Session 3:Challenges in iWAM Interpretation

iWAM Professional Development Program

iWAM Professional Development

PurposeProvide a forum to explore key issues in the interpretation and application of the iWAM

Goal of the ProgramHelp certified professionals increase their knowledge and skill in using the iWAM with individuals, pairs, teams, and organizations.

The Structure•Designed network experienced professionals who share their knowledge and experience with each other•Each session lasts 75 minutes•Sessions held on the Internet with GoToMeeting•Sessions are recorded for archiving

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#3 – iWAM Interpretation

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1. Personal Experiences in Interpretation Challenges

2. Understanding the Basis of Interpretation Challenges

3. Things You Can Do to Deal with Challenges

4. Miscellaneous Notes1. Interpretation (Absolute/Relative in the Resource

Guide)2. New format for Paired Comparison Report

(Matches)3. Custom Introduction (MetaReport Subscription)

#3 – iWAM Interpretation

Anneli – Challenge created by the volume of information (“too much to interpret) as well as the nuances of complexity. Client wanted simplicity.

Idea: Have the client choose which areas on which they would like to focus.

Using it with Michael Hall’s Axes of Change Model with politicians (4 pairs of patterns). Coaching on, their orientation to change etc. Uses the iWAM scores to show them where they might have strengths and be having challenges.Blanca – There was a question about how to interpret the Clock and the relationship of the Clock to absolute and relative scores.Denise – Asked about the possible relationship between the Power pattern and the Assertive pattern. Are they related/overlapping/etc.?

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There were also discussions about the following interpretive challenges:

The CFO who scored low on Problem Solving, but responded with “I do a lot of it and I’m good at it!”

The top manager who objected to a very high Power score as being inaccurate and having the organization’s founder confront the individual with the statement, “But you’re a control freak!”

A discussion of a president who is low on Power and high on Affiliation and the challenges it creates for leading the top team.

Note: There was also a comment from a Canadian participant about the usefulness of the current Canadian Standard Group that was created in 2002. We indicated that all the research and documentation had been created for a new (2011) Canadian Standard Group and that we would take action to get it in place.

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