Engaging and Supporting the Personalization of Productivity
Individuals in action are simultaneously thinking and feeling; giving and receiving. Understanding the actual meaning of “experience” therefore requires crosses several boundaries and concerns.
It is tempting to catalog issues according to what giving and receiving means regarding thinking; then, likewise, what giving and receiving means regarding feeling. To some extent this cataloging might generate a set of items that are useful in profiling the individual compared to other individuals. But that profiling would still leave the matter of how it makes sense to purposefully interact with the individual. “Making sense” is likely our way of saying, what do we think the chances are that the effects we want would be obtained from the interaction we expect?
Profiling is certainly not obsolete. But meanwhile, with the dramatic rise of powerfully enabled individual actors, two new issues come up.
One is that an individual is more likely to have multiple profiles, variously active at different times and places. Another is that the individual has far more control over when or why they will be profiled, yet the tendency now is for far more voluntary self-exposure. As individuals observe other individuals, they are unpredictably attracted to the chance to pursue similarity or pursue difference.
In the science of relationships, we are generally now needing to observe very closely and react very quickly as a mode of gaining desired interaction with a desired profile. The alternative, however, still exists and is also itself more powerful than before. The alternative is cultivation, which requires strategy, logic, and being thorough. It begins with seeing how individuals generally behave as they try to obtain or cause what they themselves want.
Here we have derived the general model of the behavior that makes up an individual’s sense of personal productivity:
The model gives a clear view of the significant touch-points in the dynamics of the individual’s experience, along with the reasons to interact at those touch-points. What comes next is the identification of how the individual’s exposure and awareness is co-managed by the person and another purposefully affecting party. The framework for that describes the person’s exposure to support and engagement along with the affecting party’s means of impact in an interaction. The affecting party maps the items in the framework to the behavior cycle of the subject individual person.
Not only does this reveal the commonality of concerns across marketers, managers and teachers; but it illustrates points where peer interaction is able to intervene in a prevailing tendency and alter it. The net observation is that an affecting party supplies the impacts continually as features or properties of an environment in which it want the individual person to appear. That cultivation does not rigidly fix opportunities, nor outcomes; but it does generate histories that can be analyzed for patterns and statistical prediction both of value to future interaction logic and interaction strategy.
Along with the ability to invoke desirable interactions, cultivation is fundamental to change management and compliance, as they both call for a successfully negotiated agreement on the part of the individual personal actor.