The Realise 2 strengths assessment and development tool

This week I’d like to focus on a strengths assessment and development tool, the Realise2 4M model . The model was developed by Dr Alex Linley and the team at Center for Applied Positive Psychology.

I briefly presented the REALISE2 4M model for you last week as an introduction and will this week explain it more in-depth. The model is shown below;

Realise 2 4M model

Firstly, the underlying definition of strengths is;

‘a pre-existing capacity for a particular way of behaving, thinking, or feeling that is authentic and energizing to the user, and enables optimal functioning, development and performance’ (Linley 2008, p. 9)

The Realise2 4M model shown above is based on the definition by Alex Linley and colleagues and represents four combinations of using realized and unrealized strengths, learned behaviors and weaknesses (marked by separate quadrants).

Moreover the model examines the benefits and consequences of developing and/or focusing on each quadrant in terms of individuals’ (i.e. employees’) energy, performance, and use.  Each of the 4 quadrants are described briefly below from the point of view of an employee that is wishing to develop themselves at work.

The prescription of the model is that realized strength (top right hand corner) produce high energy, high performance, and should be used often. Hence the employee/individual should Marshall the particular realized strength.

According to the model, a learned behavior (quadrant 2) is associated with lower energy but higher performance. This is why the use of the learned behaviour should be Moderated.

A weakness (quadrant 3) is represented via its association to lower energy and performance. The use of our weaknesses should be Minimized. The acknowledgement of Realise 2 model that weaknesses exist and that they are a factor within all  working or life contexts is a point of departure from other strengths models which exclude this component.

And lastly, an unrealized strength is one which is associated with the untapped potential of the individual and is characterized by high energy and performance however lower use. The model prescribes that these strengths should developed most and their use Maximised.

If any of you are wondering how to assess specifically which are your unrealized and realized strengths, learned behaviors, and weaknesses, please go to the Center for Applied Positive Psychology for this, and a lot more useful information.

As usual, any comments or questions are welcome….

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4 Responses to The Realise 2 strengths assessment and development tool

  1. Interesting website and the model on strength types with indications for which ones to augment, lay cool or balance, was thought provoking. Much of this deliberation could have been eased and triggered by an adjunct example to each type. I am particularly encouraged to scavenge for comments from others on my ‘unrealized strengths’ – first though would be important to identify, be familiar with that ‘unknown’, accept them as strengths and consider the potential outcomes if we then put them to use! Wonder how and where well-being though could fit into the model? Does feeling good” and ”having a good life, either or both, mediate strengths and performance? relationship?

  2. Reblogged this on Walking the 'extra mile' being Well and commented:
    Interesting website and the model on strength types with indications for which ones to augment, lay cool or balance, was thought provoking. Much of this deliberation could have been eased and triggered by an adjunct example to each type. I am particularly encouraged to scavenge for comments from others on my ‘unrealized strengths’ – first though would be important to identify, be familiar with that ‘unknown’, accept them as strengths and consider the potential outcomes if we then put them to use! Wonder how and where well-being though could fit into the model? Does feeling good” and ”having a good life, either or both, mediate strengths and performance? relationship?

  3. Barry Hemmings says:

    A most interesting model. Of interest here for me would be just how much of a mix there is in the quadrants for each of us. Particularly, some simplistic thinking about the learned behaviours would lead me to ask how much of this there is. For myself for example, i would argue that the vast majority of my behaviour that is on professional display every day has been learned. Related to this is probably the simple notion that successful behaviours are reinforced and are therefore repeated. Whereas those that do not contribute to long term success are left behind.

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