The Systemic Concept of Analysis

PSIT uses registration of positive perceptions in three different dimensions and fifteen factors as data input.  These three dimensions have the systemic concept as a theory base as being a set of interrelated and interdependent parts that, together, forms a Unit with certain goal and function, bigger than the sum of parts. These dimensions when at plain interaction and power, what means, factors at maximum score, generates at the organization reaching a 4ª dimension or High Performance level, driving all participants to reach maximum business results. 

Systemic Characteristics:

a) The PSIT default dimensions that represents the systemic concept are: Action, Connection and Knowledge.

b) Each of these dimensions are connected to five factors. These, in turn, are associated to organizational goals and priorities and can be adopted depending each company business strategy.

c) In an illustrative form, the systemic concept is represented by a trihedral or pyramid with equilateral triangle faces where its three corners represent the three dimensions and the one on the top, the high performance one.

d) Based on the concept, depending on each dimension and its five factors score, a secondary trihedral is formed and the more five factors get improved the more the superior vertices will move towards a maximum value.

e) Factors scores are based on perceptions going through zero to five getting updated by the PSIT algorithm.

f) The registration or perception mapping are based on individual contribution achieved during people daily quotidian interactions where the absent of positive perception represents the neutral or negative bias.


It is a brain function that assigns meaning to sensorial stimulus, having its beginning in attention, which is nothing more than a process of selective observation and that unfolds into interpretations. As a new information is acquired, new perceptions are dynamically altered, allowing situations to be viewed in different ways. Through perception, the individual organizes and interprets their sensory impressions to assign meaning to a situation, consisting in the acquisition, interpretation, selection and organization of the information obtained by the senses.

The PSIT consists of recording perceptions of the contributions of their professional interactions.

Positive Psychology

Positive Psychology has been described in many ways and forms, but the most classical definition is this: "Positive psychology is the scientific study of what makes life most valuable" (Peterson, 2008). In short, it can be understood as a scientific approach that studies human thoughts, feelings, and behavior, focusing on strengths rather than weaknesses, building good in life rather than repairing evil and withdrawing from people's lives the "average" attitude "and incorporating" big "thinking. Positive psychology focuses on positive events and life influences, including positive experiences (such as happiness, joy, inspiration and love), positive states and traits (such as gratitude, resilience, and compassion), positive institutions (applying positive principles within organizations and entire institutions). As a study, positive psychology spends most of its time thinking about themes such as strength of character, optimism, satisfaction with life, happiness, well-being, gratitude, compassion (as well as self-pity), self-esteem and self-confidence, hope. and elevation. These topics are studied to learn how to help people thrive and live better lives.


Feedfoward means giving ideas and guidance to the professional for its improvement, the pillars of action are: the present, the future and the positivity focused on maximizing the potentialities. The basis of the guidelines is focused on helping to outline the potential and strength of people. Positive reinforcement enhance the likelihood of repetition of behaviors or practices recognized by others, as unconsciously, all people seek recognition of their actions and make it spontaneously on a daily basis. In addition, and especially, it removes the vices of a performance evaluation with a view of the rearview, looking at the past, since in feedforward we are dealing with present performance and the other perception about contributions is fundamental to give direction in our daily life, humanizing relationships.

As we focus on the positive aspects, we´ll evaluate gaps by the absence of the positive rather than by the emphasis on the negative, which radically changes the analysis view.

The dynamism of this evaluation process makes it possible to see the individual in all its facets, since we are facing social interactions and individual perceptions and in this, the maturing of the team passes through the transparency of the results without exposing those involved, since the mapping is a statistical result . The goal is to emphasize the positive aspects within a professional performance since we have been acculturated to look at the negative, it is a paradigm shift where, we focus on what we do well and where we are admittedly good!

The company that strengthens the positive aspects of its teams will surely have a better performance of its professionals, because when we make what we are good we can, with some commitment, reach excellence, while, we will never be excellent in our gaps, probably as these are activities that they are not part of our nature. Bringing the best from the professional in your work environment, coupled with your role within the organization, will bring high performance to the company with the least effort of the individual.

Feedback versus Feedforward.

Líderes devem constantemente fornecer suas impressões e suas análises da performance da equipe através de sessões de Feedback.  Feedforward é uma variação do Feedback que tem o foco em desenvolvimento para o futuro calibrando desta forma a performance. 

Focus on the future
We can change the future we cannot change the past. Feedforward helps people visualize and focus on a positive future and not whine about a flawed past.
It is more productive to support people learn to succeed in the future than to prove to them that they were wrong in the past. Negative feedback relates to the "proving someone wrong" exercise, and Feedforward, on the other hand, is always viewed as positive by focusing on the solution rather than the problems.
Successful People
Feedforward is specially designed for successful people. They like to adopt ideas that are designed to support them in achieving their goals. They tend to resist negative judgments. It is easily noticed by several successful executives adopting and actually amusing themselves with Feedforward possibly in a way contrary to what they would do with Feedback.
Feedforward can come from anyone who knows how to give it. It does not require any familiarity with the individual who will receive and surprises when participants delight in how much they can learn from people they do not really know.
Individuals do not consider Feedforward as intimate as Feedback. In theory, a constructive feedback is supposed to focus on good performance not on the individual, so Feedforward does not generate personal criticism as it is about something that has not yet happened.
Change Management
Feedback can reinforce own stereotypes and Feedforward reinforces the possibility of change. Feedback can reinforce the feeling of failure. Negative Feedback can even be used to reinforce the message "this is the way you are". Feedforward is always based on the premise that the appraiser can make significant changes in the future.
To be Constructive
Face the truth! Many of us do not like receiving negative feedback, and we do not like to give it either. In 360 evaluation reports, items such as "providing constructive feedback” and "encouraging and accepting constructive criticism" always remain at a very low score. Of course, leaders are not good at giving or receiving feedback. This practice tends not to change over time.
Feedforward tends to be more agile and more efficient than Feedback. An excellent technique for giving ideas to successful people is to say "... these are 4 ideas for the future, accept the ones you like and ignore those that do not make sense to you." With this approach, little time is wasted on judgments of the quality of ideas or proving that ideas are wrong.
Easy with Simple Comprehension
Feedforward can be a very useful tool with managers, peers, and team members. In a rigid or wrong way Feedback is always associated with judgment. This can be very negative when applied carelessly by managers in the organization. Feedforward does not refer as being characteristics of superiority and judgments, as such may be easier to hear.
Attentive Listening
People tend to listen more closely to Feedforward than Feedback. In Feedback situations, people have immense difficulty either to listen because they are already formulating answers or justifications, or to reply with smart comments. In Feedforward the only replica that can take effect is to say "thank you" since you do not have to worry about preparing a brilliant response or comment, it's about simply focusing and listening.