Staffing means evaluations, and evaluations mean having qualification criteria. If candidates are going to be both good and also stick around, they will change - so criteria must make sense of that from the start.

1. Individual Performance
for Groups

2. Staffing organizational capability
Concepts such as skills, talents, competencies, experience, etc. are often difficult to use consistently because
they carry generations of precedent without precision or a single source, as well as being overgeneralized as
synonyms.
Additionally, the pressure on organizations to address continual frequent change has largely undermined the
conventional value of prescriptively matching tasks-to-responsibilities, since agility is now a critical success
factor and often means group structures must be highly dynamic. Scope of readiness is what now matters, and
it requires knowing why things may or may not be adaptable.
Still, the problem at hand is to identify what is needed to be known about an individual who should have a
beneficial impact on a group that operates under performance pressure.
The design of the group need not necessarily be pre-fixed nor improvised. But the “internal” logic of the group
should support a group’s capability within known responsibilities.
The following describes factors that are known to be high-impact in both developing capabilities and in
recovering faltering capability. Equally applicable to both situations, the description emphasizes how value is
architecturally derived when needed, and how its omission or erosion is analytically diagnosed to find root
cause(s) to resolve.
Logically, a “group” is a “set” consisting of one or more individuals in roles. Group capability comes from the
action of roles; individuals have attributes that correspond to the requirements of a role. In run-time reality, an
individual’s roles in a group can change, and that changing should be manageable.

3. • Worth: measurable benefit of the value
• Value: the type of measurable importance of actual impact
• Performance: ratio of actual impact vs. intended impact
• Execution: degree of completeness and compliance to expected operation
• Production: functional accomplishment of the range of necessary tasks
MOTIVATIONAL
• Initiative
• Skill
• Talent
• Aptitude
SENSORY / CONDITIONAL
• Competency
• Awareness
• Persistence
• Predisposition
PERCEPTUAL /OPERATIONAL
• Creativity
• Adaptability
• Co-operativeness
• Intelligence
EFFECTIVE
AFFECTIVE
ATTRIBUTES LEGEND
• sustainable
• manageable
• applicable
• discoverable
Highly affective people are game-changers; highly effective people are masters
©2018MalcolmRyder/ArchestraResearch

4. SUPPORT
Mainly production
MANAGE
Mainly execution
LEAD
Mainly performance
Role Profile: any role has
an “area” of assigned
influence; the influence
accounts for the
interactions with other
roles. The arrangement
of desired interactions
models the group. The
group model constrains
individual roles.
1. When is a group
necessary?
2. What roles make the
group function well?
Role Dimensions
X-axis
Y-axis
Z-axis
©2018 Malcolm Ryder / Archestra Research

5. MOTIVATIONAL
1. Initiative
2. Skill
3. Talent
4. Aptitude
SENSORY / CONDITIONAL
1. Competency
2. Awareness
3. Persistence
4. Predisposition
PERCEPTUAL /OPERATIONAL
1. Creativity
2. Adaptability
3. Co-operativeness
4. Intelligence
Disengaged Stubbornly habitual Rogue or Disruptive
Inspiring Reliable Visionary
Worst Case:
Best Case:
Affective Value: Range
ATTRIBUTES LEGEND
1. Sustainable (criticality; strategic)
2. Manageable (compatibility;
feasible)
3. Applicable (potential; viable)
4. Discoverable (default)
Highly affective people are game-changers
©2018MalcolmRyder/ArchestraResearch

6. MOTIVATIONAL
• Initiative
• Skill
• Talent
• Aptitude
SENSORY / CONDITIONAL
• Competency
• Awareness
• Persistence
• Predisposition
PERCEPTUAL /
OPERATIONAL
• Creativity
• Adaptability
• Co-operativeness
• Intelligence
Worst Case:
Unprepared
Effective Value: Range
Best Case:
Commanding
Contributor Maintainer Driver
Highly effective people are masters
ATTRIBUTES LEGEND
• Sustainable (criticality; strategic)
• Manageable (compatibility; feasible)
• Applicable (potential; viable)
• Discoverable (default)
©2018 Malcolm Ryder / Archestra Research

7. Group Modeling
Individual
One or more
types of Roles
One or more
types of interactions
One or more
types of abilities
Abilities are expected of (“belong to”) the group, to address requirements.
Attributes Success factors ImpactsBest Case:
©2018 Malcolm Ryder / Archestra Research

8. Archestra notebooks compile and organize decades of in-the-field empirical findings. The notes offer explanations of why things
are included, excluded, or can happen in certain ways or to certain effects. The descriptions are determined mainly from the
perspective of strategy and architecture. They comment on, and navigate between, the motives and potentials that predetermine
the decisions and shapes of activity as discussed in the notes. As ongoing research, all notebooks are subject to change.
©2018 Malcolm Ryder / Archestra Research
©2018 Malcolm Ryder / Archestra Research
www.archestra.com
mryder@archestra.com