PROPOSAL
May 2007
A.R. Ahlfeldt in association with
Contents
Introduction .................................................................................................................................... 3
Vision ....................................................................................................................................... 3
Execution ............................................................................................................................... 3
Methodology.................................................................................................................................. 4
Clarity of Purpose ...................................................................................................................... 5
Organisational Development ..................................................................................................... 5
The Keirsey™ Temperament Sorter®-II .................................................................................. 5
16 Personality Factor Test ........................................................................................................ 6
16 PF Graphic Example A ................................................................................................... 6
Individual 16 PF ..................................................................................................................... 6
Company Extrapolation...................................................................................................... 7
Value Scale ................................................................................................................................ 7
Value Scale Graphic Example B ....................................................................................... 8
Individual Value Scale ......................................................................................................... 8
Company Extrapolations .................................................................................................... 8
Technology Access ....................................................................................................................... 9
Objectives ....................................................................................................................................... 9
Costing...........................................................................................................................................10
Phase 1 .................................................................................................................................10
Phase 2 .................................................................................................................................10
Phase 3 .................................................................................................................................10
Conclusion ....................................................................................................................................11
Availability & Contact Detail.....................................................................................................11
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Introduction
Vision
Having left the corporate environment after 20 years, in order to pursue a life long
ambition, I find myself believing even more strongly in what motivated my career
change in the first place.
I was motivated to move into an area of business created by the significant lack of
understanding surrounding human behaviour. Looking back, I stand aghast at the
potential of the teams I was part of. We were un-harnessed, misunderstood and
manipulated out of creativity and growth, into structure and shadows of our
collective potential.
As we thrust into this 21st century there is a deep need for the corporate to view their
staff as whole people, contrary to the institutionalised perspective of a fragmented
working person. Globally, there is growing awareness and development toward
achieving congruence on moral, social and financial levels within business. This
perspective is fast defining the nature of management practise internationally.
“Success vs. failure” - such subjective terms!
The essence of what we at NeuroLab do is to help you achieve success and deal
with failure in a constructive and healthy way.
Development is what NeuroLab is all about; whether in the workplace or personally.
We work with you in your unique context to develop a deeper understanding of
yourself and others. In so doing you are able to reduce uncertainty surrounding your
own behaviour and that of others. Literally this translates into the acquisition of
knowledge which supports your temperament, enhancing expectations with
reference to achievement and generating insight into the dynamics of success.
We work with employers and managers to (1) efficiently manage and motivate their
workers and (2) with workers who want to be inspired, dedicated, competent, and
successful.
Execution
Some of the ways in which we achieve this include:
1) Aid in building teams with motivational and executive coaching programs,
enhancing communication and developing presentation skills.
2) Improving communication and creativity.
3) Facilitate conflict resolution & diversity training, providing effective tools for a
dynamic working environment.
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4) Facilitate “last chance” programs for those who are facing disciplinary action
or even expulsion.
5) Skills Development – Job, Life, Communication, Social, Cognitive & Personal.
NeuroLab works specifically with eight components relating to job performance
identified by Campbell and Campbell (1990), Gasser and Oswald (1996). These are
identified as (1) Job-Specific Task Proficiency; (2) Non-Job-Specific Task Proficiency;
(3) Written And Oral Communication Task Proficiency; (4) Demonstration Of Effort; (5)
Maintenance Of Personal Discipline; (6) Facilitation Of Peer And Team Performance;
(7) Supervision/Leadership;
(8) Management/Administration.
Methodology
The NeuroLab methodology of functioning is graphically represented below.
Organisational Domains
Clarity of Purpose
(Managing by Values)
Technology Access
Staff & Organisational
Development
Excellent
Service Delivery
Company
Structure
The three focus areas that NeuroLab concentrate in are identified by the broken red
lines. These are identified as a) Clarity of Purpose b) Staff & Organisational
Development and c) Technology access.
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Clarity of Purpose
Clarity of purpose encompasses the area of values. These values are identified
through qualitative and quantitative analysis. The measure employed relating to this
organisational domain is the Value Scale. By identifying the values of each staff
member, as well as that of management, it is possible to draw an overall idea of what
values the company ascribes to. This informed perspective not only serves to inform
the individual but also generates an informed base from which to develop incentive
schemes as well as performance criteria for evaluative purposes.
‘It’s not hard to make decisions when you know what your values are.” Roy Disney,
Producer, Film writer
Organisational Development
The fundamental tools used for this domain are the Keirsey Temperament Sorter II (KTS
II) as well as Catell’s 16 Personality Factor Model. It is important to use a battery of
measures to ensure valid and reliable results. Due to the fact that the KTS II has not
been registered with the health Professions Council of South Africa (HPCSA)I include
the 16PF as an internationally and locally recognised measure to verify the findings of
the KTS II. Using these two measures, I am able to address many of the developmental
issues pertaining to leadership, personality and issues which might arise from these
findings.
The Keirsey™ Temperament Sorter®-II
The Keirsey Temperament Sorter II® (KTS®-II) is a powerful 70-question personality
instrument that helps individuals discover their personality type. The KTS™-II is based
on Dr. David Keirsey's Temperament theory and has helped over 30 million people
worldwide to gain insight into themselves and the people around them.
According to Keirsey's Temperament Theory, people can be sorted into four
Temperament groups. These groups are referred to as Artisans, Guardians, Rationals
and Idealists. Within each of the four Temperaments, there are four Temperament
Variants, which Keirsey calls, "Character types."
Some of the most popular uses of the Keirsey Temperament Sorter®-II include:



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Team Building
Conflict Resolution
Relationship Counselling

Career Exploration

Self Understanding
A.R. Ahlfeldt in association with
16 Personality Factor Test
The Cattell 16PF (16 Personality Factor) model is probably the most-widely used
system for categorising and defining personality. Other similar systems exist and may
be preferred by certain organisations and professionals, but it's the 16PF in its various
forms that is universally understood.
Unlike other common personal profiling tools, the 16PF defines our basic, underlying
personality, without regard to how we apply it or the environment. So our underlying
personality is there all the time, but the way we see it is affected by our intelligence,
and by our upbringing and education, which may have taught us either to
emphasise or suppress aspects of our personality. However, if you can understand
what your personality is, you can then make better use of the strengths it gives you,
and make allowances for the resultant weaknesses. Because personality is relatively
unchanging through adult life, this understanding will be of long-term value.
16 PF Graphic Example A
Individual 16 PF
Person 15
10
9
8
7
6
5
4
3
2
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Compulsivity
Independence
Tough Poise
Anxiety
Extraversion
Q4 = Tension
Q3 = Perfectionism
Q2 = Self-Reliance
Q1 = Openness to
Change
O = Apprehension
N = Privateness
M = Abstractedness
L = Vigilance
I = Sensitivity
H = Social Boldness
G = Rule
Consciousness
F = Liveliness
E = Dominance
C = Emotional
Stability
B = Reasoning
0
A = Warmth
1
A.R. Ahlfeldt in association with
Company Extrapolation
Company Average
10
9
8
7
6
5
4
3
2
Compulsivity
Independence
Tough Poise
Anxiety
Extraversion
Q4 = Tension
Q3 = Perfectionism
Q2 = Self-Reliance
Q1 = Openness to
Change
O = Apprehension
N = Privateness
M = Abstractedness
L = Vigilance
I = Sensitivity
H = Social Boldness
G = Rule
Consciousness
F = Liveliness
E = Dominance
C = Emotional
Stability
B = Reasoning
0
A = Warmth
1
Value Scale
“Our values are the stars by which we navigate through life.” Values relate to the
way in which we satisfy our needs and therefore play a major role in our lives and
careers. Our values are neither right nor wrong; they reflect what is important to the
individual. Harmonising the values of the owners of a company and employees is a
vital source of competitive advantage. One would be hard pressed to find a better
motivator for performance and organisational cohesion than genuinely shared – and
lived values. The most important information for organisational leaders and managers
of the 21st century may well be to learn how to put values into practice (Dolan,
Garcia & Richle; 2006).
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Value Scale Graphic Example B
Individual Value Scale
Person 15
Ability Utilization
Working Conditions
20
Achievement
Variety
Advancement
15
Spiritual
Aesthetics
10
Social Relations
Altruism
5
Social Interaction
Authority
0
Risk
Autonomy
Prestige
Creativity
Physical Prow ess
Cultural Identity
Physical Activities
Economic Rew ards
Personal Development
Economic Security
Life Style
Company Extrapolations
Company Average
Achievement
Physical Prow ess
20
Personal Development
Variety
Ability Utilization
15
Working Conditions
Advancement
10
Risk
Economic Security
5
Social Relations
Autonomy
0
Authority
Prestige
Physical Activities
Altruism
Economic Rew ards
Life Style
Cultural Identity
Spiritual
Creativity
Aesthetics
Social Interaction
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A.R. Ahlfeldt in association with
Economic Rew ards
P er son 1
Company A ver age
P er son 28
20
P er son 2
P er son 3
P er son 27
P er son 4
15
P er son 26
P er son 5
10
P er son 25
P er son 24
P er son 6
P er son 7
5
P er son 23
P er son 8
0
P er son 22
P er son 9
P er son 21
P er son 10
P er son 20
P er son 11
P er son 19
P er son 12
P er son 18
P er son 13
P er son 17
P er son 16
P er son 14
P er son 15
Technology Access
Through the NeuroLab website, access to reports and products which reinforce prior
learning and serve to support all individuals who have benefited from a NeuroLab
intervention.
From a corporate perspective the tools which are accessible on
www.NeuroLabinc.com will be company specific. Authorised management will,
through secure 128 bit encryption, access their organisations reports and be able to
manipulate reports to suit the ongoing needs of the company 24/7. This serves to
empower management, creating the ability to develop proficiency in managing staff
from an informed, credible base.
Objectives
To create an understanding of the temperament, personality and value system of
each member of STARFISHMOBILE and in so doing empower each individual, the
team and management to work more effectively; resulting in enhanced success and
job satisfaction.

To equip STARFISHMOBILE staff members to work more effectively and
productively, creating a motivational platform for constructive functioning
and confrontation.

To equip STARFISHMOBILE management clear and constructive insight into
each staff member and the team as a whole.
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
To provide ongoing support to management and staff, reinforcing the insight
learned through coaching and training.
Costing
It is envisaged that achieving the stated objectives will take place in three phases.
Phase 1
(Estimate 40 – 60 hours @R400 per hour)
Face to face introduction to staff communally and individually
Administration of KTSII online x 12
Administration of 16PF in 3 groups of 3 plus 1 manager
Administration of Value Scale online x 12
Report back to each individual
Report back to management
Phase 2
(Estimate 40 – 60 hours @ R400 per hour)
Individual feedback and discussion sessions
Management feedback and discussion
Analysis of job descriptions
Job/temperament match analysis
Identification of Key Performance Indicators per individual and company
Draw up value statement for company
Phase 3
(Estimate 10 – 16 hours per month for 6 months @ R400 per hour)
Roll out of coaching initiative of key personnel
Continuous online referencing and support using SSL 128 bit encryption on
http://www.neurolabinc.com
Continuous online access to reports and support on retainer - negotiable
All travel costs, arrangements and accommodation for client’s account
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Conclusion
As a consultant and past recipient of organizational development interventions, I
cannot overemphasise how important it is to be able to offer a service which is both
meaningful and continuous.
At NeuroLab we aim to co-create an environment within STARFISHMOBILE’S context,
which facilitates continuous learning and significantly benefits both organization and
individual.
We are averse to one-hit wonder interventions (selling the latest management or
psychological fad).
We do not aim to create a dependence on the NeuroLab product offerings and
services - all services are optional past the contractual time-frame - creating added
value and ongoing support.
I trust that this proposal meets with your approval and I look forward to working with
STARFISHMOBILE in the near future.
Availability & Contact Detail
Availability for the next three months
May 28 – June 1
June 11 – June 15 or June 18 – June 22
July 9 – July 13
Psychology Practise Registration
A.R. Ahlfeldt
Practice Registration No. 0860000244902
Psychologist Registration No. with the HPCSA PS0096113
Practice Address
No. 44 Lloyd Rd
Walmer
Port Elizabeth
6065
Postnet Suite #26
Private Bag X40106
Walmer
6065
Internet
Telephone: 0845003629
Facsimile: 0865034459
Email: al@neurolabinc.com
http://www.neurolabinc.com
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