+234-703-430-2486

The Black Box Model: A Talent Management Model for Grooming Transformational Leaders
View my profile
Keywords: Intuition, Sensation, Perception, Perspective, Purpose, Procedure, Principles, Agreement

By Peter Anyebe

AGAPE
WordPress

CONSULTANTS

Google Me

Synergy, which is conceptualised as a measure of servant leadership that is truly transformational, is at once measured and rewarded objectively by an appraisal model that is designed for talent development via the adoption of the black box model

11th February, 2013

+234-703-430-2486

The Black Box Model: A Talent Management Model for Grooming Transformational Leaders
By

Peter Anyebe Consciousness has been conceptualised as a function of the following factors, in series: 3. 2. 1. 4. Perception Sensation Intuition Principles Knowledge Asset 6. Consciousness 5. Perspective

Thus, it stretches in a continuum between intuition and sensation. By intuition, people become aware of whole phenomena, in an instant. But this has to be interpreted against the backdrop of sensation, which translates it into perception. Perception remains in the mind until the appropriate principles are derived, to actualise the phenomenon. The actualisation process is summarised in a procedure, to represent the persons perspective of the phenomenon. Consciousness is expanded by the learning process. Given a desire for instance, it remains dormant until a decision is made for fulfilment. Then all the energy that is required for attainment is given, according to the depth of commitment. The energy is expended in two, 2 ways; to overcome obstacles in the path of fulfilment, and to derive a procedure for the actualisation of the desire. The typical procedure would therefore define a persons perspective of phenomena, according to the principles that underlie it. When the principles have been universally established as optimum, then the procedure is accepted as a standard for every person. This is the basis for agreements. Given a purpose therefore, and the principles for goal attainment, the agreement between team members would be forged around the procedure that is adopted. The black box model, BBM defines the process to derive the standard procedure. It combines Platonian duality with the wave model, to identify the essential View my profile Google Me WordPress

components of phenomena that define its being. It involves two, 2 steps as follows: Define the form of the phenomenon by the three, 3 items of the duality model, L = AFn; where L defines the form component, A represents the object, and Fn is the conversion constant. Fission each of these three, 3 items, according to the wave model, to derive the six items of the standard procedure series. Serially: 3. 2. 1. 4. L1 A2 A1 L2 Phenomenon, F 6. A 5. L

This is an outline of the standard procedure series, SPS. The object component, A is split into its lower, A1 and upper, A2 limits; according to the minimum requirements without which it cannot be, and the optimum nature it can become. And the form component, L is fissioned into the impulse, L1 that determines the rate of growth between A1 and A2; and the sustenance, L2 items that ensure that the A1 A2 continuum is traversed to the end. Correctly done, this series defines the normal curve. And because it represents the natural order, N-O it is an acceptable basis for agreement, to create optimum synergy. These two, 2 conditions provide the basis for the establishment of the concept. When performance is appraised by the SPS, the synergy, SGYF that is contributed by the person, F is evaluated. In the process, the normality index, NI is predicted; which correlates, r exactly with the NI-score derived on the productivity model, for r = 1. Secondly, the measures of SGYF and reward, Rw are also correlated exactly at r = 1. Recall the following two, 2 dictums: What gets measured, gets done What gets rewarded, gets done Adopting this appraisal procedure therefore has the potential to get personnel to perform at task by the standard procedure on both counts. Moreover, another perspective of the SWOT analysis is presented. The persons strengths, S and weaknesses, W are defined on the productivity model respectively as the factors RES and RGT. They define how often the person responds, RES to stimuli; and how often

the responses are appropriate, RGT. These would be determined by the capacities to identify opportunities, O and to handle the associated threats, T. These capacities are affected essentially by the physical and cultural environments, respectively. Because of the vagaries of the physical environment, appreciation is optimum when thought is levitational. This is when phenomena are described by the BBM, requiring that people rise above the object to perceive the form of phenomena. Then space, time, and energy are adequately accounted for in the process. With respect to the cultural environment, dissenting voices arise as the resistance to change, usually when values are threatened. This is overcome by the focus on talent development. When talent is discovered and developed, values are automatically accounted for. Recall that talent makes work a breeze and tasks are performed by the standard procedure.
This is important in planning the adoption of the principles presented in this work. The current staff would be useful in the derivation of the knowledge bank that provides the data base for the analyses. They would therefore be eliminated from the evaluations, which would then begin with the new entrants to the organisation. They would be employed according to the requirements of the model. This prepares them for the appraisal as well as the skill gap analyses that lead to reward and succession planning. Then theyll be on their way to become human resource assets, as outlined on the series below:

3. 2. 1. 4.

The F-Scale Performance Appraisal The SPS The BBM

HR Asset 6. Professionalism 5. Leadership

PcScore ROIpc SGY,F Rw ROIapp 1.64 1.58 1.65 1.34 1.18 1.69 1.28 1.66 1.4 2.65 1.32 1.8 1.95 2.85 2.33 2.6 3.64 5.37 3.81 4. 3.78 5.13 6.52 3.67 5.56 3.75 4.78 2.36 5.27 3.4 3.11 2.23 2.62 2.39 1.9 1.57 1.19 1.81 4.53 1.19 1.86 4.76 1.43 1.19 5.41 1.3 1.52 1.2 -2.69 0.68 1.53 1.42 0.87 1.26 1.27 1.48 1.27 1.2 1.27 1.47 1.19 1.34 1.45 1.0 0.8 0.98 1.14 0.99 1.73 1.67 1.12 1.56 1.42 1.4 1.53 6.67 9.91 4.4 -14.96 2.55 7.31 3.35 4.58 4.29 3.95 3.3 3.33 2.87 2.41 2.31

f0/f0M 0.5/0.75 0.52/0.76 0.71/0.72 0.73/0.99 0.97/0.98 0.42/0.71 0.1/0.55 0.25/0.62 0.42/0.71 0.51/0.75 0.45/0.72 0.45/0.73 0.42/0.71 0.63/0.82 0.35/0.68 0.26/0.63 0.25/0.62 0.34/0.67

S/SM

PfI/PfIM NI/NIF NI/NIF

SGY/SGY' SGY/Rw r = 1.0 r = 1.0 r = 1.0 r = 1.0 r = 0.9838 r = 1.0 r = 0.3209 r = 0.2408 r = 0.3143 r = 0.8123 r = 0.8112 r = 0.7721 r = 0.6287 r = 0.6206 r = 0.6154 r = 0.6142 r = 0.5128 r = 0.5118 r = 0.5084 r = 0.511 r = 0.5103 r = 1.0 r = 1.0 r = 1.0 r = -1.0 r = 1.0 r = 1.0 r = 1.0 r = 1.0 r = 1.0 r = 1.0 r = 1.0 r = 1.0 r = 1.0 r = 1.0 r = 1.0

0.44/0.63 0.98/0.88 1.0/1.0 r = 1.0 0.45/0.64 0.98/0.88 1.0/1.02 r = 1.0 0.59/0.6 0.93/0.89 0.91/1.41 r = 1.0 0.61/0.94 0.89/0.92 0.39/0.59 0.11/0.47 0.25/0.53 0.38/0.59 0.44/0.63 0.4/0.6 0.41/0.6 0.38/0.59 0.53/0.69 0.33/0.56 0.26/0.53 0.24/0.52 0.32/0.56 0.95/0.62 0.78/0.68 0.98/0.89 1.09/0.96 1.02/0.91 1.0/0.92 0.93/0.81 1.01/0.92 0.97/0.87 0.97/0.87 0.89/0.77 0.97/0.86 0.98/0.86 0.97/0.83 0.91/0.78 0.91/0.93 0.94/1.37 0.99/0.93 0.86/0.32 0.6/0.67 0.77/0.92 0.89/1.01 0.77/0.96 1.0/0.96 1.0/0.92 0.88/1.1 1.0/0.84 0.99/0.69 0.99/0.67 1.0/0.82 r = 1.0 r = 1.0 r = 1.0 r = 1.0 r = 1.0 r = 1.0 r = 1.0 r = 1.0 r = 1.0 r = 1.0 r = 1.0 r = 1.0 r = 1.0 r = 1.0 r = 1.0

ROIOrg / SGYOrg = 3.81, 1.38

Servant Leadership Model

PcScore ROIpc SGY,F Rw ROIapp f0/f0M 1.64 1.58 1.65 1.34 1.18 1.69 1.28 1.66 1.4 2.65 1.32 1.8 1.95 2.85 2.33 2.6 3.64 5.37 3.81 4. 3.78 5.13 6.52 3.67 5.56 3.75 4.78 2.36 5.27 3.4 3.11 2.23 2.62 2.39 1.9 1.57 1.26 1.81 1.25 1.86 1.57 1.19 1.41 1.69 1.26 -3.92 0.58 1.7 1.56 0.82 1.35 1.35 1.65 1.36 1.27 1.36 1.63

S/SM

PfI/PfIM NI/NIF

NI/NIF SGY/SGY' r = 1.0 r = 1.0 r = 1.0 r = 1.0 r = 1.0 r = 0.9883 r = 1.0 r = 1.0 r = 1.0 r = 1.0 r = 1.0 r = 1.0 r = 1.0 r = 1.0 r = 1.0 r = 1.0 r = 1.0 r = 1.0 r = 1.0 r = 1.0 r = 1.0 r = 0.3546 r = 0.2644 r = 0.3388 r = 0.8135 r = 0.8123 r = 0.7736 r = 0.6297 r = 0.6218 r = 0.6165 r = 0.6153 r = 0.515 r = 0.5139 r = 0.5105 r = 0.5131 r = 0.5125

SGY/Rw r = 1.0 r = 1.0 r = 1.0 r = 1.0 r = 1.0 r = 1.0 r = -1.0 r = 1.0 r = 1.0 r = 1.0 r = 1.0 r = 1.0 r = 1.0 r = 1.0 r = 1.0 r = 1.0 r = 1.0 r = 1.0

4.8 0.5/0.75 0.44/0.63 0.98/0.88 1.0/1.0 5. 0.52/0.76 0.45/0.64 0.98/0.88 1.0/1.02 5.93 0.71/0.72 0.59/0.6 0.93/0.89 0.91/1.41 0.61/0.94 0.89/0.92 0.39/0.59 0.11/0.47 0.25/0.53 0.38/0.59 0.44/0.63 0.4/0.6 0.41/0.6 0.38/0.59 0.53/0.69 0.33/0.56 0.26/0.53 0.24/0.52 0.32/0.56 0.95/0.62 0.78/0.68 0.98/0.89 1.09/0.96 1.02/0.91 1.0/0.92 0.93/0.81 1.01/0.92 0.97/0.87 0.97/0.87 0.89/0.77 0.97/0.86 0.98/0.86 0.97/0.83 0.91/0.78 0.91/0.93 0.94/1.37 0.99/0.93 0.86/0.32 0.6/0.67 0.77/0.92 0.89/1.01 0.77/0.96 1.0/0.96 1.0/0.92 0.88/1.1 1.0/0.84 0.99/0.69 0.99/0.67 1.0/0.82

1.19 7.24 0.73/0.99 1.34 11.02 0.97/0.98 1.45 4.62 0.42/0.71 1.0 -21.8 0.1/0.55 0.8 2.18 0.25/0.62 0.98 8.12 0.42/0.71 1.14 3.68 0.51/0.75 0.99 4.32 0.45/0.72 1.73 4.59 0.45/0.73 1.67 4.2 0.42/0.71 1.12 3.68 0.63/0.82 1.56 3.57 0.35/0.68 1.42 3.04 0.26/0.63 1.4 2.59 0.25/0.62 1.53 2.56 0.34/0.67

ROIOrg / SGYOrg = 6.52, 1.65

Servant Leadership Model