Below is an example of Section 1 of the iWAM Management Report. There are four sections to the report, and Section 1 explains a person's profile in language a manager would understand. iWAM measures 48 parameters for each person, and we divide them into 16 categories. For each of the 16 categories, the iWAM produces a summary of the person's score and what that implies about behavior at work.


Report for : Albert Einstein
Testdate: Sunday, January 1, 2006 at 01:02:03 GMT


Section 1. Describing the person.

This section provides the individual's test results in plain language. It describes the basic characteristics of the person's attitude in terms of Motivation and Work Organization Preferences. We grouped the 48 parameters in 16 pattern categories. For each pattern category, the first paragraph gives an overview of the thinking and behavior that is linked to the cognitive patterns. The following paragraphs (in arial) explain how the person described by this report scored on the patterns.

Action Level: Starts VS Follows

How much energy does this person have for starting projects? Does he initiate or does he wait for others to initiate? If he is a strong initiator, then he does not have any patience. If he has a lot of patience, he does not initiate for himself, but he will respond to transactions initiated by others.

He scores high on proactivity (starting, taking initiative), and very low on reactivity (patience, waiting, reflecting).
He tends towards action. He is motivated by situations where he can do and act.

Work Approach: Doing, Conceptualizing & Organizing

What is the internal process this person uses when approaching or working on a task or project? The three parts of this internal process are: Use, Concept, and Structure. Where 'Use' is the activity and doing part, 'Concept', is the analytical and philosophic part, and 'Structure', is the organizing and ordering part. In what sequence does this person normally go through these parts to do tasks?

Conceptual Activist (USE > CONCEPT > STRUCTURE):
He starts by taking action. He understands the task or project based on the activity, or performance. Next, he works on the theory, the concept, and the consequences of this task or project. This step is in support of and a follow up to his first step. Finally, he organizes the resources; establishes lists, and identifies the relationships between the parts. He is likely to spend the least time on the third step.

Compared to the average population, when starting a task or project,

  • he is more interested in taking action and focuses more on activity or performance of the task or project. The actions and the direct results are crucial to this person.
  • he is less interested in the theory, the concept, and the consequences of this task or project.
  • he is less interested in organizing the resources; establishing lists, and identifying the relationships between the parts.

Action Direction: Focus on Goals or on Problems

How well can this person maintain focus on the goals? Is he able to recognize the problems which would interfere with obtaining those goals? If he is highly focus, he will have difficulty recognizing that things might be going wrong. He will stay focused on his goals and not notice that rising problems may interfere with achieving those goals. And, he is able to maintain priorities. If he is not very well focused, he is excellent at recognizing and finding problems. Whatever is going wrong becomes the highest priority for this person. And, he becomes highly motivated in the face of problems.

He scores high on goal orientation, and very low on problem focus. He is motivated by goals. He wants to attain, achieve, get, and have. He tends to be so goal oriented that he doesn't recognize that things are going wrong. He is able to maintain focus on his goal and while he is focused on the goal his motivation continues to come from that goal. He is motivated when he has a goal to work toward. He works well within a set of priorities. When he doesn't have a goal to attain he is not motivated. He is best suited for situations where maintaining focus on the goal is the task.

Evaluation Reference: Internal VS External

Does this person decide for himself or does he need others to giving advice or even take the decision? If he is strong in the ability to decide for himself, he will feel compelled to decide. If he is low in the ability to decide, he can decide, but he will need outside help to make those decisions.

He scores high on deciding for oneself, and very low on involving others in decisions. He has to decide for himself. He is motivated when he decides. He takes information and evaluates that information by his own standards. He may listen to instructions from others, but he takes it as information. He needs to be in work situations where he takes his own decisions.

Task Attitude: Options VS Procedures

Does this person follow procedures or does he generate alternatives? If he generates alternatives he will have difficulty following procedures; he can make procedures, but he cannot follow them. If he follows procedures he will have difficulty generating alternatives; he can follow procedures, but he cannot make procedures.

He scores very high on "generating alternatives", and very low on "willing and needing to follow procedures". He is motivated to develop options and to find other possibilities. He has difficulty following procedures, but is good at developing procedures. When asked to follow procedures, he will balk.

Task Orientation: Breadth VS Depth

When working with information, what is the size of the pieces of information this person naturally thinks about? Does he tend to work with large, medium sized or small pieces of data? Is he global or detail oriented? When working on projects, is he random or sequential in his approach?

He scores average on "keeping the overview and understanding the big picture", and very low on "willing to work with details and sequences".
Breadth Person: He makes sense of the world as an overview. He understands the big picture and knows about the details, but he has trouble keeping his attention on the details for a long time. He thinks about projects in global, random order.

Communication Sort: Affective VS Neutral

How are this person's nonverbal communications organized? Does he communicate using nonverbals or not? If he understands how the communication is progressing based on the nonverbal part of the communications, he tends to be expressive in his facial expressions, his gestures, and his voice. If he is more reserved and not expressive, he tends to understand communications based only on the content.

He scores average on "having attention for non-verbal communication", and very high on "focussing on the content of the communication and the exact words used". He doesn't pay much attention to non-verbal signals during face-to-face communications. He understands the communications based only on the content of that communications and by how he feels about what he has said and heard.

Work Environment Type: Group VS Individual

Does this person want to work around other people or not? Does he want social contact or not? If he needs social contact, he will have difficulty performing tasks which require that he work alone. If he does not need or want social contact, he will have difficulty working with people around him.

He scores low on "needing contact with others", and very high on "willing to work alone". This person likes to work on his own. He does not want to have other people near him as he works. His productivity drops when he works around others. He does not need social contact to be productive. He prefers to have the door to his office closed.

Work Assignment Type: Sole VS Shared Responsibility

Does this person want sole responsibility for the work results or does he want to share that responsibility? If he wants sole responsibility, he understands organizational hierarchy (he is comfortable having a boss and being a boss). If he wants to share responsibility, he has difficulty with hierarchy (because he thinks that everybody shares equally in the responsibility).

He scores average on "wanting sole responsibility", and very low on "wanting shared responsibility". He wants sole responsibility for the work he performs. He does not want to share responsibility. He likes having a boss and being a boss. He likes having a clear definition of that responsibility and he will notice when others interfere. In team situations he wants each team member to have their own responsibility.

Relationship Sorting: Similarities, Comparison and Distinctions.

What is this person's cycle time for projects, tasks, and jobs? Does this person want to move from one thing to another quickly or does he like things to remain stable for a long period of time? When his cycle time is finished and he is ready to move to the next project, task, or job, he will need that change or he will become depressed. At the beginning of this need for change, a small change can be enough to satisfy the need for change (promotion, department change, etc. .). But, if time progresses and there is no change, the need for change will become greater and the depression will deepen. This deepening of the depression is usually called "burnout." After he makes a change of task, project, or job, he will feel refreshed and his cycle is reset to zero.

Medium Change Person: He wants to move from one project or job to another every 4 years. He is happy being stable and productive and needs to cycle on to the next project or job after 4 years. He performs well on 4 year (or shorter) assignments.

Compared to the average population,

  • he is more interested in keeping things the same as they were before. He may resist change.
  • he is more interested in making things evolve. He wants to find better ways to do things

Temporal Processing: Concentration on Past, Present and/or Future

When working on a project or task, or when thinking about or organizing something, in what time reference does this person tend to be? Is he remembering the past, is he thinking about the present, or is he planning or projecting the future? If he is mostly in the past, he will tend to evaluate the current situation or future plan by comparing from the past to the present. Because things have changed from the past, this sets up his need to be critical of the current situation or future plan. If he is mostly in the present, he will only notice what is happening now. He tends to be practical about what is happening now, but may not learn from the past or plan for the future. If he is mostly in the future, he will tend to look at things in the past or present by extrapolating to the future. This sets up daydreaming and hoping about the future.

He somewhat concentrates on the past and he may tend to be critical.

He strongly concentrates on the present and the 'now.' He tends to be practical.

He strongly concentrates on the future and he has a tendency to dream about and hope for the future.

McClelland's Motivational Types: Hierarchical Criteria

What are the basic motivation factors for this person? Is it Power, Affiliation, or Achievement? If it is Power, he wants to have power, authority, and control over people and things. If it is Affiliation, he wants to be liked and to belong to some group. If it is Achievement, he wants to achieve the outcome. And, what is the proportion between these three motivation factors in him?

Compared to the average population of Belgium, we would describe this person as:

  • High Power: He is strongly motivated by situations where he has power, authority, and control-over people and things.
  • Low Affiliation: He is not motivated by situations where people like him and he can be a part of the group. He is not motivated by situations where he can belong to the group.
  • Very High Achievement: He is motivated by situations where he can achieve. He wants to have the rewards for what he has achieved. He wants to be noticed, appreciated, and looked up to for what he has achieved.

When filling out the test, this person puts these 3 motivational factors in the following order (decreasing importance): (ACHIEVEMENT > POWER > AFFILIATION)

Norming - Rule Structure

How does this person deal with the unwritten rules or the social contract in the work place? Does he feel the need to tell others how they should act? Does he care about how others act or does it leave him indifferent? Does he try to become the kind of person the organization needs him to be? How well does he tolerate the nonconforming behavior of others?

He does not want to or is not able to tell others what behavior is expected from them.

He is not interested in telling others how to behave and thinks everybody needs to set their own rules, and stay out of each other's way.

He does not feel the need to become the kind of person or worker the organizations wants.

He does not feel it is appropriate for him to impose the rules on others. He accepts the nonconforming behavior of others.

Convincer Patterns

How is this person convinced about something or someone new? How does he gather the data to be convinced and what does he do with that data to be convinced?

A. Input Representation

For gathering the data to be convinced, does this person need to see, hear, read, or do something to be convinced?

From the Profile answers, we derive that in order to be convinced, he considers doing as the most important factor.

Compared to the general population of Belgium:

  • He does not need to see something to get convinced.
  • He does not need to hear how or hear about something to get convinced.
  • He does not need to read information or instructions to become convinced.
  • He must actually do it himself, or handle it, to be convinced.

B. Interpretation Process

As this person is gathering this data to be convinced, how does he manipulate that data to complete the process of being convinced? Does he need some set number of examples of that data to be convinced? Does he need to collect that data for some period of time to be convinced? Is he convinced before the first example is finished? Or, is he never quite convinced?

Automatic: With only a small amount or even partial information he quickly projects the rest of the information. Then, he decides based on what his projections. He often assumes based on very limited data.

Interest Filters

What does this person pay attention to in the environment? What does this person have to be working with to feel successful? The factors this person shows the most interest for are the elements that this person wants to have in his environment for him to feel like "doing one's job correctly. "

These are the person's interests, sorted by decreasing importance:

  • Very High Information: He wants to work with data, facts, information, and knowledge.
  • Very High Money: He wants to work directly with money and financial data.
  • High Time: He is focused on schedules and allotting time.
  • High Activity: He focuses on activity and needs to manipulate activities.
  • Medium Tools: To some degree, he wants to work with tangible tools, instruments, and other things.
  • Very Low Systems: He does not want to work with processes and systems.
  • Very Low Place: He is not concerned about geographical, social, or political position.
  • Very Low People: He does not want to work with people and their feelings.

The indications "very high", "high", "medium", "low", "very low" indicate the importance of this interest filter for this person, in comparison to the standardgroup.


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last modified: 2009/Sep/25 12:10 UTC