Organisational performance fails in predictable ways. Leaders apply training when the problem is values. They redesign structures when the problem is perception. They introduce incentive programmes when the problem is that motivation has already hollowed. They do these things because they are measuring the one dimension of their system that is visible behaviour while the dimensions that drive behaviour remain unexamined and unmeasured. The Pragadian™ Model of Human Synergy (PMHS™) was developed to close this diagnostic gap.
Pragalathan Ramiah (Wed,) studied this question.