Cognitive Process Profile (CPP)

Standard Report for ABC Company

STRICTLY CONFIDENTIAL

NAME:
Antonio Sample

CPP NUMBER:
CPP152673 (Z693816)

ASSESSMENT DATE:
2018-12-05
 SECTION 1

Introduction
The CPP
The Cognitive Process Profile (CPP) is a computerised exercise that has been designed to externalise and
dynamically track a person's cognitive processes to give an indication of thinking preferences, capabilities and
potential for growth. The thinking processes are interpreted using algorithms.The aim of the CPP report is to provide
an understanding of a person's thinking skills and learning potential to inform decisions regarding selection,
placement, team compilation, succession and development. The results are described narratively and graphically.

Please note that the scores in this CPP report reflects the use of the latest 2016 Norm Group based on the results
of a highly diverse, international sample. Do not compare CPP results based on different norm groups.

Cognitive constructs reported on by the CPP

The theoretical model on which the CPP is based
Suitable SST work environment
Current and potential work environments
Work-related processing dimensions
Unit of information
Stylistic preferences and capabilities
Task requirements associated with processing tendencies
Speed and pace control
Processing competencies
Strengths and development areas
Learning potential
Developmental guidelines
Summary of results
Graphic summary

Biographical information
Full name: Antonio Sample
Gender: Male
Date assessed: 2018-12-05
Report date: 2018-12-05
Unique test number: CPP152673 (Z693816)
Date of birth: 1989-05-29
Nationality: British
Ethnicity: Caucasian/White
Highest education: Graduate
Discipline: Civil Engineering / Construction
Functional area: Administration / Operations
Current position: Other
Colour blind: No
Previous CPP: No

Self-evaluation
This section was filled out by the candidate after completing the CPP.
How well did you understand the test? Quite well
How difficult did you find it? Fairly hard
How well do you think you did? Quite well
Were you anxious or afraid? Fairly relaxed
How well could you concentrate? Fairly well
How much did you enjoy the test? Quite a lot

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 SECTION 2

The theoretical model on which the CPP is based

The holonic structure of the functional processing categories
The CPP externalises and tracks information processing activities and represents these in terms of functional
categories organised as holons, where each successive process includes and transcends the previous one(s).
Alternatively, the processing categories can be represented as overlapping fields of a matrix, the axes of which
represent: (a) the increasing complexity of the information involved; and (b) the increasingly inclusive sequence of
cognitive processes applied (as described in the CPP research manual).

The theoretical model of cognitive processes on which the CPP is based, differentiates between 'performance' and
'metacognitive' processes. Performance processes are applied to task material to recall, explore, analyse, structure,
and transform information. The application of the performance processes is guided by specific metacognitive criteria.
Cognitive development requires the internalisation and automatisation of metacognitive criteria.

The metacognitive criteria which guide the application of cognitive

processes

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 SECTION 3

Suitable SST work environment

The CPP links a person's cognitive profile to the cognitive requirements of specific operational and strategic work environments.

Algorithms are used to compare the qualitative and quantitative characteristics of a person's profile to the requirements of five
work environments. The profile qualities considered include a person's: (a) stylistic preferences, (b) the units of information used
in processing, (c) judgement and decision making tendencies, as well as (d) eight job-related processing dimensions.

The work environments specified reflect the Stratified Systems Model (SST) of E Jaques, the Viable Systems Model (VSM) of S
Beer and M Prinsloo's work on cognitive complexity.

Both 'current' and 'potential' work environments are indicated but no time frames are given to predict the person's readiness to
progress from the current to the potential environment as this depends on many different factors including opportunity and
motivation.

Operational and strategic work environments

Antonio's progress through the assessment was tracked and this is shown graphically below. This gives an indication
of his preferred current and potential working environment.

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 SECTION 4

Antonio's current work environment

Antonio's cognitive profile currently seems best suited to the following work environment:

Tactical strategy
Optimising systems efficiencies
Formulate functional strategy
Benchmarking
Goal achievement of a functional unit
Create alternative strategic paths
Evaluate and implement systems
Planning and resource allocation
Follow theoretical guidelines
Project management
Professional work

A Tactical Strategy work environment can be described as follows:

Type of work Judgement
Works with a whole operating system or functional Relates to planning and implementation to optimise
unit resources
Ways of working Language used
Optimises the goal achievement of the functional Focuses on the symbolic (consumables, equipment
unit using various tactics and resources)
Uses specialised knowledge of operational work and Learning
incorporates theory and experience
Finds best practice solutions to problems Hypothesising, implementation and continuous
Makes the best use of all available resources evaluation of theoretical and practical knowledge
(human, material and financial) Time frame
Evaluates systems and practices and implements Ranges from one year to three years for the most
new systems complex tasks
Professional practice Examples
Information used First level of organisational improvement
Complex, concrete and abstract Management of operating systems (divisional,
Meaningful wholes, systems, plans, budgets and middle, senior or general manager)
networks Professionals and specialists operating
Ambiguous goals and outcomes independently
Relatively stable contexts
Outputs / achievements
Ambiguous and are judged in terms of operating
efficiencies
Cannot be predicted linearly but must be
extrapolated from the principles of systems
functioning

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 Potential work environment
Antonio shows the potential to develop the necessary cognitive competencies to effectively function in the following work
environment:

Parallel Processing
Integrate dynamic systems (value chains,
supply-demand factors)
Synchronise parallel pathways
Use trade-offs to maintain progress
Coordinate functional units
Formulate business processes and broad business
strategy
Ensure organisational viability
Systems focused
Maintain the pace of and monitor interacting projects

A Parallel Processing work environment can be described as follows:

Type of work Outputs / achievements
Focuses on business processes and business Often abstract and theoretical
strategy Organisational change and transformation
Involves co-ordinating the work of various functional Development of new functionalities and models
or business units Judgement
Ensures that the organisation remains viable
Profit and loss accountability, directing the
Ways of working implementation of strategies to ensure
Plans and implements long-term business solutions organisational viability
Translates abstract ideas and decisions into Language used
strategies and tactics
Plans how the organisation is to be managed to A conceptual focus (talent pool, culture, values,
achieve its mission statement capital accumulation, assets, labour)
Manages and co-ordinates several interacting Learning
projects, or programmes simultaneously in order to Hypothesising and testing abstract conceptual
achieve an overall objective models and strategies
Manoeuvres resources between interacting projects Time frame
to capitalise on economies of scale
Builds models Ranges from three years to five years for the most
Has true accountability complex task
Information used Examples
Primarily complex, unfamiliar and ambiguous General management, executive and CEO levels
Often abstract, theoretical and generalised, such as Chief specialist roles in the organisation
long-term policies, broad strategies, values, Developers of new functionalities
business processes and solutions
Ambiguous realities and goals
Unstable and unpredictable contexts

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 SECTION 5

Work-related processing dimensions

The work-related processing preferences are used in conjunction with cognitive style, unit of information and judgement
capability, to determine a most suitable work environment for a person.

Personal preferences for Operational or Strategic work can be described in terms of four dimensions:
Complexity
Tangibility / type of the information
Time frames
Degree of structure of the work environment
The person's preferences and capabilities can guide job placement decisions and indicate the most appropriate developmental
initiatives.

Notes: (see the table on the following page) Interpreting the work-related processing scores:

Strategic orientation (right column): These scores reflect skill in dealing with the processing requirements of Strategic
environments. Scores of up to approximately 40 support Operational functioning; roughly 40 - 60 enable Diagnostic
Accumulation functioning; 60 - 70 point to Tactical Strategy functioning, around 70 - 77 suggest Parallel Processing
functioning and scores exceeding approximately 77 indicate Pure Strategic functioning.

Operational orientation (left column): These mostly (excluding 'Detail') reveal a complementary score to that of the
opposite pole on the right of a particular dimension. The scores in the left column are thus interpreted relative to the
person's scores in the right column. 'Relatively high' scores are above 50.

Relatively high scores on 'Detail complexity' indicate skill in dealing with technical detail, but not necessarily a
preference for detail. Relatively low scores on 'Detail complexity' may indicate an avoidance of detail even though
the person may have the capacity to deal with it.
Relatively high scores on 'Tangible' indicates a pragmatic and hands-on approach and preference for well-defined
contexts. Both high 'Tangible' and high 'Intangible' scores (thus an overlap between the two poles) is possible and
this indicates adaptability to both types of environments.
A relatively high score on 'Short-term' may indicate a reliance on immediate feedback given, the tendency to view
issues simplistically, to jump to conclusions and to make assumptions.
A relatively high score on 'Structured' indicates a need for ordered contexts and shows either the capacity to
structure environments independently or to require structured environments.

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 Antonio's results indicate the following work related processing preferences
and capabilities:

Operational orientation Strategic orientation

72 70
Detail complexity Dynamic complexity
The application of a detailed, specialist and technical The application of an integrative approach – where the
approach – where the focus is on facts, rules, linear focus is on underlying patterns and the interactions
sequences and relationships. (High IQ may elevate this between elements and systems (non-sequential
score – but not necessarily, and an irritation with patterns, circularity, feedback systems). (Inadequate
detailed technical work may lower it.) capability, learning opportunity and exposure may lower
this score.)

45 60
Tangible information Intangible information
The application of a hands-on approach – where the The application of an ideas-oriented approach – where
focus is on tangible, concrete, well-structured and the focus is on new concepts, ideas, creativity, learning,
practical issues. quick insight, flexibility, intuition and an interest in ideas
and possibilities. (An avoidance of new, abstract and / or
hypothetical concepts may lower this score.)

29 68
Short-term focus Long-term focus
The application of a trial-and-error approach – The application of a disciplined and consequential
characterised by a preference for feedback and reasoning approach – where the focus is on logical
guidelines where the focus is on concrete actions and thinking, the following through of arguments and the
immediate effects within a familiar environment. A evaluation of the effects of evolving situations. (A low
relatively high score may also reflect imprecision, level of motivation and interest may lower this score.)
assumptions, quick closure, impulsivity and inadequate
planning.

35 74
Structured contexts Unstructured contexts
A preference for order and structure (external or self- The preference for an unfamiliar environment – where
created) – where the focus is on guidelines, rules, linear judgement and intuition are applied confidently and
procedures as well as capitalising on knowledge and effectively in clarifying vague, unstructured and
experience. (It reflects both the search for existing ambiguous information. (Low confidence in own intuitive
structures and creation of structures.) insights may lower this score.)

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 SECTION 6

Complexity and unit of information

Individuals tend to focus on specific levels of complexity when dealing with information and when solving problems.
Five units of information can be identified to indicate the level of complexity involved, namely:
(a) separate elements
(b) relationships and linear causality
(c) tangible systems
(d) dynamic and interactive systems
(e) chaos and emerging patterns
These five units of information are linearly related to the five work environments. If the level of complexity required in a work
environment matches the person's cognitive preference and capability to deal with that level of complexity, the person may
experience a sense of being 'in flow'. If a person's approach and the job requirements are mismatched, it may result in boredom
or stress and impact on job satisfaction and motivation.

Antonio tends to utilise the following units of information:

Unit of information Description
Tangible systems
Optimising system efficiencies
planning and structuring
generating alternatives
co-ordination of structural elements within a system
interactions between tangible elements

Dynamic and interactive

systems Conceptualising change and integration
co-ordination across systems and contexts
a process approach
dealing with vagueness and intangibles
constructing theoretical models

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 SECTION 7

Cognitive styles
Cognitive styles refer to broad response tendencies or patterns in thinking and problem-solving behaviour. These are measured
by tracking a person's responses to unfamiliar information. A person’s stylistic preferences when dealing with unfamiliar
information, however, also tend to be used when working with familiar information. Some personality factors are indicated here,
as these are sometimes evident in the way a person thinks.

A person may develop specific stylistic preferences due to personality and emotional factors, cultural values, educational
exposure, learning opportunities, work experience and fields of interest. In interpreting this report, the specific combination of
preferred styles provides a useful indication of certain factors in the person's developmental history.

Various descriptive categories are reported on as indications of stylistic preference, namely: Explorative, Analytical, Logical,
Structured, Reflective, Reactive, Trial-and-error, Integrative, Holistic, Intuitive, Quick Insight, Learning, Metaphoric and Memory
approaches. A Trial-and-error or Reactive style may be an indication of performance anxiety, emotional or developmental
factors. It may also be a valid reflection of the person’s approach to unfamiliar problem-solving. Insight can be gained from
interpreting the person’s particular combination of stylistic preferences. The construct “Style” also informs the identification of a
suitable work environment.

Antonio tends to apply the following styles in unfamiliar contexts and is

highly likely to also apply these styles in familiar contexts:

REFLECTIVE Reflective style:

Tends to explore and consider information very carefully
May be guided by existing knowledge and information structures
Shows a careful approach and revisits previous conclusions
May work relatively slowly
Tries to avoid making mistakes
Indicates a preference for working with tangible information in structured contexts
Shows a need for certainty

HOLISTIC Holistic style:

Tends to see the big picture without losing sight of detail
Emphasises wholeness and unity
Identifies critical factors in calibrating the big picture
Views elements in relation to the whole
Wants to contextualise information and tends to ask why?
Synthesises and integrates separate information structures
Usually deals with abstract and complex concepts
May be aware of detail but may not focus on it or analyse it to any great extent
ANALYTICAL
Analytical style:
Has a precise, detailed approach
Works systematically and pays attention to rules
Enjoys pulling information apart and subdividing issues
Analyses, compares and categorises various elements
Identifies relationships between different elements

INTEGRATIVE Integrative style:

Tends to make sense of information as they go along
Likes the challenge of reconciling discrepant, ambiguous and fragmented elements to create a
coherent whole
Tends to formulate, verify and falsify hypotheses to eliminate unnecessary information
Has a need to understand and usually learns in the process
Often uses abstract concepts to express ideas
Tends to focus on complex information and intellectual challenges

The order that Antonio applied all the styles is:

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 The order that Antonio applied all the styles is:

1. Reflective 6. Quick insight 11. Metaphoric

2. Holistic 7. Explorative 12. Memory
3. Analytical 8. Structured 13. Trial-and-error
4. Integrative 9. Learning 14. Reactive
5. Logical 10. Intuitive

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 SECTION 8

Rank order of cognitive styles

Metacognition refers to awareness of one's own thinking processes. Each of the cognitive styles is guided by certain internalised
metacognitive criteria. This means that a person's thinking processes reflect specific rules that are applied automatically or via
self-talk. For example: a person who values accuracy and has internalised it as a metacognitive criterion, is likely to apply an
analytical approach to problem-solving. The following styles reflect the application of the specified metacognitive criteria. First
the preferred styles will be discussed, then the styles that are applied the least (if any were underutilised). This will provide an
indication of broad cognitive development areas.

Antonio's most prominent stylistic preferences:

Rank Preference Description Implications
A tendency to take time in carefully It is associated with a need to be
checking and considering own certain, not to make mistakes and to
conclusions and interpretations. think things through. It may be useful
in high risk environments, but not
1 Reflective Metacognitive criteria: “certainty”, where quick responses are required. It
“correctness” may also indicate an avoidance of
error and risk as well as a somewhat
tangible approach.
A tendency towards big picture Represents a general and relatively
thinking without losing sight of the integrated perspective within which
relevant detail. detailed elements are contextualised,
2 Holistic and by which relevant detail can be
Metacognitive criteria: “context”, leveraged to impact the bigger
“implications” context. It contributes towards
strategic thinking.

A tendency to work with detail in a It is associated with a need for

systematic and precise manner, pulling precision in understanding the building
issues apart, identifying blocks of an issue and the
subcomponents and linking these interrelationships between these
according to specific rules. building blocks. It is required for
3 Analytical performance in technical-specialist
Metacognitive criteria: “accuracy”, contexts.
“necessity”, “rules”, “precision”,
“systematic”, “relationship”,
“similarity”, “difference”

A tendency to synthesise discrepant, Required for conceptualisation,

fragmented and ambiguous definition, formulation and model
information into a coherent / building. Can be developed by trying
meaningful whole. to understand and represent vague or
4 Integrative problematic issues.
Metacognitive criteria: “meaning”,
“coherence”, “context”, “depth”,
“parsimony”, “inclusiveness”

A tendency to work with rigour, to look It is associated with a disciplined and

for logical evidence, to apply a process rule-based approach driven by a need
approach and to follow own thinking for cognitive challenge. It involves
processes through. critical thinking and may result in
convergent conclusions as well as the
5 Logical Metacognitive criteria: “purpose”, divergent generation of possibilities. It
“change”, “transfer”, “application”, is involved in the transfer of
“contextualisation”, “alternatives”, knowledge across contexts.
“appropriateness”

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 SECTION 9

Task requirements and associated processing tendencies

Current and potential preference and skill in dealing with specific task
requirements
The various thinking styles above can also be represented in terms of the brain quadrants metaphor. The various quadrants
indicate preferences for, and skill in, dealing with certain types of information and specific task requirements, including:

Logic Ideas Challenge Structure

The typical right quadrant preferences are associated with an ideas orientation and creative tendencies and the left quadrant
preferences with a more structured, focused and factual orientation. The upper quadrants are more intellectually driven than the
lower quadrants that are associated with emotional motives such as the need for certainty versus the need for challenge. The
relative contribution of specific cognitive styles have been superimposed / positioned in blue on the graph.

Antonio's preference and skill regarding the task requirements

The graph below indicates Antonio's current preferences and potential for dealing with these various types of
processing requirements.

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 Interpretation of the skills and preferences associated with particular task
requirements
Structured, rule-based approaches: dealing with facts in a logical, analytical, sequential and organised manner:
Logic driven: a preference for logical-analytical reasoning, using facts. It involves the application of rule-based,
focused and relatively structured information processing. People who achieve relatively high scores in this
quadrant typically enjoy intellectual challenge and information-rich, technical and professional contexts.
Knowledge driven: a preference for the relatively well-structured information that is characteristic of domain-
specific and operational work environments where one can capitalise on existing knowledge and experience.
In terms of the complexity involved, it may range from dealing with tangible and concrete phenomena to more
complex theoretical information. The emotional security offered by the familiarity of the task material generally
enhances performance.
Holistic and Creative approaches: dealing with ideas and new challenges by making meaning of, and contextualising
the information:
Ideas-driven: a preference for integrating fragmented and / or theoretical information in a meaningful way. The
generation of unique and innovative ideas are characteristic of this mode. People who achieve relatively high
scores in this quadrant typically enjoy intellectual challenge and generally apply a contextualised or holistic
approach.
Challenge-driven: flexible, open-minded awareness, curiosity and a learning orientation. Relatively high scores
in this quadrant are associated with the tendencies to become bored and to challenge oneself and others. This
may be driven by an emotional need for novelty and variety. Those showing this preference perform best when
having to deal with interesting and meaningful information.

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 SECTION 10

Speed and pace control

Speed and Power are two separate constructs in cognition. The CPP allows the person to work at his/her own pace. Four
speed-related dimensions are reported on, namely: pace of problem-solving; how quickly new information is grasped; the time
spent on easy versus difficult aspects; and the tendency to come to close problems quickly. Scores are normally distributed
between 25 and 75.

Antonio's speed and pace control scores:

Dimension Description Score

Speed of work The speed or pace by which unfamiliar

cognitive tasks are completed 53

Quick insight The rate of grasping and understanding

concepts 65

Pace control The tendency to spend most time on the

most difficult task requirements 60

Quick closure The tendency to jump to conclusions

and make assumptions 17

Notes: Interpreting Speed and Power

The various constructs reported on are independently measured. Thus seemingly contradictory results are possible –
such as high scores on both ‘Pace control’ and ‘Quick closure’. This can be interpreted qualitatively.

If the ‘Speed of work’ score is relatively close to the ‘Quick insight’ score, then the person works at a reasonable
pace, given their natural inclination and capability. If the ‘Speed of work’ score is higher than ‘Quick insight’, then the
person worked at a faster rate than they understood the task requirements. If the ‘Quick insight’ score is higher than
the ‘Speed of work’ score, then the person worked relatively slowly and carefully. ‘Pace control’ scores are important
and indicate the person’s insight into the difficulty of the task and how they adjusted their pace to spend more time on
more difficult aspects.

As a broad guideline, a score of 60 and above can generally be regarded as a high score on the constructs of ‘Speed
of work’, ‘Quick insight’ and ‘Pace control’, and a score below 35 - 40 as a relatively low score. A relatively high score
on ‘Quick closure’ may indicate that emotional and motivational factors interfered with the effectiveness of
processing. It may also show low cognitive rigour or discipline. Relatively low scores are desirable on ‘Quick closure’.
On this construct, scores above 50 can be regarded as relatively high.

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 SECTION 11

Information processing competencies

This bar graph provides a graphic representation of the person’s functioning on the six processing categories namely: Memory,
Exploration, Analysis, Structuring and Integration, Transformation and Metacognition. All are Performance processes, except
Metacognition which guides the application of the Performance Processes. These functional processing categories can be
represented as a holon where each successive process includes and transcends the previous one(s). The dynamic functioning
of the processes are explained by the theoretical processing model on which the CPP assessment is based.

This following simplified graphical representation summarises Antonio’s results and is useful to guide decision-making and
cognitive development initiatives in work and educational contexts.

Processing competency Description Scores

A tendency to rely on memory and to
Use of Memory 43
concentrate on the task
Memory
Memory
Effectiveness of memory strategies 39
Strategies
Practical orientation (asking whether things
Pragmatic will work in practice). Determining 84
Exploration relevance in structured contexts
The effectiveness, depth and width of
Exploration 72
exploration
Working systematically, independently.
Analysis Detailed and precise in differentiating 64
Analysis between, and linking, elements
Rules A focus on rules 43
Creating external order, categories and
Categorisation 53
reminders. Structuring tangibles
Structuring / Synthesis of ambiguous / discrepant /
Integration 66
Integration fragmented information
The preferred level of complexity and the
Complexity 70
unit of information used
Logical The disciplined, logical following through of
Reasoning reasoning processes 67
Transformation Unusual / flowery / creative and / or
Verbal
abstract verbalisation and 55
Conceptualisation
conceptualisation
Capitalising on intuitive insights to clarify
Judgement 74
unstructured and vague information
A tendency to grasp new concepts and
Quick Insight
acquire knowledge and understanding 62
Metacognition Learning
relatively quickly
Gradual
A preference for practical or experiential
Improvement 52
learning
Learning

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 SECTION 12

Cognitive strengths and development areas

The following table reveals those processing dimensions that the person scored significantly higher or lower on as compared to
his average processing scores on the left, as well as his current work environment. This is a very detailed part of the report and
is provided to inform cognitive development initiatives. This section should be managed holistically – and not by focusing on the
complex detail.

Antonio’s processing strengths and development areas:

STRENGTHS DEVELOPMENT
AREAS
Table of Cognitive Strengths and Development Areas Current Current
Own work Own work
profile environ- profile environ-
ment ment
Memory
Use of memory: The tendency to retain and recall information that is a prerequisite for
learning, intuition and integration functions 2
Exploration

Discrimination: Deciding what is important in a relatively structured, familiar environment 2 1

Exploration: Depth of investigation of a problem or situation 1 1
Analytical

Checking: Repeatedly revisiting detailed issues - often to "make sure" 1

Metacognitive monitoring of linking: Being aware of the way one identifies
relationships between objects or concepts 1
Need for precision: An emotional need to be accurate and correct 1
Structuring and Integration
Abstract conceptualisation: Expressing conceptual thinking by using creative, abstract
language 1
Categorisation: Classifying, grouping and representing information by using techniques
such as categorisation, filing, listing, mapping, architecturing, note-taking and diarising 1
Metacognition
Memory strategies: The use of techniques and aids to assist memory functioning.
(Checking to ensure accuracy may lower this score) 2 1
Clarification: Interpreting, judging, weighting and prioritising unclear information 1
Note: the strength of the finding is indicated numerically in the table above. Higher numbers indicate a more
significant finding. Treat scores two and above as significant.

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 SECTION 13

Learning potential
It is difficult to predict a person’s future and potential cognitive functioning on the basis of current performance, given the long
term impact of variables such as emotionality, motivation, educational and work exposure. Cognitive performance is evaluated in
depth to identify indicators of cognitive modifiability. The slopes of learning curves and the effectiveness of information
processes are interpreted. This gives an indication of the person’s potential to increase current cognitive functioning as well as
the capacity to master new knowledge or content areas. This information can inform decisions regarding the utilisation and
development of talent.

Antonio shows an above average to high level of learning potential.

Antonio’s current strengths that can be capitalised on in actualising his learning potential are:

Strength of Indications of Description

finding existing skill
Antonio’s already well-developed repertoire of cognitive skills will
contribute to the acquisition of further knowledge and cognitive
Current level of
2 processing skills. In cognitive functioning, a broad frame of reference
functioning
and existing competence enhances learning and cognitive growth via
processes of assimilation and accommodation (Piaget).
Note: the strength of the finding is indicated numerically in the table above. Higher numbers indicate a more
significant finding. Treat scores two and above as significant.
Antonio’s developmental areas that indicate learning potential:

Strength of Indication of
finding learning Description
potential
Antonio seems to become bored with having to deal with easy, highly
Tendency to become
2 structured and unchallenging tasks. He would be more motivated and
bored
thrive in stimulating and fast changing work environments.
Note: the strength of the finding is indicated numerically in the table above. Higher numbers indicate a more
significant finding. Treat scores two and above as significant.

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 SECTION 14

CPP summary report

This is a brief summary of Antonio’s information processing results. His recommended current and potential work environments,
stylistic preferences as well as a number of additional observations and special insights into Antonio's processing tendencies are
provided.

Current work environment

Antonio’s cognitive profiles best matches the requirements of Tactical Strategy work environments. These contexts
involve management and / or professional work. Within a business milieu it may entail planning, budgeting, project
management and resource allocation. Operational systems are evaluated, improved and new systems are
implemented to optimise operational efficiencies. Alternative tactical strategies are formulated to maximise the goal
achievement of a functional unit in the organisation. The focus is on tangible systems and the time frame involved
may be one to three years from decision making to when feedback becomes available.

Potential work environment

Antonio’s profile indicates that he may have the potential to work with the complexity requirements of the Parallel
Processing environments. This means that he shows the necessary cognitive capability and skill to deal with
complex, vague, interactive and dynamic systems within a five year time frame. Parallel processing work may involve
the formulation of broad strategy; the integration of broad with operational strategy; the conceptualisation and
modelling of business processes; the integration of value chains as well as internal and external factors;
organisational transformation initiatives and the development of new functionalities – all of which are aimed at
ensuring organisational viability. Executive roles involving the coordination of various functional units in the
organisation as well as chief specialist roles may be involved

Stylistic preferences
The way a person approaches problems gives insight into how they think, what problems they are best suited to solve
and the complexity they can work with. Antonio applied a Reflective approach. This is a tendency to take time in
carefully checking and considering own conclusions and interpretations. This approach was mixed with a Holistic
style - an inclination towards big picture thinking without losing sight of the relevant detail. He also showed a
tendency to use an Analytical style, which involves a tendency to work with detail in a systematic and precise
manner, pulling issues apart, identifying subcomponents and linking these according to specific rules. Lastly, Antonio
can also process information using an Integrative style, which involves the preference to synthesise discrepant,
fragmented and ambiguous information into a coherent and meaningful whole.

Additional observations and special insights

Antonio shows a high level of intellectual functioning.
He obtained relatively equal scores for discriminating between relevant and irrelevant information in a structured
and an unstructured environment. This is an indication that Antonio should be able to adapt to working in both
structured and unstructured contexts.
Considering the degree of detail he prefers to work with, Antonio seems to make insufficient use of his memory
capacity. This may be due to a tendency to check information and a need for precision rather than to work with
boldness. This careful approach is required in some work environments but may be unsuitable in more
generalised or more strategic environments.
He appears to have a need for precision that may cause stress in certain contexts where this approach is not
required. To handle complexity more effectively, Antonio can emphasize the formulation of generalisations, use of
memory techniques, a focus on core elements, following through and convergence of arguments, formulation of
hypotheses as well as adopting an integrative approach to problem-solving.
Few significant differences appeared between Antonio's scores on the cognitive processes. Depending on his
level of functioning, this usually indicates that Antonio will be able to adapt to work contexts that pose different
cognitive requirements.

Cognadev © Antonio Sample CPP152673 (Z693816) Page 19 of 23

 SECTION 15

Developmental guidelines
The following section is included for the benefit of the CPP accredited practitioner who will be providing feedback to the
candidate. Statements in this section are based on an automated interpretation of the differences between this candidate’s CPP
processing scores. Not all comments necessarily apply, and it is up to the practitioner to select those guidelines that may be
useful to the candidate in developing additional cognitive skills given the cognitive competency requirements of his particular
work environment.

Notes: Interpreting the Development Guidelines

These competency indications are relative to your own overall functioning. In other words, if your scores are relatively
low on analysis compared to the rest of your profile, it will be mentioned here - even if your analytical skills are better
developed than most other people.

How we apply ourselves intellectually is largely determined by overall physical, psychological, emotional and spiritual
awareness, our external context (exposure and opportunities) as well as the interaction amongst internal and external
factors. The individual does, however, have a significant degree of choice when it comes to applying and developing
themselves.

The extent of the finding is indicated in numbers in blue.

Less effective memory strategies 3

Antonio did not effectively apply memory strategies. The most important factors in remembering information are:
(a) meaningfulness, (b) interest in the subject material, (c) subjective emotional factors, (d) one’s value system,
and (e) the context.

By using certain techniques (anchoring, visualisation, associations, word bridges), most people can, with relative
ease, achieve a significant improvement in their memory functioning. However, none of these techniques
necessarily have long-term boosting effects on memory, unless the material is interesting and has emotional
value for the person.

Cognitively, there are also techniques that can be practiced to simplify information and create links, associations
and meaning. For example:

continuous integration (responding with both assimilation and accommodation of cognitive structures
to new information)
creating a rich network of associations
frequent practice of knowledge or skills
effective representation of information using maps, summaries, metaphors or pictures
identifying the core element and extracting it as the basis for creating a new information structure
attaching motivational / emotional value – such as using humour, or linking information to familiar
people

Less effective structuring 2

During the assessment, Antonio tended to keep the information in mind rather than externally ordering and
representing it. This may overload his short-term memory and cause stress in complex environments.

This may indicate that Antonio does not like diarising, filing, ordering, mapping information or carefully
representing information in the work environment. Developing a structured approach can lessen confusion,
decrease stress and assist Antonio to effectively deal with higher levels of complexity.

Although Antonio did not structure information during the CPP assessment, he may already have acquired the
habit of diarising, making lists, creating reminders, and representing information as pictures or graphs, in
everyday life.

Cognadev © Antonio Sample CPP152673 (Z693816) Page 20 of 23

 Possible memory problems or low memory use 1
A relatively low score on memory on the CPP does not necessarily indicate a memory problem, as this aspect
measures the degree to which a person relies on their memory.

Many psychological and physical factors can affect memory functioning including: disinterest, certain values,
emotional overload, preoccupation, fear, stress, boredom, medication, nutrition and vitamin B intake, hormonal
changes, aging, metabolic disturbances, and physical trauma. Those who develop exceptional levels of
concentration and focus on certain aspects, also indirectly practice “forgetting” skills.

Self-exploration and therapy aimed at restoring interest and energy as well as tackling previously repressed
issues can facilitate memory functioning.

Transactional management: technical, management and professional work

This orientation is associated with transactional managers who deal with tangible issues within a functional unit
of an organisation. They often have to solve problems by identifying causes and implementing solutions.

Their work therefore involves a combination of technical and theoretically-based operational and managerial
issues. Although the contexts in which they work are relatively structured, many alternatives are available. The
application of diagnostic and tactical approaches often involves the prevention of problems, optimising systems
and supervision or management. The specific tasks entail:

investigation via observation, measurement and monitoring

analysis of the results in terms of a technical knowledge-base
planning and structuring tangible issues
the implementation and control of solutions / systems

Transactional managers may want to optimise operational outputs, implement systems, practical solutions and
operational strategies. The most important skills to have within this orientation are logical-analytical skills and a
learning orientation. Non-cognitive skills that aid effective functioning in this environment are self-confidence, a
results orientation, interpersonal skills, effective communication, motivation and experience.

Parallel processing environments: transformational management

This orientation is required in the case of transformational managers who focus on organisational integration
and long-term organisational viability. They are responsible for the alignment of processes across different
operational systems, internal and external value-chains and the translation of the broad organisational strategy
into operational goals.

The cognitive skills that are useful at this level of work are big picture thinking, an integrative and holistic
approach, effective judgement, a learning orientation and logical rigour. An effective transformational approach
also requires non-cognitive skills such as interest, energy, self-confidence, intra- and interpersonal
understanding, leadership awareness and persuasion.

The cognitive capability to deal with complexity at Parallel processing level is however, not sufficient to ensure
effective functioning at this level. Leadership skills, knowledge and experience are also critical prerequisites for
performance in Parallel processing environments. In the case of inexperienced candidates that show this level
of cognitive potential, a career path should ideally be considered to ensure varied and relevant experience.

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 Technical expertise in complex environments
Antonio’s results indicated that he can work with both detail and complexity. This suggests that he is able to
work with complex detail, but integrate it into a broader project.

These individuals may be passionate and highly intelligent, but usually show a marked interest and talent in a
particular area. They may have the tendency to study one body of knowledge to gain depth of knowledge rather
than breadth of knowledge. Their long-term exploration and motivation may lead to them having a significant
impact within their field.

Their work normally takes place at both operational and strategic levels. The expert usually determines the level
of complexity that the technical work takes place. This can involve the application of previous knowledge to
make new discoveries (Diagnostic Accumulation), managing a body of knowledge or experts towards a goal
(Tactical Strategy) or the development of new functionalities (Parallel Processing). In determining how the
person will apply themselves in practice, the unit of information is the core consideration.

High pragmatic orientation 1

This person seems particularly capable of discriminating between relevant and irrelevant informationin factual,
practical and structured environments. This is normally indicative of a definite pragmatic orientation which
reflects metacognitive awareness of the issue of functionality, or "will this work inpractice".

These individuals can therefore capitalize on clarity and focus in practical environments.They often have
practical interests as well.

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SECTION 16

Final comments
The CPP is a psychological test developed and distributed by Cognadev UK. If you would like to use the CPP or the
other assessments we have on offer, please visit our website:
www.cognadev.com

The CPP is a complex instrument and it requires comprehensive training to interpret the report. Feedback on this
report should always be done by an accredited CPP practitioner.

We hope to have provided you with the insight needed to make informed decisions and unlock potential. If you would
like a more detailed description of the concepts dealt with in this report, a full guide and glossary is available at:
web.cognadev.com/publications/cpp-guide.pdf

Disclaimer:
Cognadev’s reports should only be used for the intended purpose of the assessment which may include selection,
placement, succession, team compilation, individual and/or team development as well as organisational development.
Various product-related reports are available on the Skylab delivery platform, including in-depth standard reports,
competency reports and brief summary reports.
Assessment results should ideally be integrated with additional sources of information such as interviews or performance
appraisals and should be contextualised in terms of the competency requirements of the position /role.
This report was generated automatically by Cognadev. When interpreting the results, careful consideration should be
given to factors that may have impacted the results.
Cognadev accepts no liability for the interpretation, reporting, application or use of Cognadev’s assessment results by
third parties.

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