An assessment of your problem solving style.
The VIEW™ is a self-report questionnaire that measures three important dimensions of style that relate directly to creative behaviour, problem solving, and change management. It is not a generic style or type measure. VIEW provides information about your preferences in three areas:
Orientation to Change.
This scale describes the person’s perceived preferences in two general styles for managing change and solving problems creatively: the developer (i.e., thinking and working to improve within the accepted paradigms) and the explorer (i.e., thinking and working beyond the accepted paradigms).
Manner of Processing.
This scale describes the person’s preference for working externally (i.e., with other people throughout the process) or internally (i.e., thinking and working alone before sharing ideas with others) when managing change and solving problems.
Ways of Deciding.
This scale describes the major emphasis the person gives to people (i.e., maintaining harmony and interpersonal relationships) or to tasks (i.e., emphasizing logical, rational, and appropriate decisions) when making decisions during problem solving or managing change.
VIEW is easy to administer, score, and interpret. It is a 34-item inventory that individuals can complete in approximately 10 minutes.
Validity and Reliability
Any good instrument needs to have sound psychometric properties of reliability and validity. In general, an instrument is reliable when it measures what it is supposed to measure; it's valid when it accurately predicts performance.
The VIEW is the result of more than five years of research and development, involving more than 5,000 subjects from a variety of contexts and settings, and ranging from ages 12 - 80. When Isaksen, Treffinger and Selby were developing the VIEW, they conducted a number of tests to determine whether the inventory had sound psychometric properties. Here's some of what they found:
The VIEW has strong internal consistency.
Test-retest reliability is high. The scores from one administration of the VIEW to another within a short time span are consistent and stable.
The three scales are independent.
The VIEW has good evidence of validity.
Additional technical information is available upon request.
Typical uses of VIEW
Individuals and organisations are continually looking for ways to improve their effectiveness – especially for those who interact with others and draw on experience and judgement to solve the business problems.
The VIEW helps individuals, teams, and organisations to improve their self awareness and thus be able to improve their relationships with others. Apart from developing personal effectiveness and relationships, some other examples of where VIEW has also been used includes:
for team and leadership development
to understand more about creativity, innovation and change
consumer research and new product development
to inform strategic planning
and for conflict management
This practical tool continues to prove its effectiveness in liberating the potential in people. To learn how it can help you become more effective, please contact us