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A Synopsis of the Agape Research

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By Peter Anyebe

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Creating a migration from the Pareto 80%ters into the 20%ters

19th October, 2012

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A Synopsis of the Agape Research

By Peter Anyebe

This research aimed to do as follows: Put a value on people uniquely, according to their levels of productivity Optimise the value, to sustain growth To put a value on people according to their levels of productivity, the phenomenology model is derived to complement the behaviour model in psychology. The two, 2 models are combined, to derive the character model, presented below:

Stimulus Attitude, A Motivation, F Ability, f0 Personality, F Response n

Rn

Pc

Given the factor-Pc, Rn = 2Pc 1 n = 1/C Pc2 C = (3Pc + 1)/4 F = Rn/n Vc = 2F - 1 Pc = Phenomenological Compression Index Rn = Rationality Index n = Standard Procedure Index C = Character Index F = Index of Personality Vc = Index of Core Values

The Character Model The character model connects consciousness to behaviour, to describe the energy transfer from nature, through humans, to society. The transfer is achieved via the human mind. Thus, by the value creation model, it is the persons system of values that translate into the creation of value. View my profile Google Me

When people value talent, Rn & Pc; professionalism, Vc; and work, n; this translates into people value, C; organisational value, ROI; and the value of the business environment, EB. Given the appropriate values therefore, all the energy that is required for task accomplishment is made available; according to the commitment and effort that the person makes. Commitment and effort are defined by the factors S, C, and F. The factor-S is the soul, which is a reservoir of energy that is accumulated as the concatenation of all the activities of a person, from the first cry at birth to the last breath at death. The energy powers, F behaviour, according to the persons influence and the entropy that they contribute to the environment; both of which determine their dependability. Diagrammatically:

Values
Talent, Rn, Pc Profession, Vc Work, n

Value
People Value, C Organisational Value, ROI Value of the Business Environment, EB

Translation
Soul, S (Energy Reservoir) Character, C (Motive Strength or Effort) Personality, F (Power or Influence; Entropy or Waste; Faith or Dependability)

Rn Vc n Pc S C ROI, EB F

The mind accomplishes the translation, as defined by the concatenation model, which reconstructs Feynmans wave superposition model of the sum over histories. Commitment, P1 is evaluated as P1 = 1 for single mindedness, and increases accordingly. Then the emotion, P2 would be fully committed at P2 = 3; the intellect, P3 at P3 = 9; and the will, P4 at P4 = 27.

These scores increase as commitment drops, for P1 > 1. This means that more items would be required to get a person committed, when they are not single minded concerning any phenomenon. Single mindedness is attitudinal. A positive attitude is associated with the capacity to reduce phenomena into the required essentials. By the perception model of mind, PMM the mind operates optimally when it reduces phenomena into the five, 5 essential components, for Nu = 5. It would be sufficient however to identify four, 4 items, for Nu 4. This corroborates the adoption of the duality series in operations research to outline the natural order, NO. The factors that are mentioned here are part of the twenty-one, 21 item mentality profile. They are evaluated on the F-Scale, which measures the personal order, P-O against the N-O as follows: f0 = 1/10Sn, Sn = X D D = Abs |E B| X = G: G A X = A Otherwise G=5E A=5B

f0 = Objectivity Index Sn = Score on the Item-n (n = 1 to 4) D = Observed Deviance X = Expected Deviance E = Expected Rank on Item-n B = Observed Rank on Item-n

The N-O is derived from a combination of the following principles: Platos Duality Principle Einsteins General Relativity Principle Feynmans Wave Superposition Model, summarised in the Sum over Histories Principle Stephen Hawkings History of Time When the P-O or a persons perspective of phenomena derives from these principles, to that extent, it would approximate the N-O. Then all the items on the mentality profile would be determined. Thus, the personality is a constant, F to the extent that all humans have certain capacities in common, together with the features that enable the fulfilment of these capacities; but to the extent that the features are utilised to develop the capacities differently, each person has a unique value, expressed in their perspectives of phenomena. Serially:

3. 2. 1. 4.

Thought Rationality Reason Mind

Personality, F 6. Body 5. Spirit

3. 2. 1. 4.

Maturity, MI Position, Ps Essentials, Nu Normality, NI

Personality (Value) 6. RES 5. RGT

To improve on the value therefore is to optimise the utility of the features, so that the capacities are fully developed. T-AID Retention is a mnemonic for Talent Attraction, Identification, Development, and Retention. It operationalises the value creation model, to describe a work culture in which square and round pegs are put in their proper holes. The associated performance management platform is designed to create a migration from the Pareto 80%ters into the 20%ters. The 20%ters are characteristically selfcontained. When people are fully employed, they are actualised, fulfilled, and satisfied. Productivity is optimised, as evident in their scores on the factors C, ROI, and EB; which define value creation. This is when talent, profession, and job are aligned; according to the scores on the factors Rn, Pc, Vc, and n, which measure the system of values. Recall that given the appropriate values people are focused and committed, which translate into behaviour that is productive and leads to the creation of value.
T-AID Retention creates a work culture that has the potential to at once protect people and drive business results. People are protected when their demands are objective, and can be substantiated by facts and data. This is also when business results are at the optimum. Recall that what gets measured, gets done; more because it is understood, and taken seriously. The performance management platform comprises the following models:

The Employment Model The Performance Appraisal Model The Skill Gap Model The Reward Model
The minimum requirement for the adoption of these models is the organisational kit, OrgK. This is a seven, 7 volume database that reduces the organisations goals and aspirations into manageable objectives, (MBO?) that are summarised as the six, 6 essential jobs performed in the organisation. The jobs are systematically reduced into thirty-six, 36 duties; which are further reduced into two hundred and sixteen, 216 activities. These are reduced into 1296 tasks, and the procedure for performing each is then standardised to derive 7776 items. This becomes a pool from which to derive the analytical kits for the above models.