The authors of this book feel differently. They stress that "studies of human development show that once a person has an area of competency, structuring of knowledge provides a framework for acquiring new knowledge and understanding" (40).
Once a person is competent in an area of strength, he or she can begin to add other areas and build on experience.
How does one know what his or her strengths are? Hints of strengths include Yearnings (to do, not to have the trappings); Satisfactions; Rapid learning; Glimpses of excellence; and Total Performance of Excellence or flow of behavior that occurs unconsciously.
One should sort the strengths found and go with just one at a time. This sounds difficult, but it works well. Then perfect it by doing it over and over. Only then go on to the next strength.
In contrast, one also has to find one's weaknesses: These include eight steps:
1) Feel defensiveness about performance; 2) Obsessive attempts to overcome something we do; 3) Slow learning (just don't "get it"); 4) No profit or gain from repeated experience; 5) Having to continually think through the step of a process;
6) Decrease in confidence drops when performing the activity; 7) Having no vision of doing...
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Quality of the Optimization for Resource Planning Model by C. Santos et al. (2013) Any multinational organization with more than 100,000 knowledge workers is faced with some profound challenges in harnessing this pool of talent for a diverse set of information technology projects. The resource planning function for Hewlett Packard's Enterprise Services business segment was especially challenged in this area, prompting Santos et al. (2013) to provide a refined model
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