Bioss Southern
Africa
Application of MWR in Assessment
Centre and Competence Design
Jacques Haworth
OVERVIEW
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The context of work complexity
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Applying work complexity to design
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Aligning competencies to complexity
DEFINITION OF WORK COMPLEXITY
Elliott Jaques
W =K +E
ork
nowledge
xperience
+D
iscretion
COMPLEXITY AND WORK
JUDGMENT
COMPLEXITY
INCREASING TIME FRAME
 Uncertainty increases
 Diversity of stakeholders increases
 Time span of consequence increases
 Environment becomes more abstract
 Variables to juggle become more diverse
 Use of judgment and insight becomes more predominant than known
data, detailed knowledge, skill, experience and prescription
THE FOUR DOMAINS OF WORK
ADDED VALUE FOR THE PRESENT
Theme of Leadership: EXCELLENCE
Focus: effectiveness, efficiency,
profitability
Meaning
Domain
ADDED VALUE FOR THE FUTURE
Theme of Leadership: HOPE
Focus: creating long-term viability and
sustainability for the organisation
VALUE SYSTEMS
Theme of Leadership: TOLERANCE
Focus: creating and sustaining a shared future
For people with diverse value systems
Adapted from L. Hoebeke
COMPLEXITY
INCREASES
THE FOUR DOMAINS AND THEMES OF WORK
ADDING VALUE FOR
THE PRESENT
(Service delivery)
OPERATIONAL
Quality (I)
Core foundation – look after the present,
e.g. managing, making,
coordinating.
Service (II)
Practice (III)
ORGANISATIONAL
ADDED VALUE
FOR THE FUTURE
VALUE SYSTEMS
(Added value
for humanity)
Ensure longer-term viability & profitability,
e.g. research, marketing, development.
GLOBAL
Shaping and molding the overall business
environment and future for further
generations, e.g. politically,
multi-nationally.
Strategic Development (IV)
Strategic Intent (V)
Corporate Citizenship (VI)
Corporate Prescience (VII)
Adapted from L. Hoebeke - copyright BIOSS SA - REF: FOUR DOMAINS OF WORK (DM) 1999
QUALITY
I
E X T E N S I O N OF C O N T E X T
II
Quality in
judgement used to
make something
essential to
viability of
organisation
Quality as technical specification
and attitude
III
IV
Quality in system
and practice and
as commitment
A MATRIX OF WORK
SERVICE
Service to:
Customers/clients/
situations; work of
first level; purpose
of organisation
Service to particular situations
seen as technique
& as attitude
PRACTICE
Current practices
to provide services/
make products
DEVELOPMENT
V
Quality as change
and development
Quality as profit,
reputation and
culture
Impact of change
on delivery of
service in
particular
situations
Promoting the
contribution of
service to each
particular & its
contribution to
the whole
Development of
new products/
services/practices
as process & as
atmosphere
Interaction
between the
mission,
the current
means and 3 to 5
year change projects
MISSION
Financial implications of practices
to provide
services/ make
products
THEMES
Development of
profit / reputation / long-term
viability as
projects and
climate
Strategic intent
of institution;
external and
internal wellbeing of organisation itself
DESIGN CONSIDERATIONS
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Background information
•
Written exercises
•
Interactive exercises
BACKGROUND INFORMATION
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Complexity of context: MWR Work theme Audit (work sample)
•
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Appropriate Complexity of role:
Position in structure
Discretion
Nature of Tasks
Stakeholders
Variables
Time Span
SERVICE VS PRACTICE ROLE
Service
Practice
Stakeholders
Internal/External customer,
limited groups
Vendors, multi-function
interface, larger numbers and
greater variability
Discretion
Process, situational
outcomes
Practice, systemic outcomes
Time Span
Up to 1 year
1-2 years
Variables
Defined relative to specific
situation
Principles underlying approach
to multiple situations
Structure
Manage others
Manage Managers *
SIMULATION DESIGN
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•
•
•
•
Problems to be solved
Appropriate level of complexity
Nature of information provided
Stakeholder context
Outcomes
COMPETENCIES
•
•
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“Levelling” of competencies
Relationship between competencies and complexity
Incremental competency
COMPETENCIES AT DIFFERENT THEMES OF
WORK
Problem Solving Theme 2:
Identifies common elements in practical situations and actions e.g. projects; processes, analyses and
integrates them into a relevant, factual outcome, recognising cause and effect. Judges and decides on
appropriate actions to resolve concrete and practical problems (including aspects such as people, systems,
technology and resources).
Problem Solving Theme 3
Identifies and breaks problems into constituent parts. Consults widely, probes facts, analyses issues
from different perspectives. Evaluates information to differentiate between essential and non-essential.
Makes accurate use of logic, identifying connections and links between information. Uses appropriate
data including trend data to analyse and understand issues. Draws sound inferences and judgements
from various alternatives. Takes calculated risks on the basis of adequate information and analysis
QUESTIONS?
The work of bioss is capacity building.
The essence of bioss is appreciation - of individuals, of the way they work together, of
organizations and of they way they position themselves in their environment.
The word ‘Appreciation’ is used because with its connotations of mutual respect, it
conveys both value (in philosophical and economic terms) & growth (as in the
appreciation of capital - financial & social).
Gillian Stamp, 2006
Contact BIOSS on +27 11 4502434 for information regarding application,
training or research and development of this and related models and
concepts or visit our website www.bioss.co.za