motivational analysis of organizations

other people from the organization in which the respondent works rate the
organization’s probable choices on the inventory. Again, there is a check to see how
well the respondent’s perceptions match those of the other people. Some biases of
style(s) will become evident by this time. Differences in perceptions will not be random.
Another type of investigation is to pick out the type of person with whom the
respondent would most (or least) like to work and to have that person complete the
inventory. The comparison of the respondent’s and the other person’s preferences will
show what mix of styles complements (or jars) those of the respondent. If an individual
who is an extreme type of one of the four styles completes an inventory, the results can
show how differently the organizational world is perceived by someone with a more
extreme style. Discussions between different types of respondents can increase their
sensitivity about communicating and working with people whose styles differ from their
own.
By comparing one’s own mix of styles with those of the people who are highly
successful in the organization, one can see whether the style mix that he or she has
—perhaps unconsciously—chosen is realistically matched to the requirements of the
organizational situation.
This inventory also can be used to obtain group data. Aggregate data from the
inventory also can indicate what strategies people in an organization perceive as rational
for survival or advancement. These perceptions are likely to be linked closely with
loyalty—or the lack of it.
Obviously, this instrument can be used in conjunction with other instruments or
approaches. For instance, it complements a communications audit or Johari Window
activity. If another instrument reveals marked differences in the respondents’
perceptions of an organization, this inventory can be used to investigate the likely
sources of perceptual bias.
WORKING WITH SCORES
The respondents may wish to compare their responses with those of “the organization,”
or they may wish to compare their self-perceptions with someone else’s perceptions of
them. Individuals also may wish to contrast their own mixes of styles to the average
mixes for their work groups. The instrument also may be used to contrast an individual’s
early (on entry) mix of styles with the styles that the person has adopted after a certain
period of time within the organization.
The format for comparing scores in Figure 1 presents the data and their implications
more clearly than a string of numbers can. A three-by-four table with aggregate data
such as the one in Figure 2 can be used to review the primary tendency plus the extreme
scores in each category (across, top) for various groups of organizational personnel
(down, side). A chart could be used to determine, for instance, which groups “play it
safe” in regard to their style mixes and which groups gamble on one particular style or
The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer ❚❘ 3