Evil vs Good: Illustrated by unlikely similarities between Adolph Hitler and Nelson Mandela
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Research into this understanding of capability has shown that people on Mode V and above are high potential individuals who represent the first of the growth curves to reach a capability equivalent to an executive level of work complexity. Mode V people are often seen as exciting, different, Mode VI are seen as disturbing and challenging to peers, while Mode VII, which may be ›0,5% of a population, see themselves as different and this difference is salient to them and others.
Both Nelson Mandela and Adolph Hitler were highly unusual individuals in that they could process significant uncertainty and ambiguity to develop views on intangible,
complex issues and create the relationships and frameworks within which they could shape and deliver outcomes, even in the face of the unknowable. They could also execute
on their vision. Other great leaders, who have created legacies, shaped our history and thinking may also have been individuals on similar Modes. Through a Jaquesian
capability analysis and its understanding we can form a view about an individual’s mode and predict possible outcomes, it does not tell us if a person with such capability will use
that power for good or evil.
Both Nelson Mandela and Adolph Hitler were highly unusual individuals in that they could process significant uncertainty and ambiguity to develop views on intangible,
complex issues and create the relationships and frameworks within which they could shape and deliver outcomes, even in the face of the unknowable. They could also execute
on their vision. Other great leaders, who have created legacies, shaped our history and thinking may also have been individuals on similar Modes. Through a Jaquesian
capability analysis and its understanding we can form a view about an individual’s mode and predict possible outcomes, it does not tell us if a person with such capability will use
that power for good or evil.
Major organizations and consulting firms that provide Requisite Organization-based services
A global association of academics, managers, and consultants that focuses on spreading RO implementation practices and encouraging their use
Dr. Gerry Kraines, the firms principal, combines Harry Levinson's leadership frameworks with Elliott Jaques's Requisite Organization. He worked closely with Jaques over many years, has trained more managers in these methods than anyone else in the field, and has developed a comprehensive RO-based software for client firms.
Former RO-experienced CEO, Ron Harding, provides coaching to CEOs of start-ups and small and medium-size companies that are exploring their own use of RO concepts. His role is limited, temporary and coordinated with the RO-based consultant working with the organization
Founded by Gillian Stamp, one of Jaques's colleagues at Brunel, the firm modified Jaques;s work-levels, developed the Career Path Appreciation method, and has grown to several hundred certified assessors in aligned consulting firms world-wide recently expanding to include organization design