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The AEM-Cube® is an assessment that maps how people naturally process knowledge and how they prefer to deploy their own expertise while contributing to growth in the scope of an organisation’s life cycle.
The AEM-Cube was developed by Peter Robertson and is backed by more than 20 years of research and practical application, helping individuals, teams and organisations worldwide, identify people’s natural growth potential and link it to strategy planning and execution.
Contact us if you are looking for an AEM-Cube Certified trainer or coach in your own geographical area. We have several coaches and partners at your service, located worldwide.
The insights delivered by the AEM-Cube® define the levels of cognitive diversity in the team, providing the necessary elements to create awareness into each person’s own qualities and behaviours, and the team’s potential to deliver growth in the different phases of the company’s life cycle.
Cognitive diversity in teams has a direct impact on how people solve challenging situations; people show a mix of different problem-solving behaviours, like collaboration, identifying problems, applying information, maintaining discipline, breaking rules, and inventing new approaches.
AEM-Cube® Certified Practitioners use the insights of the assessment and their own expertise to help individuals and teams learn to best manage the qualities of people to achieve strategic goals, while solving complex challenges.
The AEM-Cube® explores three key dimensions of change and growth: Attachment, Exploration and Managing Complexity.
Together these three dimensions create an image that describes an individual’s natural and unique capacity to perform and contribute to the processes of growth and change within an organisation’s life cycle.
By combining these individual pictures and getting a better image of the team, the strengths of the team are quickly mapped. This cognitive diversity map predicts the team’s potential to deliver growth in the different phases of the company’s life cycle.
These insights are used to achieve sustainable growth in changing environments. The natural, diverse talents of each team member are utilised while, at the same time, personal and team development is achieved, helping realise innovation, self-management and change processes; we call this Strategic Diversity.
The insights delivered by the AEM-Cube® can involve the individual’s self-perception and include the perceptions of others that have closely collaborated with that person.
The self-perception is based on inner reflection and knowledge of one’s feelings, thoughts and behaviours throughout time and in diverse settings.
The perceptions of others are often based on the perceived behaviours of a person in a specific role in a temporary setting.
The insights delivered by the AEM Cube® assessment show the levels of cognitive diversity in a team or organisation; the natural capacity of people to contribute to growth in different settings, and it is often included in projects driven by performance and results.
Some environments have shown to be a better fit to fully utilise the talents present in cognitive diverse teams. Research has shown that teams performing more effectively treat mistakes with curiosity and a shared responsibility for the outcomes. As a result, people can express their thoughts and ideas without fear of social retribution. The environment they created through their interaction was one of psychological safety.
The Quality of Interaction assessment maps the levels of psychological safety in an environment and and connects them to the levels in which people feel they can make the best use of their talents to help their teams deliver results and help the organisation grow.
How a Fortune 500 Lifestyle Retailer successfully transformed their online customer experience by mapping and utilising untapped potential within their IT departments’ AEM-Cube® positions: a case study
"Breathing new life into any company is not a mystery, it is just a matter of finding and deploying energy. Once an organisation understands what energises its employees, it can tap into the under-used potential to continue or regain succes. We did that with the help of Human Insight, and the AEM-Cube is ideally suited to help provide teams and people the insights into what drives them to perform."
- Tabitha Scott
How does the AEM-Cube compare to other globally used assessment tools?
Several consultants, coaches, and practitioners working with the AEM-Cube have recently indicated an interest in how the AEM-Cube dimensions relate to dimensions of other frequently used instruments, such as the NEO-PI-3 (also known as Five-Factor Model, OCEAN or Big Five; Costa & McCrae, 1992), the Hogan Personality Inventory (HPI; Hogan & Hogan, 1992), and the DISC Theory (Marston, 2013). Investigating the relationship between the AEM-Cube and these questionnaires might provide valuable insight into the traits underlying the AEM-Cube dimensions.
What do performance, leadership, cognitive diversity and psychological safety have in common?
If you don’t immediately think of something concrete, don’t worry. In this business case, we will tell you how these concepts are all connected. We do this by means of a practical example. In this article, you can read all about the consulting process that Nestlé, the largest food and beverage organisation in the world, is currently undergoing to improve performance and sustainability.
The online AEM-Cube Certification Training is the place to start. This course provides you with everything you need to start using the AEM-Cube.