Insight: Having and gaining insight into situations, problems and processes. Deconstructing problems and systematically investigating the various components. Having a complete picture of the context and overview of the whole problem.
can ‘read` relationships and connections
has insight into complex situations, problems and processes
Explains simple logical connections and relationships
investigates and analyzes systematically
anticipates problems and responds appropriately to them
takes action when problems are anticipated
oversees consequences of actions and decisions. Takes account of this
responds in a timely manner to other people's problems or requests
separates main issues from side issues and sets priorities
indicates (new) situations for which there are no procedures and instructions
analyzes (sub) problems and draw clear, well-reasoned conclusions
defines (sub) problems
independently investigates the nature and cause of (sub) problems
recognizes and collects important data and finds connections
makes the links between different aspects of a problem
finds new ways to solve problems
views things from several perspectives
proposes various scenarios based on the same data
has overview of the parts and the whole
recognizes structures within processes
comes up with several solutions to complex situations and tough questions
produces new scenarios when data and/or circumstances change
places problems in a broader context
Insight has no relation with TMA Drives but can be easily developed if the candidate has a more than average score (7,8,9) on the Cognitive Capability Assessment.
Has it ever happened that your analysis of a problem turned out to be very different to what you had expected? Give an example. What had you not assessed properly? How would you avoid this re-occurring?
When did you have difficulty understanding a particular problem? Why was this so difficult? How did you finally resolve it?
Which steps do you take when you want to correctly analyze a problem? Describe this process using a recent problem as an example.
Take your time; try to keep an eye both on details and on the bigger picture.
Be precise.
Look at something carefully, put it away, and then look at it again.
Organize brainstorming sessions.
Try to think outside the box.
Take a step back regularly from your daily routine.
Attempt to find several alternatives to a problem.
Draw your employee`s attention to new developments and ask for his opinion. Let him follow new trends. Ask him for alternatives.
Ask the employee to investigate developments and innovations.
Acquire sufficient information and know-how.
Make sure that the candidate describes a number of different scenarios for a particular issue. Let him then explain the plausibility of the different scenarios to you (verbally or on paper).
Teach him when doing this to deal constructively with uncertainties and probabilities.
Let your candidate ask the following questions to clarify a problem: What happens? Who is causing the problem? Where is the problem happening? When does the problem occur? How often is the problem happening?
