PEAK Process Roles

INTRODUCTION 

PEAK Process Roles are essentially decision-making perspectives. People have different ways in which they process information and make decisions. They also have different ways of communicating and related to others. The focus here is on the varying ways people perceive the world and resolve conflict. These process roles are key to better understanding how we work with others.

A greater understanding of the strengths and challenges found within these process roles affords us the opportunity to better work together. We tend to think that others process information and make decisions in the same manner that we do.  By understanding the differences, we can better focus on the strengths of each role and see the value that differing perspectives bring to a team or project. We also have a better understanding of how to resolve the conflicts that can arise from different perspectives.

When working on a group project, it is important to have different process roles on your team. Each is crucial in getting a task done. Some people are better at leading and seeing the big picture while others are better working with the details and ensuring tasks get done. Some people are better at building strong committed relationships within the team while others are better at rallying people into action. We have a stronger product in the end when we have varying perspectives at the table.

When hiring people, bosses tend to hire people most like them. This is how we generally choose our friends, as we are drawn to people most like us. As such, work teams tend to be strong in certain areas, but weaker in others. More effective hiring practices focus on what is missing within a team and hiring people who bring these missing skills and attributes to the team. Managed effectively, teams with varying perspectives can result in greater productivity and stronger results.

Unlike personality roles, process roles can be learned to a certain degree. We can take on different process roles, depending on the situation we find ourselves in. When the strengths of a particular process role are missing on a project or team, others may have to step up and take on the aspects of this role to get the work done. This is very common, in particular, for entrepreneurs who work on their own. This approach is very limited, as we are like actors in a play. We can assume the role but only to a certain degree.

The PEAK Process Roles reflect what our strongest and most visible traits are. People though are complex and are usually some combination of the four process roles. In most cases, one type appears to be more predominant.  This is the role we feel most comfortable with. It is also the role we naturally gravitate towards when under stress. By capitalizing on the strengths of our dominant process role, we can more effectively and powerfully work with others.

Note: There is a vibration between process roles that is constantly occurring. This dynamic set-up creates a dissonance between ways of being and ways of doing that compels positive interactions between people. This interaction occurs at a high speed, as well as internally.

COMPARISON OF THE PEAK PROCESS ROLE MODEL TO OTHER MODELS:

 The PEAK Process Role model was developed through years of investigation and research, including over 15 years of human resources experience observing team interactions in various environments and situations.

Ezekiel 590BC Ox Man Lion Eagle
Empedocles 450BC Earth Fire Air Water
The Seasons Autumn Summer Spring Winter
Hippocrates 370BC Black Bile Yellow Bile Blood Phlegm
Hippocrates 370BC ‘Four Qualities’ Cold and Dry Hot and Dry Hot and Moist Cold and Moist
Plato 340BC (M) Sensible Intuitive Artistic Reasoning
Aristotle 325BC ‘Contribution to Social Order’ Common-Sense and Care-Taking Intuitive Sensibility and Morality Artistic and Art-Making Reasoning and logical investigator
Aristotle 325BC ‘Four Sources of Happiness’ Acquiring Assets Moral Virtue Sensual Pleasure Logical Investigation
Galen 190AD ‘Four Temperaments’ or ‘Four Humours’ Melancholic Choleric Sanguine Phlegmatic
Paracelsus 1550 ‘Four Totem Spirits’ Industrious and Guarded Gnomes Inspiring and Passionate Nymphs Impulsive and Changeable Salamanders Curious and Calm Sylphs
Carl Jung Sensor Feeler Intuitor Thinker
Eduard Spranger 1914 Four Value Attitudes Economic Religious Artistic Theoretic
Ernst Kretschmer 1920 Depressive Oversensitive Manic Insensitive
Hans Eysenck 1950s (trait examples from his inventory) Sober, Reserved, Quiet, Rigid Restless, Excitable, Optimistic, Impulsive Lively, Talkative, Carefree, Outgoing Careful, Controlled, Thoughtful, Reliable
Merrill/Wilson/Allessandra Driver Amiable Expressive Analytical
Performax/Carlson Dominance Steadiness Influence Compliance
Cathcart/Allessandra Director Relater Socializer Thinker
Myers-Briggs Intuitive/ Thinking Intuitive/ Feeling Sensing/Perceiving Sensing/Judging
David Keirsy Guardians Idealists Artisans Rationals
PEAK Process Roles Powerful Empathic Active Key
PEAK Solution Mission Values Vision Purpose


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