Tools and Diagnostics
Learning > Change > Results
Clarion Learning strongly recommends using a psychometric tool or learning instrument to support the development of personal self-awareness. Psychometric tools help people learn about their strengths and development areas. By providing a framework in which people can learn and talk constructively about similarities and differences, tools and diagnostics can significantly improve personal, team and organisational effectiveness.
As long as a learning instrument has been subjected to rigorous validity and reliability testing, there is no such thing as 'the best' tool or learning instrument. We use a range of tools and diagnostics to support us in our group and organisational learning processes; as part of the discovery, delivery and review phases.
As long as a learning instrument has been subjected to rigorous validity and reliability testing, there is no such thing as 'the best' tool or learning instrument. We use a range of tools and diagnostics to support us in our group and organisational learning processes; as part of the discovery, delivery and review phases.
"If the only tool you have is a hammer, you tend to see every problem as a nail." — Abraham Maslow
Inside-Out Leadership Development
We recommend that our clients adopt both an inside-out and an outside-in approach to leadership development. This generally ensures a well-balanced and effective learning experience.
Leadership learning instruments support the development of self-awareness (a key aspect of emotional intelligence - EQ) as a core element of leadership development.
Myers-Briggs_Type_Indicator_MBTI.pdf Herrmann_Brain_Dominance_Instrument_HBDI.pdf DiSC_Profile.pdf Intercultural_Development_Inventory_IDI.pdf Intercultural_Conflict_Style_Inventory_ICS.pdf Kolb_Learning_Style_Inventory_LSI.pdf Mayer_Salovey_Caruso_Emotional_Intelligence_Test_MSCEIT.pdf
Leadership learning instruments support the development of self-awareness (a key aspect of emotional intelligence - EQ) as a core element of leadership development.
Myers-Briggs_Type_Indicator_MBTI.pdf Herrmann_Brain_Dominance_Instrument_HBDI.pdf DiSC_Profile.pdf Intercultural_Development_Inventory_IDI.pdf Intercultural_Conflict_Style_Inventory_ICS.pdf Kolb_Learning_Style_Inventory_LSI.pdf Mayer_Salovey_Caruso_Emotional_Intelligence_Test_MSCEIT.pdf
Outside-In Leadership Development
360 degree feedback instruments give your leadership group a very clear impression of how their behaviour is perceived by members of their organization (including their manager, peers and direct reports) and gives them a chance to check on their ability to self-assess.
Generally a 360 instrument will either be developed based on your organization's unique leadership guidelines or principles or can be derived from current leadership development research, theory and best practice.
Leadership_Practices_Inventory_LPI.pdf Life_Styles_Inventory_LSI.pdf Global_Executive_Leadership_Inventory_GELI.pdf Multifactor_Leadership_Questionnaire_MLQ.pdf
Generally a 360 instrument will either be developed based on your organization's unique leadership guidelines or principles or can be derived from current leadership development research, theory and best practice.
Leadership_Practices_Inventory_LPI.pdf Life_Styles_Inventory_LSI.pdf Global_Executive_Leadership_Inventory_GELI.pdf Multifactor_Leadership_Questionnaire_MLQ.pdf
Team Surveys and Diagnostics
A similar, but not identical, version of these characteristics will also apply to virtual teams. Dr. Meredith Belbin and his team of researchers based at Henley Management College, England, studied the behaviour of managers from all over the world and identified nine different clusters of behaviour or 'Team Roles' that drove the success of a team. Each team-role has a combination of strengths and allowable weaknesses.
Team diagnostics can help any group of people working together to learn more about themselves and how they behave in groups. In their groundbreaking study of teams which they entitled 'Teamwork', Carl Larson and Frank Lafasto attempted to answer the question, 'What makes an effective team?' The results of their work were eight key characteristics which help to explain how teams develop or why they don't develop.
Teamwork_Survey.pdf
Virtual_Team_Assessment.pdf
Team_Barometer.pdf Belbin_Team_Roles.pdf
Team diagnostics can help any group of people working together to learn more about themselves and how they behave in groups. In their groundbreaking study of teams which they entitled 'Teamwork', Carl Larson and Frank Lafasto attempted to answer the question, 'What makes an effective team?' The results of their work were eight key characteristics which help to explain how teams develop or why they don't develop.
Teamwork_Survey.pdf
Virtual_Team_Assessment.pdf
Team_Barometer.pdf Belbin_Team_Roles.pdf
Change Tools and Diagnostics
To support the discovery phase of a change intervention, we often use the Organizational Barometer, a dynamic real-time diagnosis of your organization's current thinking around change, need for change and change readiness. It is derived from the theory of The Four Rooms of Change® - a unique and empowering model of change which was developed by the Swedish psychologist, Claes Janssen and deals with change, with what happens with people and organizations in change and transition and with how they can influence the change process.
Experienced problems and needs are identified and become the basis for group and organizational dialog and the creation of specific action plans.
Organizational_Barometer.pdf
Personal_Dialectics_with_the_Outsider_Scale.pdf Gender_Equality_Barometer.pdf Diversity_&_Inclusion_Barometer.pdf
Experienced problems and needs are identified and become the basis for group and organizational dialog and the creation of specific action plans.
Organizational_Barometer.pdf
Personal_Dialectics_with_the_Outsider_Scale.pdf Gender_Equality_Barometer.pdf Diversity_&_Inclusion_Barometer.pdf
Large Group Processes
When implementing change, we need to work at the individual, group and organisational level. The 'whole system' approach to organizational change informs us that no matter where we focus, there will always be an impact on the rest of the system. Large group interventions are customized around your specific organizational needs - based upon the results of the initial discovery phase.
Some of the first large group interventions were conducted in the UK back in 1960s by two consultants, Eric Trist and Fred Emery, based on their work with Wilfred Bion. They developed the first Search Conference as a way of 'unlocking the internal forces of the group' and inspired the development of Future Search, Real Time Strategic Change, Open Space Technology, Appreciative Inquiry and World Cafe methodologies.
Future_Search.pdf
Real_Time_Strategic_Change.pdf Open_Space_Technology.pdf Appreciative_Inquiry.pdf World_Cafe.pdf
Some of the first large group interventions were conducted in the UK back in 1960s by two consultants, Eric Trist and Fred Emery, based on their work with Wilfred Bion. They developed the first Search Conference as a way of 'unlocking the internal forces of the group' and inspired the development of Future Search, Real Time Strategic Change, Open Space Technology, Appreciative Inquiry and World Cafe methodologies.
Future_Search.pdf
Real_Time_Strategic_Change.pdf Open_Space_Technology.pdf Appreciative_Inquiry.pdf World_Cafe.pdf
Cultural Diagnostics
To support the discovery phase of a cultural change or integration process, Clarion Learning recommends the Adaptive Cultures Framework, developed by Alison Cameron and Andrew Brown. The Adaptive Cultures framework is a developmental model designed to build adaptive capacity within organisations. Rather than treating culture as a static destination, it views culture as a continuously living system that evolves to help organisations survive and thrive through disruption.
To humanely and sustainably develop an organisation's capacity, the framework focuses on three interconnected evolutionary levers. Individual evolution means cultivating deeper personal awareness, shifting individual mindsets, and building accountability to ensure people can be responsive to complex changes. Social evolution means shifting how people relate, communicate, and collaborate across boundary lines to build collective intelligence. Structural evolution involves transforming the explicit systems, governance mechanisms, strategies, and policies to align with and reinforce the intended cultural shifts.
Adaptive Cultures Insight Diagnostic Corporate_Values_Assessment.pdf Organizational_Thinking_Inventory_OTI.pdf
To humanely and sustainably develop an organisation's capacity, the framework focuses on three interconnected evolutionary levers. Individual evolution means cultivating deeper personal awareness, shifting individual mindsets, and building accountability to ensure people can be responsive to complex changes. Social evolution means shifting how people relate, communicate, and collaborate across boundary lines to build collective intelligence. Structural evolution involves transforming the explicit systems, governance mechanisms, strategies, and policies to align with and reinforce the intended cultural shifts.
Adaptive Cultures Insight Diagnostic Corporate_Values_Assessment.pdf Organizational_Thinking_Inventory_OTI.pdf