The Black Box Model: a Talent Management Model for Grooming Transformational Leaders

Best Practice / Human Resources

The Black Box Model: a Talent Management Model for Grooming Transformational Leaders
Anyebe, Peter , HR Consultant, Nigeria

The mind is presented as the equipment that determines the level of consciousness, whether the person is stock with appearances or is able to perceive essentials; at which depth the black box is adequately described to outline system operation, as evidence of talent and leadership; both of which can be optimally developed in organisations that reward need with synergy, and ability with monetized ROI.

By the systems principle, phenomena are studied from three, 3 perspectives;
including the input, the output, and the system itself. The system is referred to as a
black box when its components and the relationships between them are not defined.
Then it is studied indirectly, from a comparison of its input and output, in the hope
that the system operation can be reconstructed. Given the wave model, as well as its
analogue the phenomenology model, it has been possible to define the form of being,
from which the standard procedure series is derived. This series actually
defines the black box, BB to describe the phenomenon, and at once outline the
procedure by which it is made. Every item on the series is uniquely located,
according to the relationships between them.

Leadership involves growing people from working with the acceptable, to working
with the appropriate standards. It is achieved when the BB can be reconstructed.
The growth happens via the synergy, SGY that groups create. Thus, every member of
a group benefits from the synergy that the group creates, for ROIApp > ROIPc. ROI is
a measure of the return on investment. It is larger for individuals when evaluated on
the appraisal model, ROIApp than when predicted for the same person on the
phenomenological compression kit, Pc-K, ROIPc. But leaders benefit less, for SGYF < 2;
and the followers benefit more, for SGYF ≥ 2. This distinction is achieved by a
measure of the performance index, PfI that approximates a unity (PfI ->1) for
leaders, but tends towards a zero (PfI -> 0), for followers.

Thus organisations offer two, 2 kinds of reward as follows:
  • Synergy, which caters for the need, CNd of the employees

  • ROI, which rewards the work done, according to their ability, CWk

As performance improves with the capacity to reconstruct the BB, need, CNd is
minimized; and ROI improves, with ability, CWk. The ROI is the basis for a
monetization model that translates knowledge into money as follows:

MROI = Profit / ROI

Both the profit and the ROI have to be measured on the same scale as below:

Profit = Sales – Production costs
ROI = Sales / Production Costs

When talent is identified correctly, work becomes a play, and effort is a breeze.
In this case, work involves the expansion of consciousness, to go beyond the level
of mere awareness of appearances, to identify the essential elements of phenomena,
which give it being. This is achieved via the learning process. Learning begins with
desire, which is resident in the emotion. But it remains dormant, until the will
becomes committed to the fulfillment of the desire. This makes available the energy
that is utilized by the intellect, for the following two, 2 processes:
  • Plot the path or procedure for desire fulfillment, CWk

  • Overcome the obstacles in the way of fulfillment, CNd

Then, C’ = CWk + CNd. This model measures consciousness, C’ as a function of the
capacity (effort? ) to overcome the vagaries of the environment that make
appearances attractive and dominant over the essentials. The attractions measure the
person’s need, CNd. While the procedure that is derived measures the work, CWk that
is done. The procedure, which is the product of the learning process, is also stored in
the emotion.

Behavior has been commonly grouped into two, 2 types as follows:
  • Reflex

  • Voluntary Motivated

Voluntary Motivated behavior is deliberate and has to be learned. But after the
procedure has been derived and stored in the emotion, it is recalled reflexively when
it is needed, without recourse to the intellect. However, whether learning is acted
upon or not, depends on how closely the procedure approximates the standard. This
means that to turn what is known into what is done, the standard needs to be
approximated. There are other possible standards, according to the values that the
group subscribes to. These would not be the right standards, although they may be
acceptable. A standard that is acceptable, but falls short of the appropriate, affects
sustainability, to reduce lifespan according to the extent of deviance. Then the
greater the deviance that is observed the larger the entropy, F that is contributed.
The second law of thermodynamics defines the acceptable level of entropy to the
physical environment. By this law, nature tends from greater order to greater
disorder. The normality principle defines the social equivalent of this law, to put the
acceptable limit of entropy contribution at a unity, for F=1. This has been formalized
on the productivity model presented below:

Nu ≥ 4
Ps ≤ 20%

RES = Response to Stimuli
RGT = Appropriateness of Response
Nu = Number of Essentials Identified
Ps = Position on the Pareto 80-20 Continuum

This is when the form of being has been perceived correctly, to derive the standard
procedure. In this case, the limits of development define the work that is to be done,
and growth defines the energy that is utilized. These account for the four, 4 items on
the series. The inefficiency that is observed in these processes defines the waste that
is exhausted, through the fifth item.

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Other Views by this Author: The Standard Procedure Series: a Phenomenology Model of Being That is the Basis for Performance Appraisal by the Sustainability Model | The Sustainability Performance Appraisal Model: The Kernel of a Talent Management Platform That Monetizes the Knowledge and HR Assets for Workforce Development, Engagement, and Retention | Describing a Quality Human Resource: Maturation | The Value Creation Model

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