Task Cycle® theory is the architecture for all Clark Wilson surveys. It is a validated
model of successful management and leadership practices for each organizational role.
Its intuitive logic about where to find leverage as a leader provides an easy transition
from feedback to performance improvement.
The model reflects the notion that work is best viewed as a sequence of behaviors,
each with a beginning and an end; not as one continuous stream of effort. As you
manage people in task performance, you cycle through each phase with each cycle
becoming a learning trial. The managerial Task Cycle® model evolved into six phases
of operational behavior.
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The first is establishing a
purpose;
To achieve the purpose, one must
lay the foundation;
To implement the foundation, one
needs a sustained effort from a
variety of resources;
To monitor the progress, one must
provide feedback;
If the foundation is weak, one must
monitor and adjust the process;
and
When the purpose is achieved,
one must reinforce performance
with rewards and acknowledgements. |
Learning and change are achieved more readily if we focus on the whole task cycle,
rather than on the individual behaviors such as goal setting, planning, feedback and
others as separate skills. The Task Cycle® is to be treated as a logical sequence of
events, with each phase contributing to the expectancy of achieving the final goal.
Although specific tasks may differ for every role, the sequence of these steps, or
phases, remains the same. In addition to the skills in the Task Cycle®, each survey
also measures various outcome dimensions. Examples include: "Overall Effectiveness,"
"Trustworthiness/Integrity," "Commitment," "Morale," and "Use of Power." Thirty years
of research has shown high correlations between these dimensions and
Task Cycle® skills.
Research studies show that competency-based programs can make several important
contributions to improving managerial, leadership, or other key organization skills. It
has been shown that productivity increases because of training and development
programs using competency-based instruments. |
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Task Cycle® theory is based
on the notion that managing
people consists of 6 phases
of activities in a sequence. |
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Performance on the activities
at the beginning of the cycle
will directly affect the ability
to perform on the following
activities. |
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Individuals that have used
Task Cycle® surveys and
acted on the results have
shown measurable
improvement, validating the
model as a successful
management and leadership
practice. |
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Task Cycle® theory is the
architecture for all Clark
Wilson surveys. |
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