Kinetic Styles for New Ways of Working
Staying ahead in the age of AI will require new ways of thinking, managing and leading to navigate the entrepreneurial journey toward innovation
The Kinetic Style Assessments© framework prepares you for when the future taps you on the shoulder – what we call “entrepreneurial situations”. The framework can be used with individuals, groups, and entire organizations to help build a deeper understanding of both existing ways of thinking, managing and leading as well as establish developmental pathways to new ways of working. Each assessment acts as a “mirror”, revealing current habits of thinking, managing, and leading. It comes with a “map” of four distinct styles of thinking, managing, and leading. The mirror and map help you make sense of where you are and where you can go.
THINKING
Kinetic Thinking Style Assessment and Matrix©
Entrepreneurial situations call for different ways of thinking. The Kinetic Thinking Style assessment acts as a mirror of your thinking habits or style. The corresponding Kinetic Thinking Styles Matrix provides a map of four distinct thinking styles. Taking the assessment will help you become a more versatile thinker.
MANAGING
Kinetic Managing Style Assessment and Matrix©
Entrepreneurial situations call for different ways of managing. The Kinetic Managing Style assessment acts as a mirror of your managing habits or style. The corresponding Kinetic Managing Styles Matrix provides a map of four distinct managing styles. Taking the assessment will help you become a more versatile manager.
LEADING
Kinetic Leading Style Assessment and Matrix©
Entrepreneurial situations call for different ways of leading. The Kinetic Leading Style assessment acts as a mirror of your leading habits or style. The corresponding Kinetic Leading Styles Matrix provides a map of four distinct leading styles. Taking the assessment will help you become a more versatile leader.
Assessment of Teams and Organizations
The Challenge
Entrepreneurial capabilities are widely recognized as catalyst for innovation and the general advancement of society. Their development calls for new ways of thinking, managing, and leading across the organization. To address this challenge, we need to build awareness of current practices and then co-create a map of the possible developmental trajectories that focus on building new entrepreneurial-minded capabilities. If we think of the new logic of action as a new coat of paint, its biggest enemy is the old layer of paint, i.e. entrenched habits and preconceptions. Unless we scrape off its loose bits by creating awareness and enabling reflection, the new logic will not take hold.
Assessment Applications
The instruments have been designed to help individuals, teams, units and divisions, or entire organizations assess, understand, and reflect on their preferred styles of thinking, managing, and leading. Using the Kinetic Thinking, Managing and Leading Styles © framework offers substantial opportunities for building entrepreneurial capacity within organizations. Because the instruments captures current approaches to dealing with entrepreneurial situations, they can help construct paths for personal development as well as serve to monitor the evolution of entrepreneurial attitudes over time in both work and educational settings.
About the assessment
Conceptual Framework
The Kinetic Styles © framework, models, and assessment tools are based on pairs of attitudinal constructs that determine how individuals engage with entrepreneurial situations. The full academic background is available in this published paper.
The Science
The model and assessment frameworks blend insights from experiential learning theory and the specific context of entrepreneurial thinking and decision-making. Experiential learning is a core aspect of management learning and is based on the idea that knowledge is created from the transformation of experience. The same dialectic interaction between individual and situation lies at the foundation of the Kinetic Styles models
The instruments have been validated to ensure that each captures meaningful variations among people and is distinct from other personal characteristics. Their theoretically intuitive relationships with related characteristics suggest they are well positioned within the nomological network of thinking, managing and leading characteristics, exhibiting both convergent and divergent validity.