(Continued from my previous post regarding Directive Communication Organizational Development Psychology Interview kit)
2. Identify if a candidate’s emotional and cultural fit with the job description and organisational culture
a. The kit employed is the Colored Brain Communication Cards (CBC Cards)
Background
The CBC cards were researched, designed and refined by Arthur F Carmazzi over a 2 year period with more than 4000 trails. They are designed to elicit subconscious thoughts, emotions and even forgotten memories associated with a specific centre of attention. They function through drawing out subconscious associations to specially selected and created pictures.
The perceptive mechanism in decision making and information delivery uses available conscious references and accesses feelings, knowledge, and information related with that decision or centre of attention. CBC cards aid in extracting and the consolidation of these thoughts, information and feelings by introducing a visual catalyst that stimulates the association between ideas, thought processes, logic, and emotions.
When the Cards are used in a “Game” apparently unrelated to work, the visual cortex and subconscious take over and the mind relaxes its defenses, allowing a more honest communication to surface. The “character” of the subconscious becomes visible and one can observe truth over the need to impress.
b.
i. CBC Cards Application in Interviews
1. Topics that are typically not connected with a job or interview are used to recognize specific emotional drives that indicate fundamental values and motivations that drive their action and desires in life and work. This component of the CBC card application makes possible for the interviewer to understand wheatear the candidate is emotionally and mentally suited to fit in the corporate culture, vision, and organizational and brand values. This identifies if the type of job they would excel in and the type of job that they would underperform in. This is all exposed when a candidate explains what each card stands for.
2. A definite differentiation of the candidate’s primary emotional drive enables the interviewer to understand a candidate’s real reason for desiring to work in the organization and the gratification they will get from their job.
3. The process by which the candidate looks through the cards and the relationship the cards have toward each other can recognize some of the communication processes unique to that individual and expand on the outcomes from Colored Brain Communication Inventory.
4. The candidates type of cards and any structure the candidate uses to exhibit the cards also has an indication with the candidates possible work processes.
5. The types of cards that are selected, when cross referenced with the process of selecting the cards, identify perception and communication processes which also specify who they will work well with and who they will have conflict with.
ii. Other applications of CBC Cards include:
1. As Coaching Tools
2. To evaluate the process by which someone really feels about a situation or project.
3. To communicate to yourself and others at the deepest most intimate levels.
4. To have a greater insight about decisions you have to make.
5. Have a better realization of the effects for actions you need to take.
6. Helping others to realize a greater meaning in what they are doing.
7. Realizing the requirements of those you work with and expressing your needs.
8. Creating deeper communication between people working together.
9. Establishing the motivating components in an action or decision.
10. Discovering greater insights about products or services.
11. Innovative idea generation and brain storming.
From Indonesia, Jakarta
122. Identify if a candidate’s emotional and cultural fit with the job description and organisational culture
a. The kit employed is the Colored Brain Communication Cards (CBC Cards)
Background
The CBC cards were researched, designed and refined by Arthur F Carmazzi over a 2 year period with more than 4000 trails. They are designed to elicit subconscious thoughts, emotions and even forgotten memories associated with a specific centre of attention. They function through drawing out subconscious associations to specially selected and created pictures.
The perceptive mechanism in decision making and information delivery uses available conscious references and accesses feelings, knowledge, and information related with that decision or centre of attention. CBC cards aid in extracting and the consolidation of these thoughts, information and feelings by introducing a visual catalyst that stimulates the association between ideas, thought processes, logic, and emotions.
When the Cards are used in a “Game” apparently unrelated to work, the visual cortex and subconscious take over and the mind relaxes its defenses, allowing a more honest communication to surface. The “character” of the subconscious becomes visible and one can observe truth over the need to impress.
b.
i. CBC Cards Application in Interviews
1. Topics that are typically not connected with a job or interview are used to recognize specific emotional drives that indicate fundamental values and motivations that drive their action and desires in life and work. This component of the CBC card application makes possible for the interviewer to understand wheatear the candidate is emotionally and mentally suited to fit in the corporate culture, vision, and organizational and brand values. This identifies if the type of job they would excel in and the type of job that they would underperform in. This is all exposed when a candidate explains what each card stands for.
2. A definite differentiation of the candidate’s primary emotional drive enables the interviewer to understand a candidate’s real reason for desiring to work in the organization and the gratification they will get from their job.
3. The process by which the candidate looks through the cards and the relationship the cards have toward each other can recognize some of the communication processes unique to that individual and expand on the outcomes from Colored Brain Communication Inventory.
4. The candidates type of cards and any structure the candidate uses to exhibit the cards also has an indication with the candidates possible work processes.
5. The types of cards that are selected, when cross referenced with the process of selecting the cards, identify perception and communication processes which also specify who they will work well with and who they will have conflict with.
ii. Other applications of CBC Cards include:
1. As Coaching Tools
2. To evaluate the process by which someone really feels about a situation or project.
3. To communicate to yourself and others at the deepest most intimate levels.
4. To have a greater insight about decisions you have to make.
5. Have a better realization of the effects for actions you need to take.
6. Helping others to realize a greater meaning in what they are doing.
7. Realizing the requirements of those you work with and expressing your needs.
8. Creating deeper communication between people working together.
9. Establishing the motivating components in an action or decision.
10. Discovering greater insights about products or services.
11. Innovative idea generation and brain storming.
From Indonesia, Jakarta
(Continued from my previous post regarding Directive Communication Organizational Development Psychology Interview kit)
3. Identifying potential problem areas that could arise in work environment, work priority motivation, productivity potential and time organization. Tool #3 in Interviewing for Cultural Fit
a. The tool used is the World of Work Map
Background
The World of Work Map was researched and designed by Arthur F Carmazzi. It was created to manifest the motivational and sometimes destructive paths one takes in areas of work. It is fundamentally a spreadsheet of characteristics and experiences disguised as an old world map.
Since the brain is mainly influenced by the visual cortex, appearances (and how it is framed) have an effect on the way the brain deals with information. Conscious references of poor performance and priority become clouded in the “game” and truth once again appears. The centre of attention is transferred to game rather than to the effect of the information.
Through a sequence of questions related to the global “idea” of work, a payer reveals global problems or harmony that would be inherent in how others react to them in a work environment.
The continent ranking processes of importance and frustration expose uses of time and the player’s motivational priorities.
i. The illustrations of good and bad are visible on the map as metaphors. So whenever your brain is working in metaphors then you are likely to be less restrictive in your thought process and more honest when dealing with things at a more subconscious thought level.
ii. The map illustrates 5 continents separated into 5 distinct areas that have positive and negative representations.
* Continent 1: Meeting Land and the Cliffs of Death - metaphor for meetings
* Continent 2: Social Jungle and the Desert of Despair - metaphor for social encounters at work
* Continent 3: Directive Interaction Forest and the Swamps of Darkness - metaphor for communicating about specific action
* Continent 4: Team Mountain and the Mountain of Fire - metaphor for working in teams
* Continent 5: Solo Caves and the Bottomless Pit – metaphor for working alone
* The center of continents is the ‘unknown’ Unchartered Waters
It provides you a representation of an office related work environment and reduces a candidate’s defenses due to the fact that it seems to be playing a game.
When a candidates mind in this more relaxed state it gives you an opportunity to make associations to these metaphors that go back to your working environment, discover where your productivity is, and reveal the way you feel in different work functions and work sphere, both positive and negative.
Each continent on the map is also connected to a chunk of information about something a candidate might do. Because of that it is easier to bring out thoughts and feelings regarding priorities and to see how much time a candidate spends in these work spheres. When you rank these in order of importance, it helps to identity where your priorities is located.
Also due to the fact that these meeting land areas are separated into chunks it becomes a place where you have a different viewpoint. When you make use of the map it gives you an opportunity to recognize “your” map of how you actually work, how you get the feelings regarding certain areas and what complications you face in those work spheres. Think of it as a travel map, ask yourself what are the sights you would see, what fun things you would do or what experiences you have had in this place.
The fundamental result is that an interviewer will determine how this candidate:
* Will Improve or Ruin CORPORATE CULTURE
* Will have an effect on the VALUES and MOTIVATIONS of the people they work with
* Will provide MORE THAN JUST SKILL to the department or team they’d be joining
* Would manifest LEADERSHIP within an organization
* Would WORK UNDER PRESSURE
There are thousands of Books on how to do well in an Interview but none to date about beating this system. Candidates can fool you consciously, but the subconscious will always expose the truth.
The process takes between 20 to 40 minutes to complete a full interview and realize if the candidate that is being interviewed, is indeed the desirable employee.
From Indonesia, Jakarta
3. Identifying potential problem areas that could arise in work environment, work priority motivation, productivity potential and time organization. Tool #3 in Interviewing for Cultural Fit
a. The tool used is the World of Work Map
Background
The World of Work Map was researched and designed by Arthur F Carmazzi. It was created to manifest the motivational and sometimes destructive paths one takes in areas of work. It is fundamentally a spreadsheet of characteristics and experiences disguised as an old world map.
Since the brain is mainly influenced by the visual cortex, appearances (and how it is framed) have an effect on the way the brain deals with information. Conscious references of poor performance and priority become clouded in the “game” and truth once again appears. The centre of attention is transferred to game rather than to the effect of the information.
Through a sequence of questions related to the global “idea” of work, a payer reveals global problems or harmony that would be inherent in how others react to them in a work environment.
The continent ranking processes of importance and frustration expose uses of time and the player’s motivational priorities.
i. The illustrations of good and bad are visible on the map as metaphors. So whenever your brain is working in metaphors then you are likely to be less restrictive in your thought process and more honest when dealing with things at a more subconscious thought level.
ii. The map illustrates 5 continents separated into 5 distinct areas that have positive and negative representations.
* Continent 1: Meeting Land and the Cliffs of Death - metaphor for meetings
* Continent 2: Social Jungle and the Desert of Despair - metaphor for social encounters at work
* Continent 3: Directive Interaction Forest and the Swamps of Darkness - metaphor for communicating about specific action
* Continent 4: Team Mountain and the Mountain of Fire - metaphor for working in teams
* Continent 5: Solo Caves and the Bottomless Pit – metaphor for working alone
* The center of continents is the ‘unknown’ Unchartered Waters
It provides you a representation of an office related work environment and reduces a candidate’s defenses due to the fact that it seems to be playing a game.
When a candidates mind in this more relaxed state it gives you an opportunity to make associations to these metaphors that go back to your working environment, discover where your productivity is, and reveal the way you feel in different work functions and work sphere, both positive and negative.
Each continent on the map is also connected to a chunk of information about something a candidate might do. Because of that it is easier to bring out thoughts and feelings regarding priorities and to see how much time a candidate spends in these work spheres. When you rank these in order of importance, it helps to identity where your priorities is located.
Also due to the fact that these meeting land areas are separated into chunks it becomes a place where you have a different viewpoint. When you make use of the map it gives you an opportunity to recognize “your” map of how you actually work, how you get the feelings regarding certain areas and what complications you face in those work spheres. Think of it as a travel map, ask yourself what are the sights you would see, what fun things you would do or what experiences you have had in this place.
The fundamental result is that an interviewer will determine how this candidate:
* Will Improve or Ruin CORPORATE CULTURE
* Will have an effect on the VALUES and MOTIVATIONS of the people they work with
* Will provide MORE THAN JUST SKILL to the department or team they’d be joining
* Would manifest LEADERSHIP within an organization
* Would WORK UNDER PRESSURE
There are thousands of Books on how to do well in an Interview but none to date about beating this system. Candidates can fool you consciously, but the subconscious will always expose the truth.
The process takes between 20 to 40 minutes to complete a full interview and realize if the candidate that is being interviewed, is indeed the desirable employee.
From Indonesia, Jakarta
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