

issues. Verbally attacks

from a “you” position

Rejects others:

“They can’t

even think”

Driver You “Be Perfect”

Persister Uses big words, expects others to

be perfect, asks complicated

questions - focuses on what is

wrong, not what is right

Pushes Beliefs: Crusades.

Opinionated, righteous.

Verbally attacks others

who don’t believe the

same

Forsakes others:

“They don’t

have any

commitment”

Driver I “Please Others”

Harmonizer Over-adapts to others, not

assertive, doesn’t ask directly for

things - becomes too wishy-washy in decision making

Makes mistakes: Lacks

assertiveness.

Experiences self-doubt.

Invites criticism

Gets rejected:

“I didn’t feel

wanted”

Driver I “Try Hard”

Rebel Does not answer questions

directly, “Uh,” Huh?”, invites

others to “do” or to “think” for

them - Delegates inappropriately

Blames: Negative and

complaining. “Yes buts”.

Blames things and

situations on others

Gets censured:

“I’ll show them”

Driver I “Be Strong”

Dreamer Believes that things or people are

in charge of their thoughts or

emotions - Withdraws and spins

wheels

Passively waits: Sustained

withdrawal. Projects

started and not finished

Is left alone: “I

wasn’t given

enough

direction”

Driver You “Be Strong”

Promoter

Says “you” when meaning “I”,

invites others to believe they are

not in charge of their emotions or

thoughts - expects others to fend for themselves

Manipulates: Sets up

arguments. Creates

negative drama. Ignores

or breaks the rules

Abandons

others: “Can’t

take it, huh!”


These behaviors are generic profiles that define each Personality Type distress

sequence. Obviously, the content of a Mask behavior may differ from one Persister Base person to another Persister Base person depending on the culture, the social environment, the situation and so on. However, “how” the Mask will be showed will remain exactly the same wherever it is observed.

The relevance of Process Communication in management

The cornerstone of management is self-knowledge, supplemented with the awareness of others and with the ablity of self-management, and culminating in social competence. In order to enhance his social competences, the

manager must: know himself, be able to deal with his own motivation, be able to discover how to handle other people’s different behaviors positively and efficiently.

A management training based on PCM provides the relevant methods to manage: - Personality strengths (self-awareness of strengths and weaknesses +

knowledge of others) - Motivation of personalities (self-motivation + motivators of others) - Possible issues arising from different personality types (self-awareness of

distress behaviors & positive responses + knowledge of others)

PCM is the modality of choice - When interpersonal relations, conflicts, or persuasion are the basic

questions. - When influence/persuasion is required as an executive’s fundamental role

for initiating and communicating change.

PCM enables the managers to create their own management and communication method Although the process of forming the PCM model was very complicated and detailed, yet the end result is relatively simple and easy to understand.

PCM concepts are easy to grasp: - Process Communication offers 11 concepts divided into 4 categories

o Characteristics of the personality

o Communication & Relationship o Stress Management o Personal Guidance

- PCM enables managers to find out o What are their character strengths and motivators o What’s going on in the daily life of their teams

o How to handle specific management issues o How to deal with stress

The added value of PCM in management training stems from the relevance

and the utility of the concepts. Both standardized and personalized programs entail “to the point” sequences according to the requests and expectations of the participants.


PCM Applications to OD

Training programs

Lots of OD applications can arise from the PCM concepts viewed in this

document. First and foremost, the Process Communication Management Training program that is given for 20 years in many countries including the US, France,

Japan, Germany, UK, Australia, … PCM training provides the work force with the finest, most reliable information about self-knowledge, thus self-management and communication, thus social competences and leadership skills.

Yet one of the main interests of a PCM training program is to raise awareness at many levels. By discovering and working on:

- Personality Concepts o Perceptions (how does each personality type view the world) o Motivation sources (what motivates each personality type)

o Management styles (how each personality type interacts) o Environmental Preferences (what kind of working environment

motivates them more)

- Communication & Relationship Concepts o Personality Parts (how to energize the efficient communication

face) o Channels of Communication (how each personality type

communicates) o Interaction range (Which personality type is more or less easy

communicate with)

- Stress Management Concepts o Driver Behaviors (Working Style of each Personality Types) o Failure Mechanisms (Severe distress behaviors of each Personality

types) - Personal guidance Concepts

o Failure Scripts o Personality phase Issues

The following article “Process Leadership” (page 38) shows one of the many training topics that can be addressed with PCM training.

Coaching for individuals and teams

Coaching for individuals and teams is an application where PCM brings a lot of efficiency. Actually, coaching is certainly a very good method to work with

in OD as it as a proven positive impact on employees’ performance. PCM helps the coaching process in many of the areas that coaching is intended to work on. The article “Process Coaching” starting at page 49, explains the

benefits the coach and the coachee find in using PCM in coaching.


When used with teams, PCM is as relevant as with individuals. According to

Katzenbach and Smith, a team is “a small number of people with

complementary skills who are committed to a common purpose, set of

performance goals and approach for which they hold themselves mutually

accountable”.

PCM will help teams and managers to - Identify what is complementary in individual strengths - Set up a common purpose that takes into account individual perceptions

- Adapt the performance goals to individual motivations - Find a common approach that works by using the right perceptions,

communication channels and management style

For example, when used in project management, PCM helps - The sponsor to select the right Project manager and team members – not

only on the basis of complementary technical competences, but also on the basis of complementarities of character strengths & motivation. To

suggest a method of common approach adapted to the situation and the issues

- The Team manager to individualize both communication and

management. To better anticipate and handle the usual conflicts. To know which specific strength must be used in a certain situation

- Team members to know what is the perception of each team member. To

know how to communicate and motivate other team members. To find a common approach which is best adapted to the situation and the issues.

Change Management

People do not naturally resist change; they resist the pain of change. The

neural system of the brain is hardwired to seek expansion trough curiosity, exploration, learning and change. When leaders are trustworthy and provide a secure base, followers will trust them as guides through change. When understanding and seeing the benefit

of the change, most will embrace the pain of change. When their natural needs and expectations are fed, most will overpass the pain of change. PCM will help managers to identify and link natural needs of each Personality

Type to the specific professional requirements and individual expectations. The following is a sample description of how each of the personality types deal with change and may react when under pressure:

- Workaholics want clear information of change and its schedule and to be asked about their thoughts. Tehy May verbally attack team members or the management from a “You can’t think” position. They may become

critical concerning time, fairness, order or tasks. - Persisters want to be involved in the decision-making process and to be

asked about their opinions. When Under pressure, they will focus on what is wrong instead of what’s right. They may fight against management that

isn’t as dedicated or committed. - Harmonizers want to be supported and need to express their feelings.

They may become over-supportive and experience difficulties to decide.


- Rebels want to react to change using their ability to be creative. When

Under pressure, they may blame management (negative and complaining).

- Dreamers want clear direction on what they are supposed to do. They may become passive (projects or tasks started and not finished).

- Promoters want to structure their own time for short periods of great intensity as opposed to a 9 to 5 schedule. When Under pressure, they expect everyone to tend for him/herself. They may become manipulative

and ignore or break the rules The article “Would you communicate change with respect” (page 55) presents how the use of PCM helps communicating change.

Change management is the area where using PCM makes organizations more efficient in communicating, implementing and sustaining change.

Conflict Management

The main sources of conflict at work are:

- Differences in goals and objectives (Management and workers) - Personal differences (Generation gap, Differences in values) - Personality clashes (Incompatible personalities) PCM helps managers better deal with conflicts by highlighting the possible

causes of the conflict. PCM concepts can be used to assess the root-causes of a large number of conflicts: - Differences in working culture explain the usual conflict of goal perception

that PCM concepts of motivation & perceptions will point out. For example:

o “A quality-and-innovation oriented R&D team is confronted with a

financial result oriented board…” o “A committed manager with a strong belief in traditional values is

confronted with a creative, fun-seeking and spontaneous employee who doesn’t work the way the manager requires - while

doing a good job…” - The consequences in terms of behaviors and motivation - The possibilities of resolution using the PCM concepts

There are other applications such as the “Team SCORE analysis” that are addressed by specific books and articles.


Process Leadership

1. Introduction

The topic of leadership spans a wealth of knowledge that has grown exponentially in the past decades. Early approaches to leadership focused on the activities of the leader. More recent research has dealt with the roles

of leaders. One leadership competency has not gained serious attention yet: the ability of the leader to handle group processes.

This competency may seem insignificant at first compared with traditional competencies like strategy analysis and communication. However if we

consider the fact that leaders do not just lead individual people but they lead teams, then the importance of this ability becomes clear. In this article I present a framework based on the PCM model, Transactional Analysis and

other theories that outlines a critical aspect of this competency: the tasks of a leader during the different stages of group formation.

2. Leadership Competencies to deal with group dynamics

In his book: “Structure and dynamics of groups and organizations”, Eric Berne (1963) makes the link between, structure of the organization, individual

personalities and the underlying psychodynamic structure. In this context, one of his major contributions is the concept of Group Imago6. Although Berne did not emphasize the leader’s actions, competencies and personality traits that

are required to deal with group dynamics, he stated that the leader’s personality structure is characterized by the ability to “move” from an ego state to another according to the situation. Thus, we can rely on theories,

which focus on behavior and action7 and state what a leader is supposed to do.

Thus, leaders are asked to act in accordance with the organization goals and culture and are selected according to their ability to use competencies that are linked to those goals and culture. Process Communication Model®

provides scientifically validated information about personality traits from which sets of competencies may be defined according to position requirements.

3. The Process Communication Model

Here we will discuss the positive characteristics of the 6 personality types and put them in relation with the actions that the leaders must implement at each stage of development of the team.

6 Imago of a group is defined as the description of a group as perceived by one of its members. Besides

the consequences of all external evolutions of the group, each member acts inside of it, evolving

through its actions, the imago of each member evolves in parallel “to adjust itself” with the reality of the

group.

7 Among the best known: Fiedler’s Contingency, Vromm & Yetton’s Path Goal theory, Hersey & Blanchard’s Life Cycle Model, Kouzes & Posner’s Five practices of exemplary leadership


The Two important statements that define the model to keep in mind are:

1. For communication, the way of saying something is of as much or sometimes of more importance than what is said. The Process is at least

as important as the Content

2. Each one of us develops, during our history, more or less the characteristics of each of the 6 types of personality, in an order and

measure that is unique to us (Figure 1).

PCM is a positive model which implies a consistent development “to

strengthen” the useful characteristics in order to adopt the behavior and language necessary to play whichever role in our environment.

4. Leadership and PCM personality types

Although some theories state that everybody can be a leader, PCM experts have found some recurrences between social position (Spencer) or job

selection (Mc Guire) and personality structure. There are also significant studies that demonstrate correlations between leadership role and personality traits (Osborn & Osborn), (Spencer & Fisler) or motivation (Mc Clelland & Biozatzis), (Harrel & Stahl).

Since 2007 I worked as an organizational consultant with PCM as a method of intervention. During those 3 years I coached people in a leadership position (executives, top managers, trainers, NGO’s leaders, etc.) and teams in

organizations. I find a recurrence in the principal characteristics (Base, Phase and/or 2nd floor) in about 80% of the leaders I worked with. The quasi-systematic characteristics appearing come from the types Persister and Workaholic. This is not to say that there are better, more intelligent or stronger

personality types. There are successful people for every personality type combination all over the world. However, according to natural competencies (talents) of some types, and the culture they work in, it is not surprising to find people hired to lead having those types as main characteristics:

- Workaholics are characterized by logic, responsibility and organization. Ability to reason clearly, to absorb ideas and to synthesize them, are among their main strengths and perfectionism one of their qualities.

- Persisters are more strongly focused on people, things and situation around them. Persisters are observant and aware of detail, persistent in pursuit of goals and have very strong value and belief systems. They are resistant to change unless the presented information is very compelling.

Of course, other characteristics are useful to leaders. Subsequently I will stress where, in stages of group development, the leaders have to use other types’ characteristics in order to deal healthily with processes. The main characteristics of the four other types are:

- Harmonizers are notable for their warmth, compassion and sensitivity. They are conspicuous for their ability to nurture and for their willingness to give


of themselves for others. They are cooperative and tend to promote

harmony.

- Dreamers’ strengths are related to being reflective, imaginative and calm. They are skilled at doing jobs that bore others and can let their mind travel from one area of interest to another. They do not panic even when

they are involved in situation where others will.

- Promoters are especially known for their persuasive ways. They are adaptable to their environment and can be very charming. They have an

unusual focused type of awareness of what it takes to get you or me to do something they desire. Promoters have the ability to be firm and direct and though they are not big on rules and regulations, they can promote

big things when they draw their moral-ethical line.

- Rebels are creative people, including in their thinking patterns many possibilities without being too restricted by convention. They are spontaneous, have lots of energy and enthusiasm, and their playfulness

often adds to the general moral of a working unit.

Chart 8: Main characteristics of the six personality types

Personality

Type Character strengths The way they view the world Currency

Workaholic Logical, Responsible,

Organized

By identifying and categorizing

people and things Logic

Persister

Dedicated,

Observant,

Conscientious

By evaluating people and

situation through a belief

system

Values

Harmonizer

(Reactor)

Warm,

Compassionate,

Sensitive

By feeling about people and

situation Compassion

Dreamer Calm, Reflective,

Imaginative

By reflecting about what is

happening Imagination

Promoter

Charming,

resourceful,

Adaptable

By experiencing situations and

making things happen Charm

Rebel Spontaneous,

Creative, Playful

By reacting to people and

situation with “likes & dislikes” Humor

5. Stages of Group Development & Leadership

In the following paragraphs I will describe the stages of group development

and the personality type and behaviors best suited for leadership in each stage.

1. First stage of development A collection of individuals

Various factors determine participation of individuals in a group and the individuals are not inevitably attracted by the activities of a certain group.


Even before joining the group, each member has a mental image of what

the group is or should be like. We will call it provisional Imago. At this stage, the group focuses on the dependence on the leader.

Berne classifies the time structuring modes according to the specific quantity of satisfaction of the needs, depending on the satisfaction each one of these modes offers. The options available to a person to structure her time in any

type of group are the following ones (by order of safety): Withdrawal, Rituals, Pastimes, Activity, Psychological games and Intimacy.

A way of observing the evolution of the adjustment of the Imago consists in observing how the members of the group occupy their time. Gilles Pellerin

(1994) has shown how to diagnose group processes through observation of in-group time structuring.

During this phase, time is structured by rituals that consist of a serie of channeled transactions. This stage is named the Forming stage by Tuckman.

1.1. Developmental tasks

At the first stage of group development the developmental task is to exist as a group.

1.2. Expectations of the members

Expectations concentrate around satisfaction of the need for structuring and of proximity to the leader.

1.3. Actions of the Leadership:

We know now that the process by which the provisional Imago of group is modified is influenced by the characteristics of each member, but also by the actions and behaviors of the leader. (Berne, 1963)

Thus, the leader must be conscious that the first stage of leading the team consists in giving clear oral and written information on the organization of the group before being able to have the team carry out tasks.

It will be a question of initially informing the participants on the purpose, the objectives, the significance of the creation of the team, but also to review the whole of the technical information such as, dates and duration of the

meetings, planning of work, roles, functions and responsibilities for each member, etc.

Very detailed attention needs to be given to the development of a collective awareness of the other. The more time members know each other, the faster the Imago of each one will adjust with the reality of the group.

To encourage participation, permission to ask questions is necessary, even if they stop the leader performing other tasks, as well as supporting and accepting the expression of withdrawal in particular, for example by proposing breaks during the meetings.


1.4. Characteristics of the Leadership:

During this stage, the leader will gain effectiveness by being:

- Responsible and organized

- Dedicated and conscientious

- Warm and compassionate

Table 9: Summary first stage

Stage of group Dev. First: Provisional Group Imago

Tuckman: Forming

Group’s main tasks - To be (as a group) and

- To do (what I’m supposed to do as a member)

Members’ main expectations

- Stimulation

- Time Structuring

- Intimacy

- Clear verbal and written information

Leader’s main tasks - To create Boundaries and making clear contract between

members and leader

- To give clear information

- To give stimulation

PCM characteristics - Conscientious and dedicated

- Responsible and Logical

- Sensitive and warm

PCM Pers. Types 1: Persister

2: Workaholic

3: Harmonizer

2. Second stage of development

From a collection of individuals to formation of the work group

The Imago of the group is modified by the confrontation of the individuals with the reality of the team. From being provisional, the Imago becomes adapted. This stage is particularly identifiable by the mode of time structuring

called Pastiming. Tuckman calls this second phase Storming because, in this stage, the individuals start to question the authority of the leader.

Characteristics: Criticism of the ideas, poor attendance, polarization on subjects and formation of coalitions.

2.1. Developmental tasks

At this stage the main task of the team consists in clarifying the relationship to

the leader. This development allows clarifying the Imago and is characterized by tensions that will allow the team to achieve the task of “Doing”.



Benefiting from proximity with the leader. This process involves exploring the

team’s as well as one's own territory. This stage is characterized by the need for dependence towards the leader.


According to the culture of the organization and individuals, the tensions will be more or less apparent. Although the objective of the team does not relate

to the expression of the tensions and fights, the process of the group will always include a period during which the members will explore the limits of their own leadership by testing the resistance of the major internal boundary8.

The tensions and conflicts around the leadership constitute the observable

elements of the Imago. These processes are natural; consequently, the priority of the leader in this stage will consist in allowing the expression of aggression and initiative. This behavior of listening will make it possible for each member to adjust his Imago (Figure 15). The stage of Storming cannot be solved by

keeping the attention of the group on the task or by being unaware of the tensions.

In order to prevent tensions from persisting, the leader must provide a maximum of structure and of rules that make it possible to maintain at the

same time his boundaries (time, responsibilities, role, etc) and those of the members while allowing them to express verbal attacks. If necessary (in some cultures (organizational and/or ethnic), it is not allowed to openly express

storming in front of the leader and/or in public), the leader must make the process happening by provoking the members appropriately. Spontaneity and reactivity can help him to address the issues the group process creates. In answer, he will have to manage this aggressiveness without becoming punitive or adapting.


The useful characteristics in this stage are those of

- The Persister for his ability to stay firm and lead the team according to his

own values,

8 According to Berne (1963), a group is characterized by the fact of being equipped with an external

boundary distinguishing it from what is not part of it, and an internal boundary (Major Internal Boundary) distinguishing the leader from the other members

Figure 15: Structural Diagram of a group Figure 16: Group Imago adjustment 1st stage


- The Harmonizer who, with characteristic compassion and sensitivity, can

listen genuinely at members’ opinions, thoughts, reactions.

- The Rebel type whose ability to provoke can help the process of storming.

2.5. Clues of identification of stage 2 through the behaviors:

Examples of sentences: “I am always here on time! Why isn't Jack yet there? ”. Or “Do you really need to explain again what we are going to do?” while taking the others as witnesses of the incapacity of the leader to face the process of the group.

Example of behavior: Poor attendance, decreases in contribution, verbal attacks, conspiracy.

Table 10: Summary stage 2

Stage of group Dev. Second: Adapted Group Imago

Tuckman: Storming

Group’s tasks Exploration

Members’

expectations

- To find their own place in the group

- To be close to the leader

- Expression of feelings

Leader’s main tasks - To take people’s feedback seriously

- To validate members’ right to their feelings, thoughts and

opinion and concern

- Ability to negotiate issues

PCM characteristics - Firmness and Compassion

- To be calm and reflective

PCM Pers. Types 1: Harmonizer

2: Persister

3: Rebel

3. Third stage of development

Formalization of the standards and values

“The Imago of the member of the group can only become operative if he

knows his place in the Imago of the leader. This operative Imago remains

unstable as long as it doesn’t receive repeated existential reinforcements. To

become operative, an Imago must acquire a high degree of differentiation” (Berne, 1963, P223 VF).

For Tuckman, the objective of the third stage of development of the group is overcoming resistances. While performing tasks, the individuals express their

personal opinions more freely. Thus, the group reaches the stage of cohesion or Standardization (Norming). According to Berne (1963), cohesion is the process by which the group has the ability to answers to external pressure.

3.1. Development tasks of the team


In order to reach the Norming stage, the members must develop their reciprocal knowledge of each other.


To be able to increase the degree of differentiation, i.e. to know who is who in the team. This ratio increases with the psychological significance other members give to a specific member.


The essential task of the leader in this stage is to model the positive behaviors associated with the creation of standards. The standards are influenced more by the leader's actions than by what he says. Consequently, if the leader

takes care to formalize rules and contracts and sanctions when rules or contracts are not respected, his behaviors will be without ambiguity and will influence the group in a positive way.

On the other hand, if the leader tends to regulate the activity by introducing new rules or tries to impose his own values as standards for the whole group,

then the interpersonal conflicts cannot be controlled. Indeed if the behaviors of the leader influence the members, the standards which are binding to the team emanate mainly from the members. It is the level of tolerance to the

expression of the individual psychological games that determines the standard.


- Capacity to organize the team’s work AND take into account questioning

related to the standards and to answer these according to his own standards and values.

- Capacity to keep a sufficient distance to grant the members of the group the time necessary to establish the standards of relationship in the group.

Personality types with corresponding characteristics: Workaholic, Persister and Dreamer.


Example of sentence: “What are we supposed to do with this…?” while starting to correct themselves mutually about the subject.

Example of behavior: Requests in connection with the roles, standards of work… A group at this stage has developed an increased direction of “This is how one manages projects here”. Members can, for instance, decide to allow critics only when done with a proposal.


Table 11: Summary Third stage

Stage of group Dev. Third: Operative Group Imago

Tuckman: Norming

Group’s tasks - Thinking and acceptance

- Creation of Identity

Members’

expectations - To find the correct level of communication within group

process

- Expression of thoughts, opinions, feelings about norms

Leader’s main tasks - To support members in expressing their own thoughts

- To be clear about own values and norms that follow from.

- Not to replace norms by rules

- To prevent rigidity

- To model behavior

PCM characteristics - Logic and organization

- Conscientiousness and dedication

- Calm and patience

PCM Pers. Types 1: Workaholic

2: Persister

3: Dreamer

4. Fourth stage of development

From work group to the formation of an effective and efficient team

Tuckman calls this stage Performing in which the interpersonal structure

becomes the tool for the task performing. For Berne, the impact of the development in the private structure means the last stage of development.

4.1. Tasks of development of the team

During this stage, the development takes place through training and

teaching of technical skills, discussing and questioning the methods used by others. At this developmental stage people will make errors in order to discover what is to be done right.


The main expectation consists in being able “to act according to one's own insight” independently from the leader.


Consequently, the leader should provide the conditions so that each member takes the responsibility for his acts in all independence while keeping the ultimate responsibility for the good accomplishment of the activity.

The role of the leader can be left aside without damage, the tasks of leadership are centered on giving positive recognition, coaching and on minimizing its control while maintaining a comfortable level of security.


As the team is concentrated on performing the task from now on, there is no

place left for a coercive attitude nor for authority on the part of the leader. He should facilitate more than give structure and rules.


- Orientation action and results.

- To allow for creativity and recreation,

- To be cordial and intentional

Types of personality with corresponding characteristics: Promoter, Persister, and Rebel.


Examples of sentence: “Let us test this manner”, “Do it”

Examples of behaviors: The members tend to give up their individual propensities in favor of the cohesion of the group.

Table 12: Summary of Stage 4

Stage of group Dev. Fourth: Secondarily Adjusted Group Imago

Tuckman: Performing

Group’s tasks Integration of skills in task performance

Members’ expectations

- Need for incidence

- Experience of effective leadership

- Autonomy

Leader’s main tasks - To foster exciting aspect of work

- To provide training and development

- Appraisal and feedback to provide a sense of the progress

- To encourage the pursuit of excellence

- To allow members to be leaders

- Rewards

PCM characteristics - Action oriented, Energetic and adaptable

- Dedicated and conscientious

- Creativity and fun

PCM Pers. Types 1: Promoter

2: Persister

3: Rebel

Conclusion Following the preceding we can conclude that:

1. There are stages of development of a team that are observable

through behaviors of the members.

2. Although it is tempting to bring the team to the production phase (Performing) as soon as possible, it is ineffective to do it without taking

the time to test each preceding stage.


3. Even if particular structures of personality seem to be naturally more

powerful in the role of leader, all characteristics of all personality types are useful to carry out the particular tasks necessary to the implementation of each stage.

4. Consequently, independently from our own structure of personality and

if we consider that it is possible to use the characteristics of all the types, either because they are already sufficiently developed in our structure, or by training, we can develop the know-how to be an efficient leader.

5. Knowing the need for carrying out each stage taking into consideration the psychological impact of the changes for each member and using the resources available in our structure of personality, we can lead a

team in an effective manner.


Process Coaching

Organizations willing to hire a coach to help their staff are more than ever seeking evidences of the coach's competence and knowledge in coaching

theory and practice. When qualification and experience are not longer sufficient, the utilization of a psychometric test in coaching provides the coach with both the knowledge about human behaviors and a specialization in practice.

Process Coaching is about the utilization of the Process Communication

Model (PCM) psychometric test in coaching and about the interest for the coach to use the PCM method to enhance his own coaching approach, especially when it comes to connecting and designing a coaching strategy.

The purpose of this paper is

To study the underpinning psychology that forms the psychometric test, to have an overview of the reliability and the validity of the questionnaire,

To understand how the coach can use the test in order to deepen his self and other-awareness,

To use the PCM as a method for coaching

Researches and theory

In the development of the Process Communication Model, Taibi Kahler started with a group of 1200 subjects, and was able to identify a series of

subtle behaviors that are linked to miscommunication and distress that people impose on themselves and others. He called these behaviors "drivers." The primary drivers are: 1) be perfect, 2) please others, 3) be strong, 4) try

hard, and 5) hurry up. The next step was to correlate the drivers with seventy-eight personality variables. This allowed Kahler to identify the six primary

personality types.

The model is often described as a condominium, in which a person’s base

personality type is the ground floor (the easiest and most accessible). Their


weakest and least accessible personality type would be the sixth floor. The

descriptions that follow concentrate on that specific part of a person’s personality and do not take into account the influence that the other five parts might have on his behavior. In discussions of PCM personality typology, we do not talk of people ‘being’ a personality type; rather we prefer to speak

of types of personality ‘in’ people as opposed to types ‘of’ people. However, what follows is a basic description of the six personality types; remember that we all have each of these types in us and that we are not a personality type.

The Personality Pattern Inventory (PPI) has its foundations in behavioral

psychology. 1982 research findings show that a person is motivated by certain psychological needs. If these needs are not met positively, then the person will attempt to get them met negatively, through very predictable non- productive behaviors. Thus, the PPI can predict distress sequences for the individual.

Since this is a model based in personality theory and psychological dynamics, the results allow cross-cultural utilization. The Personality Pattern Inventory has been administered to more than 50,000 men and women in the United States

(October 1990), and has been translated into Spanish, German, French, Italian, Flemish, Japanese, Hungarian, Romanian and Finnish. Since then, more than a million people across the world have answered the PPI questionnaire.

NASA has used the PPI in the selection of astronauts and payload specialists because of its accuracy in predicting individual distress sequences, as well as assessing compatibility.

Benefits of the PCM test and concepts for the coach

One of the main benefits of the PCM test is to deepen the coach's self-

awareness. The training program that the coach must attend gives him the knowledge of the model but moreover, the information about his/her own personality.


As mentioned above, PCM gives objective information about the strengths

and perceptual frame of references that are among the stable components of the personality.

These information provide the coach with the basic understanding of his/her own coaching style. Let’s take the case of a "Rebel" base coach who is equipped with the strengths of creativity, playfulness and spontaneity. Thus, to

the coach knows that his creativity could be appreciated in addition to his ability to be friendly, direct and relaxed. In addition, the test gives the information about the current motivation sources of the individual, so the

coach will know the impact of his/her motivation sources in the coaching relation. For instance, in the same "Rebel" base coach, let’s assume that his/her current phase is "Persister" He/she will still have the basic strengths of

the "Rebel" type but his/her current motivation will be those of the "Persister" type that is, “to get recognition for his/her work and convictions”. As a coach, it is thus important to know both our stable components and motivation sources for the sake of establishing our coach identity and style. PCM is one of the few personality tests that provide both information within the same report.

Moreover, as Taibi Kahler discovered in his researches, the non-productive behaviors are the result of the search of satisfaction of our psychological needs that are themselves linked to the motivation sources. As a coach, I

found absolutely valuable to know what my motivation sources where and how to feed them positively. I discovered during my first PCM training experience that, several times in my life, I had experienced long periods of

non-productive behaviors due to my quest to satisfy my needs, something that I was able to feel but not to identify accurately thus, not able to find the best way to feed them positively.

What if a coach continually seeks recognition for his work and conviction and imposes his opinions and beliefs to the coachee? It is what happens when a

coach doesn't know himself and needs to find a better way to feed his need for power. PCM gives the answer while suggesting the action plans to learn how to feed one’s own needs positively so that a coach is able to deal with his needs without abusing the coaching relation for this.

Utilization with coachees

The utilization of the PCM personality test with the coachee allows the coach to help coachees build the self-awareness that is necessary to identify new

career and life goals and to enhance their performance at work. The test enables coaches to support coachees to better understand their behavior, their preferences and their capabilities.

For example, a client came once with the subject of moving from a managing director role in a small company to take the position of manager in

a bank. He wanted to change career because of the poor work/life balance his current position offered without the compensation of a reasonable salary. The bank position, however offered a better structured working time, a better


salary and a relative job security that his wife found much more interesting

meanwhile he found the perspective of having more time with his 3 children meaningful.

I asked him why, in regard of all the benefits of this new position, he felt the need to ask for assistance. His answer, not surprisingly was that he found the opportunity interesting but, in the same time he was wondering if he will be

able to deal with the lack of incidence this position will offer compared to the current one... The PCM personality test showed he was base "Promoter" type with a "Workaholic" stage (a phase that is not the current one) and a current phase "Harmonizer".

Thus this person had the strengths of the "Promoter" and "Workaholic" types: Charming, Resourceful and Adaptable plus Organized, Responsible and Logical, and the need to be recognized as a person and sensory of the "Harmonizer" phase. When I explained the meaning of the needs he told me

that he had noticed this new drive for more closeness with his relatives and work/life balance, and that he had concluded that he was overworked. He decided that it was time for him to take this new job and to use his strengths

to get a better position within the three years, thus gaining the benefits of his new role in terms of work/life balance to meet his needs for more closeness while taking seriously the manager position and using his strengths to get

results and get promoted to a position that will feed his needs for incidence and recognition for work.

A systemic tool to work with executives

As for the coach and the coachee, the concepts of Self-Awareness and Others-Awareness are at the root of power and influence. In the paper "How

would you communicate change with respect" and the article "Process Leadership", I stressed the importance for leaders to adapt their communication and actions to the largest number of perceptual frames of reference possible.

The utilization of the PCM PPI to coach executives offers a wide range of subjects that can be discussed between the coach and the coachee about his/her approach of the relations between the systems in his/her environment.

Often, power, authority and influence are the core subject of executive coaching. The PPI gives the executive the knowledge to enhance self-awareness and so, to better know how to feed his needs positively and to be

aware of the strengths that he can use easily and what are those that require more energy. By doing so, the leader gains awareness that the same processes occur for his followers. He can, for example, draw a map of his/her team according to the personality types that are mostly represented and the

one that are less present to have an overview of the Strengths, Weaknesses, Opportunities and Threats of his team according to the purpose of its action. This SWOT analysis of a team is not the only tool PCM provides to the executive.


When working on communication, PCM provides the executive with the

knowledge of the impact of the effective communication. As PCM is based on individual preferences, the model gives the relevant information about the communication modes that fit with every personality types. Executives obviously find this point crucial in their sake for efficiency in communication.

Motivation is also a crucial point in executive coaching. How to motivate

people to reach stretch targets? How to communicate a message that motivates? How to acknowledge the best performers with other tools than financial incentives? Etc.

Here again, PCM provides the answers that enable the executive to find his

own way to use the general concepts of motivation. For example, the General Manager of a financial institution was wondering how to keep the teams motivated while the organization had to stop the wage increase. He found that increasing the bonuses did not prevent the dissatisfaction that, in return had a negative effect on performance.

After learning the basic concepts of motivation with PCM, he decided to focus on the team whose performance has the biggest impact on the company's outcomes.

After identification of the main motivation sources using the PCM team

mapping, he decided to give the "Promoters" types specific sales projects with short terms outcomes to focus on, the "Workaholics" got to work on the restructuring of the team in order to enhance efficiency, the "Persisters" where

asked to provide the customers with the relevant information about the healthiness of their products that will, in return, develop their trust to the company and so, increase the sales.

Although the dissatisfaction remained, team members were so focused on their new responsibilities that they never complained again about the wage

increase issue. During the six months of the coaching relation, the GM reported frequent increase in sales that consequently led to a return to the annually wage increase sooner than preliminary expected by the company.

A method for coaching

Process Communication is also a method for coaching as it gives the knowledge to know how to connect with, communicate and motivate each of the personality types. Subsequently, the coach knows which channel of

communication, perceptual frame of reference, interaction style and way to feed the coachee's needs to use. In terms of efficiency, the coaching process is fastest because the working alliance is made during the first minutes. Taibi Kahler's famous sentence: "if you want them to understand to what you say, talk their language", takes all its sense in coaching.

Moreover, the personality structure, while being unique has some recurrences from a person to another. When the phase and the base are the same, there are 720 possible combinations of personality structure but if we use only the


first (Base) and second floor of the structure that represents the main

characteristics, there are 30 possibilities. Also, when the phase is different from the base, the coach can focus on the characteristics of the base and the motivation sources of the current phase the possible number of couples is 30.

A coach can easily learn what are the better coaching strategies according to the couple base plus second floor as the strategies of connecting; making

the alliance and communicating are those from the base. The strategy for motivation relates to the current phase.

Using PCM as a method for coaching is efficient when the coach has to deal with a coachee experiencing stress. The model shows that when a person is

experiencing stress, at a first glance, offering the right communication channel and perception is sufficient to invite him to get out stress. If the stress is more profound, the model suggests using the satisfaction of the needs. This strategy is proven to enable the person to get out of a non-productive behavior.

But stress is seldom a question of just "here and now" and takes is roots in deeper issues the coachee may experiencing since a long period of time.

The reliability and validity of the test also provides relevant information about the coachee's life phases and the corresponding potential issues and failure

mechanisms that are often at the root of stress. These concepts enable the coach to decide the most effective coaching strategy to use with a coachee in such situation.

Conclusion

Process Communication offers all the tools a coach needs to enhance knowledge of human behaviors and to develop efficiency in the practice of coaching.

The training program that allows the coach to use the psychometric test, in coaching is in itself a self-

development experience of strong value, accredited by ICF as a Coaching Continuing Education training program.

The Process Communication personality pattern inventory used in coaching

offers results that are thought provoking and relevant and enable the coachee to measure his real abilities instead of staying on subjective impressions. And above all, people enjoy learning more about themselves.


Would You Communicate Change With Respect?

Companies are continually adapting their organizations to meet the demands of many forces in their environment. Meanwhile, resistance to change,

financial constraints, time pressure, power games, etc. confronts the managers to the difficulty of being heard when proposing their change solutions at every level of the hierarchy. The fact is that people naturally resist change – or more accurately, they resist to the pain of change – and consistently will try to find

something they can grab onto, and fight against within the communication about change. That is what happens when : - The management strongly states its position at the outset and then

pushes the idea to a close. - Managers see compromise as surrender, - They think that the secret of persuading people about the necessity of

change lies into the presentation of great arguments and - Managers assume persuasion is a one-shot effort.

These “four ways not to persuade” where observed by Jay Conger (1) over

years of studies and researches about the management by persuasion. Conger explains that the concept of persuasion often confuses and even mystifies business people, but like power, persuasion can be a force for enormous good in an organization. Change is the result of a strategic decision

about how the company will adapt to the demands of the forces in its environment. Thus, when communicating change, managers should keep in mind that getting agreement and further on, commitment about change

requires credibility, an open-minded approach, evidence based argument and an emotional connection to the audience. The “no one’s listening” effect is the first result of a poor preparation of communicating change. Strong

resistances, lack of motivation, etc. are the following results and their effects depend on how the management has prepared the communication. So, how to avoid the mess when planning, announcing, implementing, and communicating a change initiative? First, the manager who wants to drive

change should ask himself how much he is credible on the subject that matters and how he is perceived by those that the change will affect either in terms of decision making and in terms of effects on their job. This assessment is effective

when done by self-questioning and by assessing the position with others. It gives some measure of the possible gaps that have to be filled to get the most credibility on both the technical and relationship sides. Then comes the time for

compromise. By using the “wandering change communication”, the manager will gather all kind of opinions, ideas, resistances, experiences, expertise, etc. about the subject. The major skill required here is listening and the approach is “open-minded”. If the first step of establishing the credibility did not, collecting

a lot of tips about the subject will probably lead to reconsider the position from a « what are the shared benefits » perspective. Indeed, presenting the tangible benefits of the change solution might not be meaningful for all the parties. This

is when the open-minded approach gives the manager the unique opportunity to gain engagement from the people who will recognize his ability to take into account their opinions. This stage is completed when the


advantages of all the parties involved are highlighted. The third step consists in

presenting the arguments of change. Here is one of the key success factors of a successful change communication. Setting up great arguments does not work alone. The success of effective change communication is based on: - Presenting the arguments based on evidence with numerical data

- Adding metaphors, examples, stories and analogies to the numerical data

- Showing the emotional commitment to the position the manger is

advocating and by understanding and adapting the message to the feelings and expectations the people have about change.

Though we tend to see decision as a rational, logical process coming from the

brain, every decision comes from an emotional background. Trying to hide this by communicating a thoughts and opinions oriented message will alter the perception of the audience that may, in return, wonder if the manager actually believes in the position he is promoting. Effective communicators are

able to connect to the feelings and expectations of their audience. How to adapt the message to the audience? Kahler’s Process Communication Model gives a reading grid of the different forms of communication that will make

every interlocutor understand quickly the meaning of the message. This model shows, accordingly to statistical validations, that about one-third of the population in the US, is perceiving the information through their emotions, 25%

through a logical structure, 20% through the reactions the message provokes, 10% through what the message will make them imagine, another 10% will perceive through their opinions and 5% from the actions behind the message. Although these figures may vary from countries, company cultures,

populations, etc. Managers can keep in mind that every people in the audience will not perceive the information from one unique perspective. Adapting the message to the different perceptions will speed up the

understanding of the main information in the message and thus, the engagement. The great added value of Process Communication in communicating change is that the model gives also the exact expectations

the different persons have about change. We call this “psychological needs” and this topic is at the base of a great number of the most known management and communication models. For example, someone with logics

as primary perception is likely to expect a lot of structure in the communication while someone with reactions as primary perception will probably be waiting for creative, funny things that make him react to the information. We can understand that those two persons assisting to the same meeting will be more

affected by a communication that addresses their two different perceptual frames of reference and expectations than by a very logical, structured message that will, otherwise affects only the first one. Communicating change

with respect is at the root of effective change management. The results depend on how the manager has prepared the communication and his ability to adapt his communication. It might seem complicated and time wasting but

if we consider the costs of a failure in change implementation caused by poor preparation and communication, we can consider these suggestions, at least as interesting to investigate.

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