Scitrain's Research

We have found that relying on already existing research is simply not enough to put forward our visionary tools and methods. We therefore conduct our own research activities in cooperation with several universities in the US and Germany:

Institut fÜr Theoretische Psychologie, UniversitÄt Bamberg
Georg-Elias-MÜller-Institut fÜr Psychologie, UniversitÄt GÖttingen
Department of Sociology, Kent State University
Minnesota State University, Department of Psychology

Using the AHS at IBM Germany leads to increased performance of new hires A study conducted with IBM Germany on N=450 new hires hired between 1999 and 2003 shows a significant increase in job performance of newly hired employees after the AHS was implemented. The AHS was used for pre-selection of applicants as a first step in a 2-stage selection process comprised of the BQO and a 1-day Assessment Center. After implementing the AHS, job performance of new hires as assessed through supervisor ratings 1 to 3 years after applicants have completed the BQO increased by 2/3 of a standard deviation. This increase is highly significant. Since all other components of the selection process remained the same, the increase in performance can clearly be attributed to the implementation of the AHS. Results show that implementing the AHS as a pre-selection instrument leads to a substantial improvement in employee performance.

In the Executive Development Center (EDC), executive leaders engage in a unique experience that assesses their potential and prepares them to lead the company from the highest levels. Candidates experience a complex business environment, where they are required to manage a company that is at a critical juncture of its business cycle. In keeping with the Scitrain approach, the center is rooted in realism and is a high-fidelity simulation of a company operating in the international market.

During the course of the center, participants work on a variety of case studies and strategic scenarios which require them to think critically in a dynamic business environment. Participants focus on the global impact of their decisions and implementation of strategies on a global scale.

Selected PQO profiles show high correlations with Assessment Center scores In a study involving 150 applicants applying for a job with a large company, PQO profiles were correlated with the results of a 1-day Assessment Center. Results yielded substantial correlations between PQO-profiles and Assessment Center scores. The PQO profile “Manager” correlated with the overall AC score with R=.46, the PQO profile “Sales” showed a correlation of R=.58 with the AC score. The results of this study show that using the PQO as a pre-selection instrument before an Assessment Center or an interview leads to a substantial improvement in the quality of hires considered in the Assessment Center or the interview.

Differences in performance of problem solving teams can clearly be attributed to differences in communicative behavior. In a study on problem solving and decision making in teams, N=21 teams comprised of 4 to 6 people (practitioners, managers, and university students) played the computer-simulated business game Cosmetica over the course of a full day. The goal of the study was to find out how successful and unsuccessful teams differ in their problem solving behavior. The study was conducted in order to test the integrative theory of problem solving and decision making in teams put forth by Stempfle (2004a, 2004b, 2005). A behavioral analysis was conducted on the four best-performing as well as the four worst-performing teams as measured by business game results. Verbal interaction in the teams was completely recorded and coded employing several different coding schemes.

Comparing the behavior of successful and unsuccessful teams revealed a number of important differences.

The results of this study point to the importance of communicative competence for team problem solving and decision making. They provide an excellent basis for subsequent research on training problem solving and decision making teams.

The results of the various exercises are fed into a software tool that allows for a thorough evaluation of the performance of each participant. The software tool automatically generates ranking lists, tabular reports and graphical profiles of the participants’ performance. Furthermore, the software contains additional functions for conducting sophisticated statistical analysis. Using the software, the participants’ leadership potential can be evaluated in a concise and comprehensive manner.