Intro to MCPA

8/11/2019 Intro to MCPA

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Intro to MCPA Feb 11 2011 EDAC/Bioss All Rights ReservedSlide 1

Introduction to MCPA

February 2011


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MCPA Appreciation of Capability

A powerful research-based instrument, drawing on Levels of Worktheory (Gillian Stamp, Elliott Jaques, Owen Jacobs), which looks at 7

complexi ty bandsand their associated management themes

Underlying assumption (Jaques) is that for most adults, capability

increases over time, therefore Growth Curvesare provided to show

assessment of present capability and estimated potential for

capability growth

An online and computer-based variant of the full Career Path

Appreciat ion(CPA) developed by Gillian Stampat Bioss in the UK

Jointly developed by EDAC and Bioss


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What do we mean by Capability?

Level 7Bringing into being current andnascent contexts for futuregenerations

CorporatePrescience

20-50years

Level 6

StrategicManagement Creating and sustaining a climate

to protect strategic units, embedthem in host cultures and alert

CorporateCitizenship

10-20years

Level 5Ensuring the external and internalviability of the enterprise as a

financial and social entity

Strategic

Intent

5-10

years

Level 4

OrganisationalManagement Managing current products/

services, systems and practices,and the changes required to alignthem with the strategic intent

StrategicDevelopment

2-5years

Level 3

Providing practices and systemsto support production or service,to contain costs, realise purpose

and enhance reputation

Practice1-2

years

Level 2Responding to both the obviousand underlying complexities ofparticular situations or people

Service3-12

months

Level 1

DirectManagement

Making or doing something to aspecified output, on which the

viability of the organisation dependsQuality

From 1day to 3months

them to possibilities of evolution

Bioss with overlay from Jim Collins Good to Great (with permission)


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MCPQ - Questionnaire

Takes the CPA Phrase Cards - the element of CPA which research

has shown accounts for the largest amount of significant unique

variance in the overall CPA rating

Presents these in 9 sets of 6 phrases in the MCPQand requirescandidates to select their most and least preferred phrases, and give

explanations for their choices

Requires candidates to define their personal time horizons


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MCPQ Phrase Card Contexts

I General principles

II General process

III Overall approach and attitudeto rules

IV Approach to each task

V First action on a problem

VI Reaction to uncertainty

VII Reaction to gaps in

knowledge

VIII Generating a solution

IX General reaction to conflicting

results


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7/24Intro to MCPA Feb 11 2011 EDAC/Bioss All Rights ReservedSlide 7

The MCPQ Questionnaire

Available in English, Dutch, German, Swedish, Spanish, Portuguese(Brazil), Portuguese (Europe), French (Ivory Coast) and Chinese

MCPQ is completed online

Takes 45-60 minutes to complete

Results emailed automatically to associates for importing into theMCPA program



The MCPA Program

This is not a psychometric instrument

The phrase selections, responses and selection of time frames form the

basis of a guided conversationbetween the counsellor and the candidate

that follows the Bioss conventions of appreciative conversation

In this conversation the counsellor uses his or her knowledge of Levels ofWork to come to a considered view about a candidates:

Current level of work complexity andCurrent Level of Capability

(CLC)

and by relating CLC to age

Likely growth in capability over time orDevelopment Curve



An Appreciative Conversation

The hallmark of an appreciative conversation is that people listen without

judgement, do not seek consensus or compromise but share the sole

purpose of continuing the conversation in order to sustain relationships ofmutual respect.

Gillian Stamp, 2008



On-screen Validation Interview



MCPA

The counsellor is required to confirm or change the initial

computer-generated result according to the outcome of the

validation interview, and to record the reasons for doing so

The counsellor may also record the degree to which thecandidate is in Flow



Counsellor Validation & Notes


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MCPA

The program then computes the candidate's position on a series ofage-related development curves

These curves link Current Capability and age to show predicted

growth in capability, showing:

Complexity bandTheme

Development Curve

Management tasks and responsibilities

Decision-making Time Horizon

Time line - available with a right-click

Current Capability, Development Curveand Assessed Potential

are highlighted


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Candidate Time Line

Shows growth in capability over time for the individual being assessed


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Flow Chart

If the counsellor has been able to come to an opinion about the

candidates Level of Work, or if the Candidate has given their

perception of Flow, and the relevant details have been entered on the

Counsellor Review Screen, these will be presented on the Flow Chart

In the following example the candidates Current Level of Capability

greatly exceeds the Level of Work of his present role, and he is

therefore feeling very much out of Flow


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Candidate Flow Chart


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MCPA

The program offers a comprehensive report facility, which includes a

formal record of the candidates responses and the counsellor-

determined Development Curve result

It also includes a simple team analysis for summarising group results

Team results can be displayed on Development Curves and projected

into the future to show how they will develop over time


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Eight Report Tabs


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Summary of Final Results


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Team Results Projected over Time


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MCPA Outcomes

Helps candidatesunderstand

Whether or not their capabilities match their current role - if they are

in Flowor not

How they should be looking to develop their career paths

The nature of work that is likely to give them the highest level of

satisfaction


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MCPA Outcomes

Helps organisat ionsunderstand

Where their talent lies

Where they are fat and where they are thin in terms of staffinglevels/capabilities/work challenges

With the broader application of Levels of Work, how to develop lean

and efficient management structures

Why morale may be poor or performance lagging


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End of Intro to MCPA

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Intro to MCPA