IT's ALL ABOUT PEOPLE
THE “LIGHTHOUSE” PHOTOGRAPH
Establishing Certainty in Oceans of Complexity
The photograph was taken by David Barthel, North Shore Images Photography, www.northshoreimages.com
Life's fundamental question is: How do we establish some kind of certainty in the face of unpredictable complexity?
The Pacific Ocean was always a part of my growing up in San Francisco. I loved the beauty, sound, even the ocean’s smell, but I was scared of its power. But I also grew up around more channeled and predictable river waters. I learned to swim in California's Russian river and decades later to paddle a canoe in Wisconsin's rivers and the Boundary Waters Canoe Area. My limited understanding of the power of water was experiential and unrelated to life in general. But William James use of rivers to describe the “confluence” of mental forces strangely resonated in my mind more and more.
Eventually, these water lessons lead me to some insights about the way people come to think, feel, and make sense of their worlds. people are successful using comparable transformations modelled by water’s flow and life’s adventures.
During the 1980s I stumbled into the topic of structure and uncertainty while on sabbatical at the University of Wisconsin Madison in 1973. Fast forward through a few more decades of experiences living near the banks of Lake Superior, and I've begun to understand how structure is the framework that enables us to navigate through waters that always present uncertainty.
In life before GPS navigation, lighthouses and foghorns provided guidance to seafarers about where they were relative to land and safe harbors. But sometimes the complexity of fog and seawater overwhelms the certainty of the lighthouse and foghorn. The supporting evidence of 350 ships that lie on the bottom of Lake Superior convinced me of how important it is to establish high certainty in a complex and uncertain world. Human navigation on dry and familiar land, succeeds when it tests, evaluates, and successfully establishes reliable, valid “waypoints and reference locations of Certainty in Oceans and Galaxies.
IT’S ALL ABOUT DISCOVERING PEOPLE’S GRIT
The image for this section is a 50-pound gold nugget that was hidden by time and only discovered during the California gold rush (1848 to 1852). The value of the precious metal forever changed generations of lives. Those who made the difficult journey West in search of gold became known as 49ers because they rushed to California in 1849 expecting to find their own fortune lying there on the ground. But by 1850 the gold Nuggets just laying on the ground had all been picked up and the search became far more challenging.
The most valuable quality people bring to jobs today is GRIT. It’s seldom obvious and never easy to discover or develop. As Jonathan Swift wrote in 1729 : “it is in humans as in soils where sometimes there is a vein of gold, which the owner knows not of”. But sometimes an employer is lucky enough over the long haul to spot one’s exceptional perseverance.
It takes perseverance to sort through a collection of pretty, glittery stones casually gathered while walking through a process called hiring. If you pick up a shell or stone on the beach you don't want, you can just drop it back on the beach where it came from. It costs you almost nothing in terms of time effort energy or investment.
Not so when it comes to revenue generated and profit realized. The cost of each and every hiring error
The guesses from the U. S. Department of Labor are based on a rule of thumb that the cost of a bad hire Equals 30% of the bad hire’s first year earnings. And while numbers ranging between 15,000 and $250,000 sound pretty bad, even worse are the intangible costs associated with what a bad hire does to the good hires you already have. These costs are incalculable and irreversible.
An investment in proper psychological testing with tools specifically designed for use in the workplace will yield an ROI many times greater and will last decades longer. A thorough recruitment effort is designed to select the candidate best suited for the job. Candidate interviews at best only scratch the surface and can never substitute for an in-depth search of someone’s history, skills, abilities, expectations, and aspirations for his or her next work life.
Not testing for leadership abilities is similar to hiking through the Himalayas for the first time without the correct equipment and no map. If it doesn't kill you, it will leave you scarred for the rest of your life.
WHAT WE DO and DON’T DO
First, the “don’ts.” We don’t offer legal, accounting, or construction advice, nor do we advise builders on the best ways to orient a building for maximum Feng shui impact.
What we do offer is help with all things business that improves peoples’ results and enhances their lives. We provide our services in all stages of business growth from inception to succession. We help organizations, including everyone in them, to minimize the effects of sources for negative, fixed mindsets. We correct and we direct people in how they can formulate their own opportunities using a growth mindset. Our process helps people to design their own plans consistent with the organization’s “way of doing business,” ways that produce measurable results and profitability to the benefit of all concerned in and beyond the company.
OUR UNIQUENESS?
We know psychology from our academic training. We also know that when psychology is used with individuals and organizations, often it is seen as negative fault-finding and judged with great suspicion. Much of this perception comes from psychology’s history, with its reputation for treating human misery and dysfunction. It was only in the 1990s that another viewpoint started finding its “voice” within psychology. It’s now known as “Positive Psychology” and its basic premise is to develop and promote well-being as the powerful counterpoint to managing misery. We look for how and where you are very, very, good and, if you chose to, how you can be even better. We don’t diagnose how dysfunctional you are, and we most definitely don’t try to “fix” you. Dr. Al was an adopter of a wellness perspective twenty years before it was codified in the disciplines of positive psychology.
OUR PROFESSIONAL ASSESSMENT SKILLS
Our assessments can’t fix your mistakes, but they can help you prevent future mistakes. Assessments provide a window for you to see what you can expect from your employees, especially when stakes are high and when any slip-up could be disastrous.
Our assessments are tools and, like good tools, they are built to do one job very well, one or two jobs reasonably well, many other jobs not well at all. In adverse situations an inappropriate assessment can become a disaster. Unfortunately, untrained novices believe that any tool will work for any job. And in some minds, “Every job is a nail and the only tool you need is a hammer.” The most capable assessments work best when in the hands of experienced “Masters” who know the art of using these tools.
IT’S ALL ABOUT DISCOVERING
PEOPLE’S GRIT
The image for this section is a 50-pound gold nugget that was hidden by time and only discovered during the California gold rush (1848 to 1852). The value of the precious metal forever changed generations of lives. Those who made the difficult journey West in search of gold became known as 49ers because they rushed to California in 1849 expecting to find their own fortune lying there on the ground. But by 1850 the gold Nuggets just laying on the ground had all been picked up and the search became far more challenging.
The most valuable quality people always bring to a job is GRIT. To learn more please read “GRIT, by Angels Duckworth and visit the online “Character Lab”.
One’s true character is always hidden and never easy to identify. As Jonathan Swift wrote in 1729 : “it is in humans as in soils where sometimes there is a vein of gold, which the owner knows not of”. Over time an employer is lucky enough to spot an employee's TRUE GRIT and Perseverance. If you think you know how to spot this quality in any animal, please send us the video of your "well-trained dog".
It takes Rockhounds perseverance to sort through a collection of pretty, glittery stones casually gathered while walking through a process called hiring. If you pick up a shell or stone on the beach you don't want, you can just drop it back on the beach where it came from. It costs you almost nothing in terms of time effort energy or investment.
Not so when it comes to revenue generated and profit realized. The cost of each and every hiring error can be devastating to a business.
The guesses from the U. S. Department of Labor are based on a rule of thumb that the cost of a bad hire Equals 30% of the bad hire’s first year earnings. And while numbers ranging between 15,000 and $250,000 sound pretty bad, even worse are the intangible costs associated with what a bad hire does to the good hires you already have. These costs are incalculable and irreversible.
An investment in proper psychological testing with tools specifically designed for use in the workplace will yield an ROI many times greater and will last decades longer. A thorough recruitment effort is designed to select the candidate best suited for the job. Candidate interviews at best only scratch the surface and can never substitute for an in-depth search of someone’s history, skills, abilities, expectations, and aspirations for his or her next work life.
Not thoroughly testing for leadership abilities is similar to hiking through the Himalayas for the first time without the correct equipment and no map. If it doesn't kill you, it will leave you scarred for the rest of your life. Ask anyone who has made a regrettable hiring decision.
WHO USES TESTING?
People who do not fear assessments embrace and use the intelligence-gathering ability gained from well-designed assessment tools. The best assessments work especially well when in the hands of experienced professionals who understand the design of the tool and the art of using it skillfully.
A “robust” assessment will help you establish what is known about a person, what is being hidden about that person, what blind-spots you have about the person, and how much of that person is unknown to anybody, even the target person. An ideally “robust” test will have you making 100% correct and 0% incorrect decisions and judgments about a person.
Of course, there is no100% robust perfect assessment; therefore, test results will always have a chance to be incorrect. However, mistakes and severity of errors go up dramatically when the tool is in the hands of people who are untrained, inexperienced, or whose intentions are inconsistent with the purposes the tool was designed for. Testing lessens human ignorance but can never remove all possibility for new ignorance to appear.
WHERE DID TESTS COME FROM?
The short, incomplete answer: The Ancient Greeks. In reality, tests emerged from efforts to understand the body long before comparable efforts were made to understand the mind. Why? Mainly because you could dissect a working brain but a working mind was invisible. Even with today’s advancements in neuroscience and artificial intelligence (A.I.) most human mental capabilities remain unprogrammable.
Why should you care? Because many of today’s psychological test models are based on ancient, discarded assumptions that are well over a century old. Imagine that a test is like an automobile: If you were to put the body of a Chevy Corvette on the unaltered frame of a Model T Ford and then sell it as a sports car, the result would be something that looks really cool but should never be used anywhere on today’s highways. CAUTION: In the world of testing everything can be given the look and body of a “Corvette”.
WHAT’S UNIQUE ABOUT THE TESTS WE DO?
The primary question is: “What would you rather find out today than discover tomorrow when it’s too late?” Every good assessment is a tool designed to accomplish that specific job very well in the hands of a trained user. It’s the same reasoning reason why every skilled employee carries in his/her brain a mental toolbox containing the essential tools for doing assigned jobs well.
We use tests that are built with and driven by evidence and results. We refer to these tools as “data-driven” versus “theory-driven” tools that were popular in and before the 20th Century. Unfortunately, theory-driven tools retain their appeal long after their features and advantages have been disproven with evidence.
If we don’t have an available tool that meets our evidence criteria, we know how the building of one works, and how to meet the criteria of the American Psychological Association’s guidelines and standards for approved psychological tests. Our testing motto is:.
“If it exists, we will build a reliable, validated tool to measure it!”
TESTS IN OUR TOOLBOX
Skilled assessment people have toolboxes and the know-how to use the right tool for the right job. Some of the resources in our toolbox include:
Pre Employment Screening
| • | Profile Evaluation System – Personality Report |
| • | CRI Series (Guardian, Scoreboard, Performer, Best-Hire) |
| • | DISC and other “Stereotypic Styles” Tools |
Final Selection & Orientation
Development Needs and 360 Feedback
| • | Leadership Expressions |
| • | Development Needs Inventory - DNi 360 Assessments for Teams and our ONI for Entire Organization Inventories |
| • | Assessments for Teams & Entire Organizations |
Custom-Built Assessments and Online Surveys
| • | Please use the "Contact Us" tab and tell us what you want to assess. |
IT’S ALL ABOUT TRAINING PEOPLE’S MINDSETS
The Brain is your workshop and The mind is your toolbox. A brain workshop with no tools is the place where little work gets done, where things are put away on the “Someday Shelf” or into the “Get Around To It.” Box.
But the harsh reality is that it all just gathers dust and decays, or it generates dead weight for your “GUILT BIN”. Why does this problem persist? My answer is PSEUDO-TRAINING!
Anybody can “pseudo train” at any time as long as there are few hard skills and no soft materials to remember for more than a day. And of course there is definitely no emphasis on measurable results. The U.S. culture has shifted away from jobs with accountability, but you don't have to look very long to discover that many are there and are unstaffed.
The problem is that Leadership Accountability is complicated to teach and often dangerous to implement.
However, it has been an extremely lucrative arena for consultants and coaches to offer help. Those who teach soft skills but ignore hard talents are little better than those emphasizing talents while ignoring the soft skills for leading.
So I suggest that the training mindset should be: We will do our most so that every person has the opportunity, ability and personal responsibility to lead himself or herself to the best state of Individual well-being he or she desires.! Learn how to lead your whole self, mind, body, heart and soul before you start any job requiring leadership or supervisory responsibility.
WHO NEEDS WORKPLACE BRAINS?
There was a popular saying during the industrial revolution: “Workers are meant to do all the doing while Managers are meant to do all the thinking.” Today, workers who don’t have to think have a new name: “ROBOTS”. Building “robotics” is the skill to program a machine to do precise work repeatedly and with no thinking at all. They are cost-effective and make fewer mistakes than humans, but if something really confuses them, they shut down because the machine can’t “figure out uncertainty”. We still need human brains at work because handling uncertainty and ambiguity is a persistent issue for humans and robots to resolve.
WHAT DO WE KNOW ABOUT BRAINS?
Fifty years ago, one of my professors loved to describe the brain as a “great big bowl of spaghetti.” The only way to guess what any part of an animal’s brain did was to scoop out some of that spaghetti. Today’s technology has taken us from little scoops and brain blenders to CAT Scans, neurological imagery, chemical changes at the neuron level and even neuroplasticity, the ability of the brain to re-shape/reassign existing brain structure and processes.
The brain has gone from a great big “bowl of spaghetti” to a structure and process using 100 billion neurons, (+/ - a few billion). Now we can work with a model that in its adult configuration can modify, change and grow without requiring a bigger skull and it can also shrink and diminish in that very same skull.
HOW DO WORKPLACE BRAINS WORK BEST?
At this point in the 21st Century the practical answer is for the workplace to adopt “brain-friendly strategies.” Let the brain be whatever it is. While it’s convenient to place the responsibility for change on the workplace, the workplace has centuries of evidence implying that, whatever they try, fails to bring positive and profitable change.
We expect job-seeking people to come with abilities that enable them to say, do, feel and use their minds to think in ways that produce good results for everyone. That’s possible if brain, behavior AND personality work together, otherwise nothing improves, expenses go up and profits don’t.
A basic, capable workplace brain needs perceptual acuity, two types of memory, and the ability to resolve workplace uncertainty both proactively and reactively. But for the workplace brain to work best it needs a workplace mind with the ability to be imaginative and insightful to keep the workplace brain in working order. This is not an either/or choice, which is why “brain-only” strategies fail to produce long-lasting change.
HOW CAN WORKPLACE BRAINS BE ASSESSED?
In the 20th Century the only way to assess a human brain was to remove it from the body post-mortem. Needless to say, this wasn’t a prudent hiring process. However, by Year 2000 some tools and techniques had been developed that linked accurate measures of “reaction time” to select workplace perceptual and motor skills which were dependent on speed and accuracy.
These breakthrough methods allowed us to see physiological reading disorders like dyslexia to be different from historic assessments of “sub-normal intelligence” (IQ scores below 100) and thus better accommodate more workers to more environments and avoid further use of diagnostic stigmata.
Advancements in A.I. (Artificial Intelligence) will require more sophisticated simulations of how the human brain establishes certainty in the face of uncertain complexities (a process academic scholars used to refer to as “disambiguating the available stimulus information”). In practical examples, computer abilities to detect patterns and assign probabilities are assisting human brains to make correct decisions using robust estimates of probability. Training and workplace applications are on the horizon.
IT’S ALL ABOUT RESULTS
THAT REPLACE BAD HABITS
“STOPPING SOMETHING: From Polio Victims to Wiping out Polio”
As seasoned drivers every person understands that you do not come to a complete stop in the road when you are trying to change lanes. Coming to a full stop in the middle of a road can be fatal.
Whether you are stopping something old or starting something new, the common problem is redirecting your energy while maintaining your momentum. My bias is to speed up a little before I slow down, and that can be wise as long as it is safe to do under the existing driving conditions. If you are a daily driver in rush hour traffic, you understand these transitions every time you change lanes and automatically adjust your energy to get the task done and to get home in a timely and safe manner.
The Rotary four way test recited in every Rotary club in the world was conceived 1932 to stop a business from failing and restart it onto a successful path. worked in 1932 and it still works because it highlights a way of thinking that guides a way of doing good things
WHO NEEDS A WORKPLACE MIND?
“MINDS” are needed to account for how people in the work-world face different questions, intentions and unique episodes every day of their continual life stories. For practical purposes you bring your same brain into daily life, but you address daily life with different “mindsets” than what your brain was using in its resting state. Brain “plasticity” enables the working mind to adjust for conditions as required by a changing work environment and culture.
WHAT DO YOU KNOW ABOUT YOUR MIND?
In his ground-breaking book, “Cognition and Reality” (1967) Ulric Neisser lamented that “There is still no accounting for how people act in or interact with the ordinary (non-scientific) world.” He expanded his viewpoint writing:
“Lacking in ecological (everyday world) validity, indifferent to culture, even missing some of the main features (commonly recognized in) perception and memory as they occur in ordinary life, such a psychology could become (now is) a narrow and uninteresting field… The trend can only be reversed if the study of psychology takes a more realistic (everyday) turn (such as) a greater effort to understand thinking as it occurs in the ordinary environment, the real world.”
HOW DO WORKPLACE MINDS WORK BEST?
What Neisser called for was nothing less than a re-anchoring of scholarly psychology in the everyday world as we recognize it: a world where people go to work making things and selling things; a world of products, services and customers who themselves are tied directly to commerce and profitability; a world where results “talk” and you succeed or fail based on what those results say.
HOW CAN WORKPLACE MINDS AND WORKPLACE BRAINS COOPERATE?
Dr. Neisser helped pave the way for psychology to investigate how “mind” mediated the link between “brain stimuli” and “behavioral responses.” For a large part of the 20th Century
psychologists insisted that there had to be specific and direct connections between environmental stimuli and responses elicited by them from any level in the animal kingdom.
Unfortunately, the erroneous belief about stimulus-response connectionism is still alive, bad enough in the business world but particularly pernicious in the global community
of business consultants. When a mind isn’t present, both brain and behavior become unpredictable and excessively unmanageable. The mind is where certainty is resolved from
complexity.
AGENCY*: MIND & SELF AS AGENTS OF CHANGE
*Excerpted with permission from unpublished work by Dr. Martin E. P. Seligman
October 21, 2019
“We now stand at the dawn of the Age of Agency populated by fully agentic* individuals who peer into the future in order to flourish. If the potential barriers—nuclear war, pandemic, climate catastrophe, financial collapse—can be overcome, this will be an Age of Agency, in which the moral circle surrounding the Self will expand from an I to a We. This will be an Age of Creativity and this will be the first Age of Well-being.”
CLICK HERE for A Little Bit More that the Discerning Individual Might Want to Know.
IT’S ALL ABOUT RESULTS THAT PROMPT
THE ONE QUESTION AT THE RIGHT
MOMENT THAT CHANGES EVERYTHING.
Great Results Are Like Finding a Huge Gold Nugget to Talk About!
We all have that one compelling question at some time in our lives, and it can be about who, what, where, or when. But it most certainly cannot be “why” because that question prompts speculation where change requires visualizing implications and taking action.
IDEAS THAT CHANGED GOLD MINERS INTO ENTREPRENEURS, DOCTORS, AND WINEMAKERS,
When the gold laying on the ground or washed by rain into streams and rivers finally petered out, what do you suppose the gold miners next question focused on? As a descendant of GOLD RUSH prospectors my best guess is, ‘Now what can we do to stay in this land of endless opportunity?’
But I also know that the gold bug had bitten people often enough that the few entrepreneurs among them started up companies to dig mineshafts looking for rich veins and “the mother lode” of gold hidden deep underground. Those ventures didn't “pan out”.
After the miners had exhausted resources and energy they left the Sierra foothills to new entrepreneurs who envisioned wealth from another proven resource in California, It's ability to for the industry of winemaking to flourish.
WHO NEEDS MEASURABLE RESULTS?
You do! And here are two reasons why you need both measurable results and the know-how to interpret their meaning:
”First, If you Listen, Your Results Will Tell! Robust results give power to salient feedback, feedback that’s meaningful to you personally. Results that your mind and brain don’t care about emotionally will never be your own. “As LMI’s founder, Paul J. Meyer, loved to say: “Whatever you vividly imagine, ardently desire, sincerely believe, and enthusiastically act upon must inevitably come to pass".
And Second, From Your Listening to Results You Will Ask! The questions asked should be questions of Implication, also known as IF/THEN Questions. The best results often begin with these powerful questions that expand and intensify what’s possible to understand when you engage in a conversation based on evidence, data and interpretable results. Even 21st Century gold miners know the observable impact that jars of pure gold flakes have on people.
“Without Measurable Results You Aren’t Planning an Opportunity, You’re Just Dreaming!
But When Your Dreams Become Imagined Possibilities,
Then You’ve Unearthed an Opportunity to Plan!
WHAT DO WE KNOW ABOUT MEASURING?
For as long as humans have been curious they have been sorting out ideas on how to measure things consistent with their cultural value systems (think Stonehenge, Mayan and Egyptian temples, etc.). Scientists from Descartes (1644) to E. L. Thorndike (1918) have made it an axiom: If it exists, it can be measured! I would add that if you never measure “it”, you’ll never know or understand anything about it.
What’s needed to convert any observation into a datapoint that has robustness, which means the opportunity for refutation of the data? Any observation that can’t be refuted is dogma, not data, and feedback based on such data are speculations, not evidence.
What qualities separate interpretable data from media speculation? The five “MUST HAVE” qualities are:
1. Quantifiability as per rules for metrics
2. Specificity to Observable Criteria
3. Consistency, Reliability, Repeatability over Time
4. Immediacy/Timeliness in Delivery
5. Personal Saliency and Collective Meaningfulness
DATA, RESULTS AND INTERPRETATION
Everybody recognizes the “Bell Curve”, known in statistics as the “Normal Distribution.” It was invented by a Frenchman to decide what size uniforms should be made for Napoleon’s Army. In today’s real world nothing is an exact fit to the normal curve. Yet the Bell Curve is still in use to make important decisions almost daily. What should you use, realistically, with your measurable results and your planning process?
For as long as humans have drawn pictures of events they have been converting their data about the world into results. The ones who did the drawings knew what the data were saying (i.e., the results), but everyone who followed had to interpret the pictorial data and often derived different results from the same data. Data are never opinion-free, and they always promote self-evident truths!
DO RESULTS HELP YOU REACH DECISIONS?
Because data are never free of subjectivity in interpretations, decisions don’t show up at the end of some straight line of thought.. The best way to reach solid, data-driven
decisions is to use evidence that converges on the same conclusion/decision from diverse directions. The people who base claims on a single study are advertisers who want to
sell things, not scientists who want to improve things. Which do you want to do: sell things or change things? HOW ABOUT DOING BOTH!!
CLICK HERE for A Little Bit More that You Might Want to Know.
New Paths
IT’S ABOUT EXPLORING PUZZLING QUESTIONS AND USING THE ANSWERS TO FIND NEW PATHS.
The most frequently cited theory in the 19th Century for describing human nature was the “Approach / Avoid” model. It is still used today to symbolize primal forces driving all animal and human behavior.
The approach avoid theory assumes that a person or animal uses mental effort to stop doing one action before it can start doing an opposite action. This stop-and go paradigm places limits on how physical and mental energy can be put to new and different purposes. But imagine what would happen if a pray animal had to stop and think how to escape becoming the next meal for a predator animal.
Shifting energy instantly is a more realistic paradigm for immediately avoiding a crash or narrowly surviving something fatal, , but how do you model that in human beings?
Sometimes we refer to the need for” thinking on your feet”. That's our way of softening the command to “Do it NOW, ASAP!” This command-and-control model doesn’t gently suggest change that people might try sometime in the future while they synchronize their brain’s gears for “better growth, higher performance” and a better life somewhere down the line.
If you want your mind to work at its very best, then learn to apply proactive strategies and planning. Avoid getting trapped reactively when any emotional baggage has been delivered. Then, using tools that work to improve cognitive give and take, enjoy your enhanced mental ability and improved synchrony. That will enable you to make smooth shifts from one idea to the next idea. The question then would be: How can you build your brain’s shifting to achieve higher levels and construct inconceivable transitions to enable cumulative integrations of power and control.
Our proposition is nothing less than a call for a paradigm shift in psychology, one that would take us beyond the 19th Century and into the 24th Century.
One observable analog that can be seen in action today is a proven model for how energy can be shifted in race cars to win the race. Perhaps a comparable model works continuously in the brain using a chemical exchange of energy to “shift gears”.
We have reached the point of actually seeing neurons at work in the living brain. However, a healthy, brain has trillions of connections. Which ones will become primary waypoints representing destinations for ideas that keeps you alive? And how will significant waypoints be sustained and recognized with a unique identity? It will take a detailed view to help us build a true “mind’s eye view, Then, as with all explorers, there is a transformation, a shift in mindset analogous to when, centuries ago, the mind’s eye view of the earth went from flat to round.
You can turn your perspective into reality when the questions you ask enable us to formulate effective answers and strategic plans.
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EXAMPLES:
1. What do you really want and how will you get it?
2. Where are you trying to get to if the business is successful?
3. When do you want or need to get this done? Is there a deadline?
4. If you don’t do something soon, where will you end up?
5. When do you plan to start on this project?
6. How will you overcome the obstacles and resistance?
7. IF you choose to work with us, what would you expect to change?
8. If you have a particular change in mind, how would it fit in with your present organizational structure?
9. If we were successful at helping you make only one change, what
would that change be?
CONTACT OUR OFFICE
OUR PLAYERS INCLUDE:
● Allen M. Raffetto, Ph.D. Practicing Psychologist
Specializing in Assessment Building
• Samual F. Maitz, Head Coach, Trainer
Specializing in Results Management
• Nancy S. Raffetto, Ph.D., Animal Behavior Zoologist
Specializing in Question-Based Active Learning
• Marie Elisa I.T. Solution Architect at ResultsCX
Specializing in Project Development
OFFICE:
1324 New York Avenue, Head of Lake:
Superior, Wisconsin
54880
PHONE: Landline: 715 -718-1412
Mobile: 715-374-3725
EMAIL: dral@theraffettogroup.com
