Human Dynamics® at Intel Corporation

David Marsing Vice-President, Assembly Test Manufacturing

Based upon my many years of experience at Intel, I am an advocate of the value of Human Dynamics training and excited about the use of Human Dynamics in organizational development.  Human Dynamics not only provides people the capability of seeing in themselves their strengths, capabilities and particular attributes, but it also gives them a path to better appreciate and relate with the people around them, both in their personal lives and at work.

We first used Human Dynamics when we were in the process of staffing a new factory (Fab.11x) in Rio Rancho, New Mexico.  We used Human Dynamics training to intentionally build teams of people who were characterized by different natural ways of processing information, thinking, relating, communicating and problem solving.  The purpose behind this was to develop teams at every level of the organization who could consciously leverage their differences in strengths and capabilities, rather than have them become sources of misunderstanding or even dissension. 

One of the striking results of bringing Human Dynamics to large groups of people within a new factory was the fastest rate of team maturation ever experienced in the organization – that is, the fastest rate by which groups of people got to know not only themselves but also the other people on their teams, and acquired the ability to take on increasingly difficult projects, to the point that we were not only able to accelerate the start-up in that factory, but also reach and maintain a world benchmark level of performance.  In fact, as a result of the efficiency of production we achieved, we did not have to build another factory that had been planned, which in today’s terms saved Intel between one and two billion dollars investment. 

Following this success, Human Dynamics training was spread to Intel sites in 6 other countries as well as elsewhere in the U.S.A, contributing to the development a high degree of successful collaboration among the different Intel sites, as well as within them, despite the cultural differences.

A byproduct of the qualitative relationship building that has taken place at each Intel site, has been a high degree of staff satisfaction, and as a result of that an unprecedented rate of staff retention. 

Over the years, we have experimented with a number of different tools to achieve greater teamwork and productivity.  Human Dynamics is distinguished from all others by two unique aspects:  It has shown by far the greatest capacity to integrate diverse groups of people; and it has provided a very solid foundation of knowledge and self-awareness, from which both individuals and teams could develop and institute their own self-improvement plans.