• To Increase Sales - by assessing customers' and their behavioural needs, then blending the behavioural style of salesperson with the customer's style to increase sales (people buy products from people they believe to be like themselves).
  
  
• Better Recruitment - by assessing preferred behavioural styles in candidates this gives valuable insight into their suitability for a particular type of job (when compared to the requirements of the job as defined by the company or the departmental manager)
  
  
• Better Personal Development - by identifying potential stressors (when people are asked to work outside their natural performance zone); identifying areas of frustration (when people's skills are under-utilised); understanding motivations & why different people interpret the same situation in so many different ways.

To see a sample of how results are displayed please click here. Please go to our contacts page and fill in the form checking the PRISM check box to apply.

PRISM CASE STUDY 1

INDIVIDUAL AND TEAM

Tasked by client to use Prism as a tool to improve the behaviour of a senior manager who was functionally capable, but bereft of emotion and lacked empathy for his staff.

Despite initial strong resistance and scepticism, Prism was successfully used to highlight the differences between the individual and his team. He was re-assured that the process was not attempting to make fundamental personality changes but to recognise the dynamics of relationships with diametrically opposing behavioural profiles.

As a highly intelligent man, with left-brain domination (gold and red dimensions of Prism), he was able to understand the concept of learning how to behave differently with those in his team who operated predominantly in the right-brain (green or blue dimensions in Prism). Likewise, members of his team quickly recognised that his profile was a function of ‘natural selection’ and his behaviour was now ‘hard-wired’. The only way to deal with the situation was to modify their responses to him and to avoid the ‘triggers’ that caused discomfort.

He now adapts more readily to situations requiring a caring and people oriented approach, rather than concentrating on the detail, the tasks and the actions. He still finds it hard & needs regular reminders. However, he has been encouraged by the feedback from his team & peer group. Many team members and other managers within the company commented on improved relations with this individual, almost immediately after his exposure to Prism.

Recently he was promoted and believes this promotion would not have been possible without the use of Prism, mediated through and supported by Delta-Point. He advocates the on-going use of Prism with his old and new team members and has recommended it to other parts of the business.

As a result, Delta-Point now facilitates the use of Prism on a wide scale within the company, primarily as a tool to promote team co-operation and as an aid to recruiting the right staff.

PRISM CASE STUDY 2

INDIVIDUAL

Tasked by client to use Prism as a tool to understand the changed behaviour of a middle manager who was suffering with increased levels of stress, work output declining & slipping deadlines.

‘Julie’ was promoted to Customer Services Manager for a successful biotech company. She was well liked by customers and colleagues alike for her out-going, caring manner - always prepared to offer help and be pleasant to everyone. Over a period of a year after her promotion she lost the ability to cope with her workload, never delivered projects on time, became more forgetful, more sensitive to criticism and starting arriving late to work in the morning, then staying late to catch up. Stress took over and she was hospitalised after collapsing at work.

A Prism profile revealed that she was not suited to the role due to the fact that her natural behavioural preferences were dominated by right brain activity - ideas, discussion, starting projects, forging relationships with people, supporting, caring, putting others first. Her desire to be liked by everyone and be seen as a helpful and willing colleague overpowered her ability to do the things she had promised or to drive the projects through to completion.

The strain of trying to behave in a way that was alien to her finally took its toll on her health. Her brain had become 'hard-wired' to respond to her environment in this way. She was not being wilfully difficult, she was just being herself! It was not possible for her to re-train her brain to respond differently.

Fully recovered now, she decided to leave the company and change career. She left with the company's blessing and remains in contact with her former colleagues.
Using Prism earlier in the process would have highlighted this mismatch immediately and allowed management to take decisions about where best to use her skills and abilities, rather than keep her in the wrong job & let everyone suffer as a result of her lack of performance.

Using Prism as a ‘negotiating tool’, the issues were explained to Julie in a non-confrontational way & succeeded in taking the pressure off, whilst maintaining her self-respect & dignity.

The company in question have gone on to use Prism as a selection tool for recruiting new staff, as part of the team building process & to assist in succession planning.