What We Have Learned about Interpreting the iWAM

1. What We Have LearnedaboutInterpreting the iWAM 2013 iWAM Professional Development Program

2. What-We’ve-Learned Agenda • Resource Guide • Absolute vs. Relative • “Not me!” and “Shifting Sands” • Multiple Patterns • If It Ain’t One Thing, It’s Another • Your Experience: What Have You Learned?

3. iWAM Resource Guide • If you’ve not seen or used the iWAM Resource Guide, consider taking a look • Available in two versions: • User/Client Edition • Professional Edition (Certified) • Full interpretation reference including: • Absolute vs. Relative (User) • “The Clock” • Available in electronic version and at a volume price.

4. Absolute vs. Relative Scores • In the Management Report, some scales are interpreted (written section) on the basis of Absolute Score positions relative to each other—not relative to the Standard Group. • The following scales are interpreted this way: • Distribution of Energy (Use, Concept, Structure) • Basic Motivation (Power, Affiliation, Achievement) • Convincer Channels (See, Hear, Read, Do) • Convincer Processes (Examples, Automatic, Consistency, Period of Time) • “The Clock” (Need for Change) is based on absolute scores Institute Technical Memo on Absolute vs. Relative Scores (need login)

5. “Not Me!” • Sometimes clients will say: “iWAM result is not correct!” • Sometimes they are right • Sometimes they are not. • See the paper: “That’s Not Right . . .”

6. “Shifting Sands” Motivational and Attitudinal Patterns are context sensitive. • MAPs may shift as a result of: • Context (work, family, play, or even in a context!) • A job/role change • A significant emotional event • Incidents proximate to the test administration • Check for possibilities if the client raises questions Example: Law Firm Partner (Internal: 79% / External 95%)

7. Multiple Patterns Data Sources jobEQ iWAM Management Report – Section 2 (Groups) “Social Behavior Patterns:” • Communication (Affective/Neutral) • Contact (Group/Individual) • Affiliation (Basic Motivation) • Assertive (Norms) • Indifference (Norms) • Tolerance (Norms) • Time (Interest Filter) Institute Application Paper: http://www.iwaminstitute.com/iwam-multiple-patterns

8. “Insurance” Patterns • Problem Solving (high) • Procedures (high) • Past (high) • Achievement (very low - Avoid) • Convincer Processes • Automatic (Low): Needs a lot of information to be convinced • Consistency (High): Needs to be convinced over and over • Period of Time (High): Needs time to consider information to be convinced

9. “If it ain’t one thing . . .” • Client is known for presentations full and his constant attention to details, but his iWAM says . . . • What’s up with that? • Other data: • Goal Orientation & Achievement Orientation (very high) • Leader Behavior Data (very high standards) • Wants to be “Perfect” • Does not want to work with detail, but getting details right are part of his standard for performance.

10. What We’ve Learned About: • The Clock • Achievement • Tolerance • Consistency • Interest Filters

11. The “Clock” Less than 1 year More than 25 years 5 6 7

12. Achievement One Interpretation: The scale is a measure of your achievement motivation (need) Alternative Interpretation: The scale is a measure of what drives your achievement motivation; that is, it is an indicator of the factors that propel your achievement motivation.

13. Achievement (Continued) Five achievement “buttons” (locations based on standard group) For 1-4, the factors are cumulative. • Success – accomplishing goals or “clearing the bar” • Competence – having a sense that one is talented • Competition – drive to win (beat others or your standards) • Recognition – getting explicit acknowledgment of success • Avoidance – wanting to avoid failure or “not succeeding”

14. Consistency Convinced Once May Be Stubborn Very Persistent Will Question

15. Interest Filters LAB Profile: People vs. Things People Things • Tools • Systems • Information • Money • Place • Time • Activity iWAM

16. Interest Filters People: Some “low” People clients are in “people” jobs. Things: Tools – wide range of possibilities (think about the broadest range) Systems – how things connect/interact; wants to work with all pieces Information – working with information, data, etc. Money – working with money/budgets; high score may be motivated Place – Geography, location, status, or other Time – high scorers place a value on time (on time is 5 minutes early) Activity – having it in your work or managing it

17. What You’ve Learned • Difficulty interpreting the Convincer Channels in terms of the language. Uses a learning styles interpretation to help them understand results. (Zsuzsanna’s example) • Individuals who score: Low Assertive, Very Low Indifference, and High Tolerance. Client found it confusing. (Tom Nees’ example) • Note on the Indifference scale: Focus on the importance of rules to the individual, not the part about whether or not they care about people. • Note on Affiliation: You can score low on Affiliation and still care about people – the scale is an indication of whether you are motivated by how people feel about you, not about how you feel about people. • Introducing iWAM results: Attitude Sorter Wheel, Management Report, and Communication Report—in this order. (Karen Drake) • Ofman Diagram: Where would scores fall to place something in the Strengths vs. Pitfalls categories or the Challenges vs. Allergy categories? • Scores: Strong/Weak or High/Low are not necessarily meaningful. A session recording will be posted with this file on the web site in the 2013 Professional Development Archives

18. Institute for Work Attitude & Motivation 2510 South Brentwood Boulevard Suite 211 Saint Louis, Missouri 63144 +1 314.961.9676 Phone +1 314.961.9678 Fax www.iWAMinstitute.com