This article reviews various new approaches to assessing personality. They are divided into five areas: big data, wearable technology, gamification, video-résumés, and automated personality testing. These are briefly described and the available evidence for their psychometric properties considered. At this stage there is more absence of evidence of the psychometric properties of these new approaches than evidence of absence of their validity. There is limited, but growing, research on each of these methods that may offer new and improved ways of assessing personality. Test publishers and consultants report that their clients, interested in assessment, are eager to exploit the new technologies irrespective of there being good evidence of their reliability and validity.
{"title":"The New Technologies in Personality Assessment: A Review","authors":"Zohra Ihsan, A. Furnham","doi":"10.1037/cpb0000106","DOIUrl":"https://doi.org/10.1037/cpb0000106","url":null,"abstract":"This article reviews various new approaches to assessing personality. They are divided into five areas: big data, wearable technology, gamification, video-résumés, and automated personality testing. These are briefly described and the available evidence for their psychometric properties considered. At this stage there is more absence of evidence of the psychometric properties of these new approaches than evidence of absence of their validity. There is limited, but growing, research on each of these methods that may offer new and improved ways of assessing personality. Test publishers and consultants report that their clients, interested in assessment, are eager to exploit the new technologies irrespective of there being good evidence of their reliability and validity.","PeriodicalId":53219,"journal":{"name":"Consulting Psychology Journal-Practice and Research","volume":"30 1","pages":"147–166"},"PeriodicalIF":1.1,"publicationDate":"2018-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82770185","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This study investigated bright- and dark-side personality traits of participants in talent-development programs in a range of private Danish organizations (N = 602). Previous research has looked at the personalities of leaders and high performers, but we do not know much about those who are selected for talent-development programs. They resemble high performers and leaders by being more planful and organized, self-confident, persuasive, and trusting—but also manipulative and grandiose. However, the results indicate that becoming a participant in leadership-development program is largely a question of the selecting in of desired behavior rather than the selecting out of undesired behavior. The results support the use of personality instruments before selection to talent-development programs, in addition to being used as a part of these programs.
{"title":"The Bright and Dark Sides of Talent at Work: A Study of the Personalities of Talent-Development-Program Participants","authors":"Oluf Gøtzsche-Astrup","doi":"10.1037/cpb0000105","DOIUrl":"https://doi.org/10.1037/cpb0000105","url":null,"abstract":"This study investigated bright- and dark-side personality traits of participants in talent-development programs in a range of private Danish organizations (N = 602). Previous research has looked at the personalities of leaders and high performers, but we do not know much about those who are selected for talent-development programs. They resemble high performers and leaders by being more planful and organized, self-confident, persuasive, and trusting—but also manipulative and grandiose. However, the results indicate that becoming a participant in leadership-development program is largely a question of the selecting in of desired behavior rather than the selecting out of undesired behavior. The results support the use of personality instruments before selection to talent-development programs, in addition to being used as a part of these programs.","PeriodicalId":53219,"journal":{"name":"Consulting Psychology Journal-Practice and Research","volume":"46 1","pages":"167–181"},"PeriodicalIF":1.1,"publicationDate":"2018-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77347372","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Drawing from Huffcutt, Conway, Roth, and Stone’s (2001) taxonomy of employment-interview constructs, we hypothesized that asynchronous web-based video employment interviews would be associated with job performance and organizational tenure using a crowd-sourced sample of 75 employed professionals. We found that composite interview ratings and construct ratings of mental capability, knowledge and skills, applied social skills, and conscientiousness were significantly related to self-rated job performance. We also found that construct ratings of knowledge and skills and applied social skills were significantly associated with self-reported organizational tenure. Implications for web-based video employment-interview research and practice are discussed.
{"title":"An Investigation into the Validity of Asynchronous Web-Based Video Employment-Interview Ratings","authors":"C. Allen Gorman, Jim Robinson, Jason S. Gamble","doi":"10.1037/cpb0000102","DOIUrl":"https://doi.org/10.1037/cpb0000102","url":null,"abstract":"Drawing from Huffcutt, Conway, Roth, and Stone’s (2001) taxonomy of employment-interview constructs, we hypothesized that asynchronous web-based video employment interviews would be associated with job performance and organizational tenure using a crowd-sourced sample of 75 employed professionals. We found that composite interview ratings and construct ratings of mental capability, knowledge and skills, applied social skills, and conscientiousness were significantly related to self-rated job performance. We also found that construct ratings of knowledge and skills and applied social skills were significantly associated with self-reported organizational tenure. Implications for web-based video employment-interview research and practice are discussed.","PeriodicalId":53219,"journal":{"name":"Consulting Psychology Journal-Practice and Research","volume":"24 1","pages":"129–146"},"PeriodicalIF":1.1,"publicationDate":"2018-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83213599","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
One of the many activities that psychologists take part in is corporate consulting—which can be defined as the provision of counsel and advice on the human resources of organizations. Consulting psychology constitutes only a small part of this effort, perhaps less than 4% to 5% of the management-consulting market, but the psychologists who do this work, if they are to share the valuable knowledge that psychology has to offer to the business world in general and management in particular, must understand the context in which they practice—how corporate consulting started, how it evolved, and how the consultant’s role as expert fits into the business environment. This paper provides such an overview, drawing on research we conducted about corporate consulting that featured a content analysis of articles published in the The New York Times between 1978 and 2011. After describing the historical background of corporate consulting in the United States, we report on this study, summarizing its method and findings. We then discuss what our findings suggest for consultancies of all sizes that are competing in the corporate market, including consulting psychologists.
{"title":"A View of the Role of Expert in Corporate Consulting","authors":"R. Sahir, S. Brutus","doi":"10.1037/cpb0000113","DOIUrl":"https://doi.org/10.1037/cpb0000113","url":null,"abstract":"One of the many activities that psychologists take part in is corporate consulting—which can be defined as the provision of counsel and advice on the human resources of organizations. Consulting psychology constitutes only a small part of this effort, perhaps less than 4% to 5% of the management-consulting market, but the psychologists who do this work, if they are to share the valuable knowledge that psychology has to offer to the business world in general and management in particular, must understand the context in which they practice—how corporate consulting started, how it evolved, and how the consultant’s role as expert fits into the business environment. This paper provides such an overview, drawing on research we conducted about corporate consulting that featured a content analysis of articles published in the The New York Times between 1978 and 2011. After describing the historical background of corporate consulting in the United States, we report on this study, summarizing its method and findings. We then discuss what our findings suggest for consultancies of all sizes that are competing in the corporate market, including consulting psychologists.","PeriodicalId":53219,"journal":{"name":"Consulting Psychology Journal-Practice and Research","volume":"21 1","pages":"95–112"},"PeriodicalIF":1.1,"publicationDate":"2018-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75941366","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Should we get aboard the brain train","authors":"Robert W. Eichinger","doi":"10.1037/CPB0000107","DOIUrl":"https://doi.org/10.1037/CPB0000107","url":null,"abstract":"","PeriodicalId":53219,"journal":{"name":"Consulting Psychology Journal-Practice and Research","volume":"18 1","pages":"89-94"},"PeriodicalIF":1.1,"publicationDate":"2018-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78367360","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The growing popularity of neuroscience within consulting psychology is a blend of myth, hype, and grounded empirical research. This special issue of Consulting Psychology Journal: Practice and Research addresses recent advances, issues, and discoveries surrounding the neuroscience of coaching and consulting. To address these, the papers cover diverse topics from a variety of perspectives such as coaching, goal setting, interpersonal trust, and resilience. Each paper provides evidence-based research and practical implications for coaches, consultants, human-resources professionals, leaders, and organizations to enhance individual, team, and organizational effectiveness.
{"title":"Introduction to the Special Issue: Neuro-Mythconceptions in Consulting Psychology—Between a Rock and a Hard Place","authors":"K. Nowack, D. Radecki","doi":"10.1037/cpb0000108","DOIUrl":"https://doi.org/10.1037/cpb0000108","url":null,"abstract":"The growing popularity of neuroscience within consulting psychology is a blend of myth, hype, and grounded empirical research. This special issue of Consulting Psychology Journal: Practice and Research addresses recent advances, issues, and discoveries surrounding the neuroscience of coaching and consulting. To address these, the papers cover diverse topics from a variety of perspectives such as coaching, goal setting, interpersonal trust, and resilience. Each paper provides evidence-based research and practical implications for coaches, consultants, human-resources professionals, leaders, and organizations to enhance individual, team, and organizational effectiveness.","PeriodicalId":53219,"journal":{"name":"Consulting Psychology Journal-Practice and Research","volume":"65 1","pages":"1–10"},"PeriodicalIF":1.1,"publicationDate":"2018-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76633971","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In this article, we provide a review of the latest research on behavioral and cognitive strategies that cultivate resilience and change the brain. We begin with a primer on the neuroscience of emotions and stress and how the brain regulates them. Then we focus on two major pathways to building a resilient brain: (a) behavioral pathways (learnable behaviors and habits) and (b) cognitive pathways (learnable cognitive/linguistic strategies). For the former, we review behaviors that can directly down-regulate fear and stress, including facing fears and controlling stressors. We also review behaviors that can boost physical health and therefore resilience; these strategies include sleeping, exercising, and dietary restriction. In addition, we review social behaviors that can boost resilience, such as connecting socially and expressing gratitude. For the latter, we review cognitive pathways to resilience. These include emotion-regulation strategies such as verbal expression of emotion, affect labeling, and cognitive reappraisal. We also discuss cognitive-training approaches, including cognitive-bias modification, mindfulness training, and cognitive therapy. Finally, we discuss issues related to coaching resilience, including the neural bases of expectation, growth mind-set, and self-affirmation, three factors that can influence learning and effectiveness of the various strategies discussed in the article, and we close with a summary of the current understanding of resilience and the human brain.
{"title":"RESILIENCE TRAINING THAT CAN CHANGE THE BRAIN","authors":"G. Tabibnia, D. Radecki","doi":"10.1037/cpb0000110","DOIUrl":"https://doi.org/10.1037/cpb0000110","url":null,"abstract":"In this article, we provide a review of the latest research on behavioral and cognitive strategies that cultivate resilience and change the brain. We begin with a primer on the neuroscience of emotions and stress and how the brain regulates them. Then we focus on two major pathways to building a resilient brain: (a) behavioral pathways (learnable behaviors and habits) and (b) cognitive pathways (learnable cognitive/linguistic strategies). For the former, we review behaviors that can directly down-regulate fear and stress, including facing fears and controlling stressors. We also review behaviors that can boost physical health and therefore resilience; these strategies include sleeping, exercising, and dietary restriction. In addition, we review social behaviors that can boost resilience, such as connecting socially and expressing gratitude. For the latter, we review cognitive pathways to resilience. These include emotion-regulation strategies such as verbal expression of emotion, affect labeling, and cognitive reappraisal. We also discuss cognitive-training approaches, including cognitive-bias modification, mindfulness training, and cognitive therapy. Finally, we discuss issues related to coaching resilience, including the neural bases of expectation, growth mind-set, and self-affirmation, three factors that can influence learning and effectiveness of the various strategies discussed in the article, and we close with a summary of the current understanding of resilience and the human brain.","PeriodicalId":53219,"journal":{"name":"Consulting Psychology Journal-Practice and Research","volume":"108 1","pages":"59–88"},"PeriodicalIF":1.1,"publicationDate":"2018-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83648063","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Human beings are embedded in various organizations. Organizational cultures can promote prosocial behaviors such as trustworthiness or antisocial behaviors such as theft. Studies in social neuroscience have identified the neurochemical oxytocin as a key neurologic signal for trustworthiness. On the basis of the neuroscience research and field studies done in businesses, this article describes the key factors that can help to promote trust within organizations. A model is given for how to intervene in organizations to increase trust, and real organizational examples are used to show how various companies have done this. This approach to “neuromanagement” provides a scientific foundation to understand an important factor that affects performance in organizations.
{"title":"The Neuroscience of High-Trust Organizations","authors":"P. Zak","doi":"10.1037/cpb0000076","DOIUrl":"https://doi.org/10.1037/cpb0000076","url":null,"abstract":"Human beings are embedded in various organizations. Organizational cultures can promote prosocial behaviors such as trustworthiness or antisocial behaviors such as theft. Studies in social neuroscience have identified the neurochemical oxytocin as a key neurologic signal for trustworthiness. On the basis of the neuroscience research and field studies done in businesses, this article describes the key factors that can help to promote trust within organizations. A model is given for how to intervene in organizations to increase trust, and real organizational examples are used to show how various companies have done this. This approach to “neuromanagement” provides a scientific foundation to understand an important factor that affects performance in organizations.","PeriodicalId":53219,"journal":{"name":"Consulting Psychology Journal-Practice and Research","volume":"9 1","pages":"45–58"},"PeriodicalIF":1.1,"publicationDate":"2018-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81667231","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Neuroscience can shed light on the underlying mechanisms of coaching and provide important insights to facilitate development. These insights provide guideposts for a more effective, interactive coaching process that is most successful when it remains fluid, responsive, and centered on the client. In this article we introduce our general model, intentional change theory (ICT), and review findings from an initial brainimaging study that examines neural differences between 2 approaches to coaching: 1 called coaching with compassion (i.e., coaching to the positive emotional attractor— PEA); and the more typical approach to coaching, called coaching for compliance (i.e., coaching to the negative emotional attractor—NEA). This study showed that PEA coaching activates networks and regions of the brain that are associated with big-picture thinking, engagement, motivation, stress regulation, and parasympathetic modulation. Next we discuss research on the opposing domains hypothesis, showing that brain regions responsible for analytic thinking exist in tension with brain regions essential for socially and emotionally connecting with others and understanding ethical issues and being open to new ideas and learning. We extend these findings to explore how neuroscience explains different forms of empathy. In the next section we discuss neuroscience findings relevant to creating a culture of coaching in organizations. Finally, we discuss a further neuroscientific study of coaching that solidifies our understanding of the mechanisms by which coaching can help personal development. At the conclusion of each of the sections we discuss how these insights from neuroscience help inform effective approaches to coaching.
{"title":"The neuroscience of coaching","authors":"R. Boyatzis, A. Jack","doi":"10.1037/CPB0000095","DOIUrl":"https://doi.org/10.1037/CPB0000095","url":null,"abstract":"Neuroscience can shed light on the underlying mechanisms of coaching and provide important insights to facilitate development. These insights provide guideposts for a more effective, interactive coaching process that is most successful when it remains fluid, responsive, and centered on the client. In this article we introduce our general model, intentional change theory (ICT), and review findings from an initial brainimaging study that examines neural differences between 2 approaches to coaching: 1 called coaching with compassion (i.e., coaching to the positive emotional attractor— PEA); and the more typical approach to coaching, called coaching for compliance (i.e., coaching to the negative emotional attractor—NEA). This study showed that PEA coaching activates networks and regions of the brain that are associated with big-picture thinking, engagement, motivation, stress regulation, and parasympathetic modulation. Next we discuss research on the opposing domains hypothesis, showing that brain regions responsible for analytic thinking exist in tension with brain regions essential for socially and emotionally connecting with others and understanding ethical issues and being open to new ideas and learning. We extend these findings to explore how neuroscience explains different forms of empathy. In the next section we discuss neuroscience findings relevant to creating a culture of coaching in organizations. Finally, we discuss a further neuroscientific study of coaching that solidifies our understanding of the mechanisms by which coaching can help personal development. At the conclusion of each of the sections we discuss how these insights from neuroscience help inform effective approaches to coaching.","PeriodicalId":53219,"journal":{"name":"Consulting Psychology Journal-Practice and Research","volume":"20 1","pages":"11-27"},"PeriodicalIF":1.1,"publicationDate":"2018-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74740448","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
D. Adsit, Warren S. Bobrow, P. Hegel, B. Fitzpatrick
Much has been written about “rank and yank,” a management technique centered on annually pruning a workforce of low performers to raise average levels of organizational performance over time. Companies using this approach identify and fire the lowest performers in their workforce and replace them with new hires. As a general workplace practice, rank and yank has been harshly criticized on practical and theoretical grounds. Although rank and yank might not be suitable for all workplace environments, this paper postulates that it could be a powerful performance-improvement approach in certain conducive workplaces and goes on to outline why call centers are one such environment. This study then examines both the performance improvement and financial returns of a 5-year simulation of rank and yank within a call-center environment. The simulation was run under an ideal condition (no voluntary turnover) and for a more typical call center (30% voluntary turnover). Annually yanking the bottom 10% resulted in significant and rapid performance and financial gains in both the baseline and the more realistic call-center-turnover scenario. The authors conclude with a discussion of the issues call center leaders and consultants should think through before proceeding with a rank and yank implementation.
{"title":"The Return on Investment of Rank and Yank in a Simulated Call-Center Environment","authors":"D. Adsit, Warren S. Bobrow, P. Hegel, B. Fitzpatrick","doi":"10.1037/cpb0000103","DOIUrl":"https://doi.org/10.1037/cpb0000103","url":null,"abstract":"Much has been written about “rank and yank,” a management technique centered on annually pruning a workforce of low performers to raise average levels of organizational performance over time. Companies using this approach identify and fire the lowest performers in their workforce and replace them with new hires. As a general workplace practice, rank and yank has been harshly criticized on practical and theoretical grounds. Although rank and yank might not be suitable for all workplace environments, this paper postulates that it could be a powerful performance-improvement approach in certain conducive workplaces and goes on to outline why call centers are one such environment. This study then examines both the performance improvement and financial returns of a 5-year simulation of rank and yank within a call-center environment. The simulation was run under an ideal condition (no voluntary turnover) and for a more typical call center (30% voluntary turnover). Annually yanking the bottom 10% resulted in significant and rapid performance and financial gains in both the baseline and the more realistic call-center-turnover scenario. The authors conclude with a discussion of the issues call center leaders and consultants should think through before proceeding with a rank and yank implementation.","PeriodicalId":53219,"journal":{"name":"Consulting Psychology Journal-Practice and Research","volume":"166 1","pages":"113–128"},"PeriodicalIF":1.1,"publicationDate":"2018-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75835408","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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