Many people have different ideas on excellence. Likewise, organisations have varied views of success some targeting profit or market share, some return on investment or shareholder value, others having a valid purpose that delivers a quality service whilst also having a positive effect on the environment. Whatever type of excellence is pursued, the results are totally dependant upon on human cognitive ability - on the brain.
Neuroscience has learnt more about cognition and the human brain in the last 5 years than in the previous 5,000. It has revealed key aspects to the way humans learn, hone new skills, make decisions and ultimately reward themselves for what is deemed as excellent behaviour. These new discoveries are revolutionary and have a dramatic impact on performance in all areas. Theory of Human Excellence (THE) integrates these new findings with more traditional management theories to offer a single structure that covers all aspects required to deliver both human and organisational excellence. THE can also be used to update and extend stand alone management disciplines or techniques with these latest neurological discoveries to make them far more effective.
Boosting cognitive performance and understanding the dynamics of excellence provides the foundation for achieving excellence at both the collective and individual level. This is achieved by applying THE’s taxonomy of excellence, which has four tiers. The first tier is Natural Excellence which is based upon Evolutionary theory, combined with life science, to deliver a complete set of principles that define the code of life. This are then applied within the Natural Helix of Change to from the Dynamics of Excellence that explains the complimentary and opposing forces of Change, Repetition, Analysis and the Now. This is the highest level that can be applied to all aspects of growth, change and development. It encompasses the principles and framework to develop a strategy to achieve a purpose and deliver the vision, understand the effort and reward balance together with the cycles involved with continuous improvement.
Human Excellence is the second tier that uses the Derived Value Cycle plus the Human Cognitive Framework to define the dynamics of human thought, plus all the parameters or influences that affect the brain’s performance such as nutrition, sleep, conflicting stimulus, energy reserves, stress, temporal demand, or general attitude towards the goal of the task. This facilitates skills such as accelerated learning and ensuring that the correct state of mind is used to deliver the required performance and achieve excellence. It ensures that the critical components are in place to deliver exceptional performance in any chosen role or pursuit. This framework is combined with the Human Decision Executive model that describes how the brain's central executive functions and processes the decision stack.
The next level is the Behaviour Map that categories types of cognitive thought and delivers a map for recognising the appropriate decision making process or behavioural traits including the rational for conflicting thoughts or behaviours. Incorporated within this tier is the Universal Profiling Model that is a versatile behaviour profiling system that can be applied to many areas including Advanced Integrated Decisions (AID) which is a unique version of integrative thinking, plus personality profiling. Also, within this tier is the Nature of Teams framework. This promotes cooperation amongst humans and provides a framework containing the key principles, operational concepts and guidance for positive human interaction promoting strong collaboration and group excellence. The Behaviour Map is fundamental to defining the characteristics of learning, decisions, roles, interaction, collaboration, conflicts and categorising the types of behavioural processes humans portray.
The last tier within THE taxonomy is Process Optimisation that provides a set of attributes based upon the Dynamics of Excellence that can be used to describe and measure any process. This optimisation process can be used to define the ‘as is’ situation together with the desired ‘to be’ improvement. Actions can then be devised to steer the change process to deploy the improvements taking into consideration the affect on the employees involved, as a result of their behaviour map devised from the Universal Profile Model, and the Cognitive Load Template together with the feedback from the process.
For more information on the Theory of Human Excellence email firstname.lastname@example.org