Introduction to SYMLOG ® SYMLOG is an acronym. Multiple Level Observation

Groups
SYstem (for the)

the effectiveness of social interaction in an elegantly simple yet

comprehensive way.

It is a theory of social interaction.

integration of organizational change efforts for organizational culture, team, and

individual development efforts.

In addition to providing a model of planned change, SYMLOG has an associated measurement system.

and feedback useful, valid, and reliable results using one comprehensive

framework.

The system measures three dimensions of social interaction important to effective leadership, team work, and organizational culture.

and to compare these results with an assessment of what

is needed to be most effective.

This most effective profile has been demonstrated to apply cross-culturally and further shown to be the location where organizational effectiveness is optimum, and employee productivity and satisfaction are maximized.

use of repeated measures. These repeated measures provide continuing direction

to support development efforts, and allows for ongoing assessment of the effectiveness of change programs.

This comparison between current and desired future conditions provides strategic guidance to needed changes in organizational development, team building, and leadership training efforts.

continuous research by Robert F. Bales, Professor Emeritus of Harvard

University, to make SYMLOG available in twelve languages worldwide.

The displays in this demonstration are based on very large random samples drawn from the SYMLOG Data Bank which contains over 1,000,000 profiles.

and organizational productivity.
Watch the movement of images and you

will see the SYMLOG theory of polarization and unification in action.

values shown by "famous people" as rated by a random

selection of adult students in North America.

It illustrates how perceptions of different people vary considerably.

SYMLOG provides a "picture" of how these “images” tend to cluster (unify) and conflict (polarize).

agree with the placement of images from these students’ ratings.

Famous People

Why is this an important picture?
These images represent diverse value positions, some of which almost always interfere with teamwork, and others which almost always contribute to effective teamwork and productivity.

key images that influence effective leadership, teamwork, and organizational productivity.
For

example:
"In general, what kinds of values does the MOST EFFECTIVE LEADER of a task-oriented group you have known show in behavior?"

or
“In general, what kinds of values does your team CURRENTLY show in behavior?”

personal prominence and power
2 UP Popularity and social success, being liked

and admired
3 UPF Active teamwork toward common goals, organizational unity
4 UF Efficiency, strong impartial management
5 UNF Active reinforcement of authority, rules, and regulations
6 UN Tough-minded, self-oriented assertiveness
7 UNB Rugged, self-oriented individualism, resistance to authority
8 UB Having a good time, releasing tension, relaxing control
9 UPB Protecting less able members, providing help when needed
10 P Equality, democratic participation in decision making
11 PF Responsible idealism, collaborative work
12 F Conservative, established, "correct" ways of doing things
13 NF Restraining individual desires for organizational goals
14 N Self-protection, self-interest first, self-sufficiency
15 NB Rejection of established procedures, rejection of conformity
16 B Change to new procedures, different values, creativity
17 PB Friendship, mutual pleasure, recreation
18 DP Trust in the goodness of others
19 DPF Dedication, faithfulness, loyalty to the organization
20 DF Obedience to the chain of command, complying with authority
21 DNF Self-sacrifice if necessary to reach organizational goals
22 DN Passive rejection of popularity, going it alone
23 DNB Admission of failure, withdrawal of effort
24 DB Passive non-co-operation with authority
25 DPB Quiet contentment, taking it easy
26 D Giving up personal needs and desires, passivity

To answer a question, a respondent considers the question as it relates to each of the 26 descriptive phrases.

SOMETIMES OFTEN
Individual financial success, personal

prominence and power
Popularity and social success, being liked and admired
Active teamwork toward common goals, organizational unity
Efficiency, strong impartial management
Active reinforcement of authority, rules, and regulations
Tough-minded, self-oriented assertiveness
Rugged, self-oriented individualism, resistance to authority
Having a good time, releasing tension, relaxing control
Protecting less able members, providing help when needed
Equality, democratic participation in decision making
Responsible idealism, collaborative work
Conservative, established, "correct" ways of doing things
Restraining individual desires for organizational goals
Self-protection, self-interest first, self-sufficiency
Rejection of established procedures, rejection of conformity
Change to new procedures, different values, creativity
Friendship, mutual pleasure, recreation
Trust in the goodness of others
Dedication, faithfulness, loyalty to the organization
Obedience to the chain of command, complying with authority
Self-sacrifice if necessary to reach organizational goals
Passive rejection of popularity, going it alone
Admission of failure, withdrawal of effort
Passive non-co-operation with authority
Quiet contentment, taking it easy
Giving up personal needs and desires, passivity

They mark their answers using Rarely, Sometimes, or Often.

the average ratings for a particular image from all respondents.

research profile for "most effective."
This bargraph displays the average result

on a particular image.

The area highlighted with the (red) circle designates the average frequency for each item from all raters combined.

The average profile for any given image can be compared to a SYMLOG research norm that estimates the range for "most effective."

research profile for "most effective."
The (blue) bands on this bargraph

represent the estimated effective range for any particular value item.

It is possible for the average frequency to be inside or outside of this range.

In this particular case the average frequency on each item is within the effective bandwidth.

Potential problems exist when the average response is outside of the effective range.

field diagram …
This particular profile has been demonstrated and researched

to be "most effective."

When this profile is plotted on a field diagram, it is located in a very strategic position.

In fact, research indicates it is indeed the "most effective profile" (mep), over time and across situations and cultures, to unify diverse groups, resulting in high quality outcomes.

the location of the “most effective profile".

VALUES ON ACCEPTING TASK ORIENTATION OF ESTABLISHED AUTHORITY

VALUES ON OPPOSING TASK ORIENTATION OF ESTABLISHED AUTHORITY

V ALUES

ON
UNFR I ENDLY
BEHAV I
OR

V ALUES

ON
FR I ENDLY
BEHAV IOR

Location of “most effective profile"

mep

you are about to view, let us take a brief

tour of the ways in which the values are displayed.

The SYMLOG Individual and Organizational Values Field is characterized by three bipolar dimensions:

3. Values on Dominance vs. Submissiveness

Values on Individualistic vs. Group-oriented Behavior

2. Values on Accepting vs. Opposing Authority

Behavior vs. Friendly (Group-oriented) Behavior.
Unfriendly (Individualistic) Behavior
Friendly
(Group-oriented)

Behavior

vs. Opposing

the Task Orientation of Established Authority.

Accepting Authority

Opposing Authority

Submissiveness is represented by circle size,

where large circles indicate greater dominance.

More Submissive

More Dominant

36 units

for each dimension, 18 out from the center in any direction.

ON OPPOSING TASK ORIENTATION OF ESTABLISHED AUTHORITY
V ALUES

ON
UNFR

I ENDLY
BEHAV I
OR

V ALUES

ON
FR I ENDLY
BEHAV IOR

The design that sits diagonally over the field shows the most common value polarization.

the position of "Most Effective Teamwork Core"
which is in

opposition to the lower left circle surrounding the position of "Radical Opposition Core."

"Most Effective Teamwork Core"

"Radical Opposition Core"

AUTHORITY
VALUES ON OPPOSING TASK ORIENTATION OF ESTABLISHED AUTHORITY
V ALUES

ON

UNFR I ENDLY
BEHAV I
OR

V ALUES

ON
FR I ENDLY
BEHAV IOR

The Values Orientation Overlay displays the potential for conflicts and chronic polarizations almost always found in families, teams, and organizations.

for resolving conflict and collapsing polarization.
Most Effective Teamwork Core
Radical Opposition

Core

Conservative Teamwork Side

Authority-centered wing

Group- centered wing

Individualistic Fringe

Libertarian Fringe

Anti-authority Opposition

Anti-group Opposition

Swing Area

Liberal Teamwork Side

“wish to show”. When participants in leadership training are

asked about their own value preferences, they use the 26 SYMLOG items to answer the question:

“In general, what kinds of values do you WISH to show in your own behavior, whether or not you are actually able to do so?” (WSH)

All survey results shown are from random samples drawn from over 1,000,000 ratings worldwide.

show in your own behavior, whether or not you are

actually able to do so?” (WSH)

show in your own behavior, whether or not you are

actually able to do so?” (WSH)

mep

WSH

The group average of these responses indicate a final location of ...

show in your own behavior, whether or not you are

actually able to do so?” (WSH)

WSH

The general characteristics of this location in the field are:
Active teamwork toward common goals, organizational unity.

Notice that almost every average on the bargraph is within the (blue) most effective bandwidth.
Given the opportunity, most people WISH to be effective.

mep

the organization are asked:
“In general, what kinds of values need

to be shown in the culture of your organization in the FUTURE in order to be most effective?” (FUT)

To assess ideal conditions, members answer the question:
“In general, what kinds of values need to be shown by your team in the future in order to be most effective?” (FTM)

At the team level, for a measure of demonstrated effectiveness, team members answer the question:
“In general, what kinds of values does the MOST EFFECTIVE MEMBER of a task-oriented work team you have known show in behavior?” (MEM)

the response to the values individuals personally wish to show
WSH

= wish to show

MEM = most effective member of a team

FTM = future team in order to be most effective

FUT = future culture in order to be most effective

tend to oppose they use the same 26 SYMLOG items

to answer the question,

“In general, what kinds of values do you tend to REJECT, either in yourself or in others?” (REJ)

REJECT, either in yourself or in others?” (REJ)
REJ
The group average

of these responses indicate a final location of ...

REJECT, either in yourself or in others?” (REJ)
mep
REJ
The general characteristics

of this location in the field are:
Admission of failure, withdrawal of effort.

Notice that almost every average on the bargraph is outside (opposite) of the (blue) most effective bandwidth. This profile leads to conflict and polarization.

REJECT, either in yourself or in others?” (REJ)
In essence, people

tend to reject and avoid others who demonstrate values associated with:

7. Rugged, self-oriented individualism, resistance to authority
14. Self-protection, self-interest first, self sufficiency
22. Passive rejection of popularity, going it alone
23. Admission of failure, withdrawal of effort
24. Passive, non-cooperation with authority
25. Quiet contentment, taking it easy

lower productivity, team members answer the questions:
“In general, what

kinds of values does the LEAST EFFECTIVE MEMBER of a task-oriented team you have known show in behavior?” (LEM)

“In general, what kinds of values do members of your team show in behavior when the team is LEAST PRODUCTIVE? (LEP)

and

to what individuals reject
REJ = reject in self or others
LEM

= least effective member known

MEMBER of a task-oriented team you have known show in

behavior?” (LEM)

In essence, least effective members UNDEREMPHASIZE values that contribute to teamwork such as:

4. Efficiency, strong impartial management
11. Responsible idealism, collaborative work
19. Dedication, faithfulness, loyalty to the organization

and OVEREMPHASIZE values that almost always interfere with teamwork such as:

7. Rugged, self-oriented individualism, resistance to authority
15. Rejection of established procedures, rejection of conformity
24. Passive non-cooperation with authority

team show in behavior when the team is LEAST PRODUCTIVE?”

(LEP)

In essence, a group is least productive when members UNDEREMPHASIZE values that contribute to teamwork such as:

10. Equality, democratic participation in decision making
16. Change to new procedures, creativity
18. Trust in the goodness of others

and OVEREMPHASIZE values that almost always interfere with teamwork such as:

7. Rugged, self-oriented individualism, resistance to authority
14. Self protection, self-interest first, self- sufficiency
22. Passive rejection of popularity, going it alone

own organization, respondents answer the question:

the culture of your organization?” (CUR)

the culture of your organization?” (CUR)
xxxxxxxxxxxxxxx
The group average of these

responses indicate a final location of ...

the culture of your organization?” (CUR)
The general characteristics of this

location in the field are:
An emphasis on rules, conformity, and conservative, established, "correct" ways of doing things.

Notice that many of the frequencies on the bargraph are outside of the (blue) most effective bandwidth. These are crucial areas for improvement.

the culture of your organization?” (CUR)
In essence, the current culture

in these "average" organizations tend to reflect values that UNDEREMPHASIZE:

3. Active teamwork toward common goals, organizational unity
4. Efficiency, strong, impartial management
8. Having a good time, releasing tension, relaxing control
9. Protecting less able members, providing help when needed
10. Equality, democratic participation in decision- making
11. Responsible idealism, collaborative work
16. Change to new procedures, different values, creativity

their organization, respondents answer the question:
“In general, what kinds of

values are members of your organization actually REWARDED for showing in behavior now?” (REW)

Similarly, teams are asked:
“In general, what kinds of values does your team CURRENTLY show in behavior?” (CTM)

current team are more “positive” than in the organizational culture,

but the reward structure mirrors the perceptions of the current culture. In general, organizations get what they reward.

CTM = current team

REW = rewarded in the organization

organization actually REWARDED for showing in behavior now?” (REW)
In order

for organizations to motivate and improve productivity, the reward system may need to be re-aligned to REINFORCE:

3. Active teamwork toward common goals, organizational unity
4. Efficiency, strong impartial management
9. Protecting less able members, providing help when needed
10. Equality, democratic participation in decision making
11. Responsible idealism, collaborative work

and REDUCE THE EMPHASIS ON:

14. Self-protection, self-interest first, self- sufficiency

Culture
Most Effective Leader/Member
Values Rewarded
by the Organization
Current
Team

powerful images of themselves and others.
These images dramatically influence the

way people behave and whether they will unify or polarize with others as they work together. SYMLOG helps leaders and members to clarify and understand these images and to guide strategic changes towards more effective behavior.

individuals working within groups that are in constant conflict find

it very difficult to produce superior results. Chronic polarization is corrosive and undermines both work quality and personal satisfaction. SYMLOG feedback helps groups to understand and appreciate their diversity, point out areas of common values, and implement ways to work more effectively together.

for creative teamwork but the system actually rewards individual turf-building

and self-sufficiency. Few organizations are able to promote, much less reward, effective teamwork. Simply "restructuring" and focusing on technical quality does not necessarily motivate people to perform effectively. Teams, as well as individuals, need ongoing feedback that is valid and reliable as well as rewards for superior performance.

regular status reports from finance, yet very few have an

ongoing feedback system in place to tell them how their espoused values are, or are not, being lived out. SYMLOG provides such a system, on a regular and repeated basis, to strengthen individual leadership, support productive teamwork, and develop organizational competence.

Thank you for viewing this demonstration,
Robert J. Koenigs, Ph.D.
President, SYMLOG Consulting Group

worldwide.
Contact us today to discuss how

SYMLOG may benefit you and your organization.

San Diego, CA 92128
phone:

(858) 673-2098
fax: (858) 674-1593
e-mail: staff@symlog.com

web site: www.symlog.com

©1999, 2009 SYMLOG Consulting Group