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Organizational Effectiveness Assessments

Is there a dynamic or behaviors in the organization, teams, or individuals that are not supporting high performance? Are there other behaviors that, if leveraged, could produce quantum leap results? How do we identify these and create opening for the awareness, development, and growth necessary. To these ends, business leaders, human resources, or individual associates often use tools to help identify focal areas for behavioral change. Commonly, assessments are utilized because intervening without specific knowledge of the root cause or an individual/group’s frame of reference very often results in ineffective and non-binding behavioral change.

There are a myriad of business assessment tools such as 360° Feedback, Climate Surveys, Myers-Briggs, DiSC, and many others which can be used to generate specific information and openings for meaningful dialogue and shifts. In recent years, many organizations have administered assessments to gain information, but this knowledge has not been tied to a specifically defined outcomes. While the information is interesting and potentially actionable, the missing link is the translation of the information to real, sustainable behavioral shifts. What’s missing?

To be able to translate assessment data into actionable and sustainable results, a bridge must be built. Recognition of a developmental lever, such as ‘the need for improved communication’, does not directly translate into one’s ability to alter behavior as required. It’s unfortunately not that simple. Behaviors are hard-wired and have been reinforced over years of experience. If knowing that we needed to diet or giving us a great diet plan was enough to get us to diet and stay slim, would there be so many of us struggling with it? Therefore, to augment or shift a set of actions or behaviors, the focus must be on the individual’s beliefs and frameworks as well as on the insights, skills, and practice necessary to create and sustain a behavioral shift. The process by which this is undertaken is coaching or a coaching-based dialogue.

Coaching is an approach or process which focuses on creating an “and” in the individual’s, group’s or leadership’s frame of reference; adding a new behavior to their repertoire. Instead of reacting based on an imprinted, historical framework, the individual or team would act intentionally based on the outcome desired. Coaching provides a new framework in which a situation can be viewed, thus allowing an additional set of behaviors to become relevant. Through coaching conversations and practices (to ground the new insights and behaviors), behavioral shifts can occur and be regenerated.

Serving organizations in the greater Southern California area, Cain-Stanley & Company supports them in the application of business assessments, assessment debrief, and subsequent group or individual coaching in support of the specified outcomes. If desired, we will work with the organization to integrate and leverage the information gained to further develop organizational goals; hence, a win-win at multiple levels is achieved.

Our primary business assessments (if you are looking for a particular assessment, please inquire):

Organizational Effectiveness Assessments

Enneagram Personality Profile

The Enneagram describes nine different sets of values and filters through which the world can be seen. It does not “put people in boxes.” Instead, It actually helps people learn to recognize and expand the boxes they are already in, and ultimately to dissolve those boxes. It’s a respectful and dynamic system that provides a path of healthy development for each type, including how to build on strengths and avoid pitfalls. It assists leaders and employees in understanding themselves, clients, customers, others in the organization, and the organization itself through new eyes. Energy is freed for productivity and creativity that was previously lost in frustration and agitation.

Integration of the Enneagram allows teams and organizations to optimize individuals’ strengths, take advantage of synergy, improve teamwork, enhance mutual understanding and respect, improve leadership, enhance communication, and increase customer satisfaction, morale, productivity, and employee retention.

Take the free Enneagram Test.

Myers-Briggs Type Indicator (MBTI)

The purpose of the Myers-Briggs Type Indicator® (MBTI®) personality inventory is to make the theory of psychological types described by C. G. Jung understandable and useful in people’s lives. The essence of the theory is that much seemingly random variation in the behavior is actually quite orderly and consistent, being due to basic differences in the ways individuals prefer to use their perception and judgment.Through the MBTI, 16 distinctive personality types can be identified based on the interactions among the preferences.

Excerpted from the MBTI® Manual: A Guide to the Development and Use of the Myers-Briggs Type Indicator®


  • Favorite world: Do you prefer to focus on the outer world or on your own inner world? This is called Extraversion (E) or Introversion (I).
  • Information: Do you prefer to focus on the basic information you take in or do you prefer to interpret and add meaning? This is called Sensing (S) or Intuition (N).
  • Decisions: When making decisions, do you prefer to first look at logic and consistency or first look at the people and special circumstances? This is called Thinking (T) or Feeling (F).
  • Structure: In dealing with the outside world, do you prefer to get things decided or do you prefer to stay open to new information and options? This is called Judging (J) or Perceiving (P).

Your Personality Type: When you decide on your preference in each category, you have determined your own personality type expressed in 4 letters, e.g., ENTJ, ISFP. All types are equal. A mixture of types is best for a work group or team because many points of view are represented.


Thomas-Kilmann Conflict Mode Instrument (TKI)

Because no two individuals have exactly the same expectations and desires, conflict is a natural part of our interactions with others. The Thomas-Kilmann Conflict Mode Instrument (TKI) is designed to measure a person’s behavior in conflict situations. “Conflict situations” are those in which the concerns of two people appear to be incompatible. In such situations, we can describe an individual’s behavior along two dimensions: (1) assertiveness, the extent to which the person attempts to satisfy his own concerns, and (2) cooperativeness, the extent to which the person attempts to satisfy the other person’s concerns. The TKI is a self-scoring assessment that takes about fifteen minutes to complete. Interpretation and feedback materials help you learn about the most appropriate uses for each conflict-handling mode.

Firo B or Fundamental Interpersonal Relations Orientation

The Fundamental Interpersonal Relations Orientation™ (FIRO®) instruments help people understand their interpersonal needs and how those needs influence their communication style and behavior—and in the process improve their personal relationships and professional performance. These tools have helped individuals, teams, and organizations around the world grow and succeed by serving as a catalyst for positive behavioral change.

The FIRO assessments are based on social need theory: all living things seek equilibrium between their basic needs and getting those needs met. They address, gather, and present critical insights around these fundamental areas:

  • How you tend to behave toward others
  • How you want others to behave toward you

The FIRO assessments are ideal for a wide range of applications, including the following:

  • Team building—to accelerate the team formation process and allow members to overcome barriers and progress to higher levels of performance
  • Leadership and executive development—to identify leadership styles and help leaders unlock greater team performance by meeting the interpersonal needs of managers, peers, and direct reports
  • Relationship building—to ensure that employees get the most out of working relationships by helping them understand how to meet the interpersonal needs of customers and stakeholders
  • Professional development—to increase employees’ self-awareness for better understanding of how their positive behavioral changes boost morale, productivity, and engagement
  • Conflict management—to improve skills for assessing different types of conflict and applying emotionally intelligent strategies


Interactive Leaders Workshop
  • Intended for high-level management teams, Interactive Leaders is a day-long experiential workshop, through which leaders are stimulated to develop a deeper understanding and appreciation for the talent of the team, both the individuals and as a collective group.
  • Engaging in a three-phase process, participants will gain knowledge, understanding and valid perspectives of themselves and others, while putting to practice the tools and techniques shared throughout the program. Each of the three phases is designed to leverage the prior phase in order to create an enjoyable and sustainable learning environment. Leaders will emerge from the workshop energized and eager to use their new skills and work collaboratively.
  • 3-Phases: 1) Self-Discovery—Interaction Styles Assessment; 2) Shifting Perspectives—Team building based on Interaction Styles; 3) Team Transformation—Structured exercises and interactions leading to insights and behavioral shifts.
7 Stages of Growth XRay
  • This program is designed for CEOs and the leadership team and is exceptional in its ability to look beneath the surface of a company’s challenges and have a CEO and his/her team walk away with 6 – 8 initiatives that will kick-start their profit engine, ignite their employee’s productivity and improve their firm’s overall performance.
  • The Stages of Growth XRay is an internal, strategic alignment tool. Through a series of ‘stage-specific’ assessments, CSC can facilitate consensus quickly on challenging issues. By utilizing the research behind the 7 Stages of Growth, there is a foundation to start from when identifying obstacles that are hindering a company’s growth.
  • The process of the XRay is self-actualizing as well as self-satisfying. Through the use of online assessments, anonymous input allows for candid input. Through the proven 1.5 day facilitation process, all voices are heard, all issues get surfaced and a team quickly becomes aligned behind the initiatives for their current stage of growth.