Exploring the interstitial spaces between the Self and the Role helps the individual get in touch with “Resonances” and “Dissonances”. Working to enhance Resonances and effectively deal with Dissonances is at the heart of transformative alignment for the individual. TAM Role is typically administered AFTER the TAM-Self debrief is done, though it is also possible for an individual to do both in one sitting. Our recommendation is for the person to take them serially (with at least one week gap between TAM Self and TAM Role) and not together - this we feel would help them approach each (self as well as role) as two distinct phenomena and not have one’s ranking of one immediately impact the other. TAM Role would take about 30 minutes and the report would be received by the TAM Coach who can then schedule a separate “Resonances-Dissonances” conversation with the individual taking the assessments.

This assessment is to be taken by an intact team together, preferably in a workshop / retreat setting. TAM Team is designed to help a team explore “coherences and incoherences” between the team’s self-perception or image, and the broader organization expectations from the team. The organization expectations can be either imagined by the team itself during the input exercise which occurs during a workshop / retreat, OR be obtained in advance from specific relevant stakeholders (for eg - the BoD, or direct reports of the members of the team or the overall leader / manager for the team). Specific guidance to this can be provided by a TAM Facilitator. Exploring coherences and incoherences, we believe, can help a team find a cadence-rhythm between its image of itself and the expectations from the team from elsewhere. TAM Facilitators have specific designs for doing TAM-Team in a workshop setting which yields considerable clues as to how a team can align itself itself better to what is expected of it from the contexts around.

An interesting assessment, where the ideal map (in the TAM framework) for the whole org is done by a select number of investors (shareholders) and / or customers - the Voice of the Context - and the resultant map is compared with the current TAM of the org as done by the top management team. This yields the space of congruences and incongruences and can be used to explore building greater alignment between the voice of the org and the voice of the context.

The key point to bear in mind is that dissonance and incoherence and incongruence are not BAD ; and likewise resonance, coherence and congruence is not necessarily all GOOD. These are phenomena that can in turn be worked with MINDFULLY to guide the organization towards greater effectiveness.