Understanding your style with 'VIEW'
Overview
VIEW: An Assessment of Problem Solving Style is a self-assessment instrument that examines three important dimensions of style that relate directly to creative behaviour, problem solving and change management.
VIEW is like a mirror that provides us with valuable feedback about ourselves that we might not otherwise be aware of. It was designed to help you:
See your strengths and your ‘blind spots’ more clearly – deepen your self-awareness
Know how to work more effectively in teams or groups – enhance collaboration and productivity
Understand key people aspects to consider when managing projects or dealing with organisational change
Be far better able to understand creativity, innovation, problem solving and change.
Ultimately, VIEW aims to assist and support people in using their valuable differences to work together effectively – differences that can otherwise be the source of misunderstanding, tension and conflict. VIEW is one of the many ways that we help dissolve potential barriers to agreement.
Style vs level
An important aspect of style is that it is not the same as level – it is very important to separate them because they are often confused.
A person’s style of problem solving asks the question in what manner does this person prefer to solve problems and bring about change? A person’s level of problem solving asks the question what capacity does this person have for solving problems?
Style vs behaviour
Another important aspect of style is that it is not the same as behaviour. You cannot change your style, but you can change your behaviour.
However, when you are using your preferred style, it will feel easy, automatic and natural. Your preferred style will take little effort or concentration and will produce your ‘normal’ kind of outcome.
You will also be able to use other styles, but these will feel awkward, take more effort and (particularly early on) will produce results that you believe are inferior to your normal way. We define problem solving style as follows:
‘Problem solving styles are consistent individual differences in the ways people prefer to plan and carry out generating and focusing activities, in order to gain clarity, produce ideas and prepare for action. Preferences are natural leanings that support productivity.’
VIEW HAS THREE MAIN DIMENSIONS OF PROBLEM SOLVING STYLE: ‘ORIENTATION TO CHANGE’, ‘MANNER OF PROCESSING’ AND ‘WAYS OF DECIDING’
The three dimensions of style
Orientation to Change (OtC): this scale describes the person’s perceived preferences in two general styles for responding to and managing structure, novelty and authority, when you are dealing with change or solving problems.
Developer style – thinking and working to improve within the accepted paradigms.
Explorer style – thinking and working beyond the accepted paradigms.
Manner of Processing (MoP): this scale describes the person’s preference for how and when you use your own inner energy and resources, the energy and resources of others and the environment; and for different ways of handling information when managing change or solving problems.
External style – with other people throughout the process.
Internal style – thinking and working alone before sharing ideas with others.
Ways of Deciding (WoD): this scale describes the preferences for balancing and emphasising task concerns and personal or interpersonal needs when focusing your thinking and moving towards decisions and action.
Person style – maintaining harmony and interpersonal relationships.
Task style – emphasising logical, rational and appropriate actions.
Your VIEW preferences are a set of levers that can be directly and deliberately influenced.
Validity and reliability of VIEW
Any safe assessment needs sound psychometric properties of reliability and validity. In general, an instrument is reliable when it measures what it is supposed to measure and it's valid when it accurately predicts performance.
The gold standard for the evaluation of assessments is The Buros Center for Testing and their summary of VIEW is as follows:
‘The developers of VIEW have taken a complex and dynamic construct (creative problem solving, problem solving style) and attempted to dismantle it into three component dimensions (OtC, MoP, and WoD). They have done an admirable job in refining the instrument over time, validating their structural model and providing adequate validation support.’
Buros conclude: ‘The VIEW appears to be what it purports to be, a measure of problem solving style preference.’
Deliverables from VIEW
VIEW contains 34 questions that provide scores on the three dimensions identified above. Available online or in a pen and paper option, individuals can complete VIEW in approximately 10-15 minutes.
The VIEW report includes scores on each of the three dimensions including the mean and range (if done as a group).
If being debriefed in a group or one-on-one, scores can also be compared to other functions or previous data collection conducted within your organisation (if applicable).
Uses of VIEW
Personal effectiveness: organisations are looking for ways to improve the effectiveness of their people – especially those who interact with others and draw on experience and judgement to solve business problems. McKinsey’s 2006 Competitive advantage from better interactions report found that:
‘What makes workers most valuable is their ability to work collaboratively, to leverage relational capital and to improvise and improve new solutions in an environment that fosters trust and constant learning.’
This is exactly what VIEW and Perspectiv’s coaching helps with.
A shared language: for areas such as innovation, creativity, problem solving, change, strategy and product development. Language and terminology are often blocks to people working together and VIEW can help with this. As IBM reported:
‘VIEW also provides a common vocabulary within a group for understanding and appreciating style similarities and differences constructively. It can also be used in guiding groups in strategic planning, innovation, product development, project management, or other deliberate change management initiatives.’
Indicative costs
VIEW costs approximately £250 + VAT per person for the administration, feedback report, accompanying Power of Preference booklet and a 90-minute one on one debrief or for a half-day group workshop £2,000 + VAT for up to 12 people. This cost excludes any venue or trainer costs. Please contact us for groups of more than 12 people and visit our toolkit to find out more about VIEW.