Personality assessment systems have been around for thousands of years since Carl Jung identified that human behavior is anchored on certain instincts.  These instincts are easily correlated to instincts found in animals.  A mother bear protecting her cubs is predictable in every circumstance regardless of how the bear "feels".  A mouse will always meander through the maze to get to the cheese, regardless of how the mouse feels...these behaviors are predictable.  In human beings, similar behavioral instincts are also predictable.  Once the personality DNA is identified, complex algorithms can attach behavioral tendencies to everyday activities to determine their correlation to whether the subject naturally enjoys the behavior or activity.  This science is revolutionary because the Natural Motivation Matrix™ can now correlate organizational, or job duties to an individual in what is referred to as Personality Job Fit.  The result is that we can predict job satisfaction between an individual and a particular job.

It may appear obvious that the opposite of Job Satisfaction is Job Dissatisfaction...but that isn't quite accurate according to Frederick Herzberg.  In the Two-Factor Theory, Herzberg comes to the conclusion that the opposite of Job Satisfaction is the "lack" of satisfaction, not dissatisfaction.  Similarly, the opposite of Job Dissatisfaction is the lack of dissatisfaction.  These conclusions are a result of a comprehensive study from Frederick Herzberg that identified the positive correlations to job satisfaction were intrinsically motivating components such as making a difference and belonging to a worthwhile cause or mission.  The lack of these intrinsic motivators, however, did not cause dissatisfaction, it just didn't move the job satisfaction needle forward.  The items that caused dissatisfaction were actually the absence of extrinsic motivators such as salary, benefits and external aspects of a job.  The important conclusion here is that when a person "feels" that they are making a difference and their day is filled with these intrinsic motivators, they are satisfied in their job.  Thus, correlating the aspects of a particular job with the natural personality traits and characteristics of what that individual feels is important, can connect an individual with a job with a high probability that they will be satisfied...like putting an animal in their natural habitat.

Combining job DNA with intrinsic motivation of an individual properly aligned with their job is half the solution.  The other half is motivating the "Pack".  When groups of animals come together, there are a variety of outcomes based on the different types of animals.  When a pack of wolves comes together, they act and present a much more powerful force than one wolf alone.  Similarly, if you bring together multiple individuals that are all intrinsically motivated and introduce mutual respect and a unified vision, you have a "Pack" or a force that is far more powerful than the sum of the power of each individual on their own.  This is different than the team building aspects that some employers think is the key to team success.  This is intrinsically motivated power, which is far more permanent and significant than extrinsically-based team exercises.  This power comes from within with a desire for not only the individual to make an impact in what they do on a daily basis, but also for the collective team to achieve a unified success while experiencing a deeper rooted camaraderie.  When you experience this intrinsic power of the "Pack" you will never want to work any other way and organizations that benefit from the achievements of the Pack will do whatever is necessary to create the right Packs in everything they set out to accomplish.