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THE AMBIGUITY ARCHITECT® 360   

Developed by Randall P. White, PhD and Philip Hodgson

Executive Development Group principals are respected in the psychological community for their ground-breaking work and writing. We earn the respect of forward-thinking businesses with our relationships that allow us to work closely with top-level management and integrate with business strategy.

The Executive Development Group offers its own proprietary assessment, The Ambiguity Architect, which measures an individual’s ability to manage and confront the inevitable ambiguity and resulting uncertainty of business.  Our data and research suggest that most high potential managers and executives have a high degree of tolerance for uncertainty.

In today’s fast-paced, ever-changing environment, the capacity to deal with ambiguity and change is a skill that is becoming increasingly important at every level of an organization.
Recent research in leadership has shown that there are basically three core competencies that every leader must have, i.e., the ability to:

  • be strategic
  • work as part of a team
  • handle ambiguity

The same research shows that there is an enormous amount of focus and energy dedicated to the first two skill areas. The third area, however, has been left virtually unexplored. Given the environment as we know it and the forecasts that predict that there is no relief in sight, now is the time to focus on the third element. The Ambiguity Architect® helps you and the people in your organization develop the ability to deal with ambiguity and change.

Used as an integral part of your assessment and development process, the Ambiguity Architect® is the tool that will help you and your organization set the tone for creating and sustaining a team of successful leaders.Ambiguity Architect

At Performance Programs we are all about assessments! 

Well-designed assessments can provide awareness, which can lead to well targeted actions that can improve performance.  We are a versatile source for HR and talent management.

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