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© 1996, Rev. 2003 PDP, Inc All rights reserved. Welcome To PDP Training of ProScan, JobScan and TeamScan JCM Consulting, Inc. 801-322-3700 www.jcmconsulting.com
© 1996, Rev. 2003 PDP, Inc All rights reserved. SAMPLE DATA SHEET Basic/Natural Self What you are Priority Environment(s) What you are going through Predictor/Outward Self What you are doing ProScan INTRO.5
© 1996, Rev. 2003 PDP, Inc All rights reserved. Overview of ProScan cont’d Behavioral Traits Dominance Extroversion Pace/Patience Conformity Logic/Rationale Energy Measures Thrust Allegiance Ste-Nacity Kinetic Energy ProScan Intro.5
© 1996, Rev. 2003 PDP, Inc All rights reserved. Behavioral Traits Dominance “Control/Take Charge Trait” Extroversion “Social/Relational Trait: People and Fluency” Pace/Patience “Rate of Motion/Adaptable Trait” Conformity “Systems Oriented/Quality Assurance” ProScan 1.1
© 1996, Rev. 2003 PDP, Inc All rights reserved. Dominance High Control/Take Charge Trait To the Point Innovators Big picture-oriented Troubleshooters Outwardly secure Problem Solvers ProScan 1.2 Behavioral Traits
© 1996, Rev. 2003 PDP, Inc All rights reserved. Moderate Supportive Modest Mild Gentle Undemanding ProScan 1.3 Behavioral Traits Dominance Low
© 1996, Rev. 2003 PDP, Inc All rights reserved. Extroversion High Social/Relational Trait Outgoing Friendly Persuasive Empathetic Enthusiastic Talkative Effective Communicators ProScan 1.4 Behavioral Traits
© 1996, Rev. 2003 PDP, Inc All rights reserved. Sincere Thoughtful Contemplative Reserved Quiet Imaginative Private Confidential ProScan 1.5 Behavioral Traits Extroversion Low
© 1996, Rev. 2003 PDP, Inc All rights reserved. Pace/Patience High Rate of Motion/Adaptable Persistent Cooperative Harmonious Dependable Relaxed Patient Consistent Good Listener ProScan 1.6 Behavioral Traits
© 1996, Rev. 2003 PDP, Inc All rights reserved. Adaptable Likes change Fast paced Restless Impatient/Pusher Hasty Sporadic Abrupt ProScan 1.7 Behavioral Traits Pace/Patience Low
© 1996, Rev. 2003 PDP, Inc All rights reserved. Conformity High Systems/Quality Assurance Trait F Procedural F Precise F Loyal F Careful F Prudent F Conscientious F Meticulous F Diligent ProScan 1.8 Behavioral Traits
© 1996, Rev. 2003 PDP, Inc All rights reserved. Conformity Low Open Minded Curious Generalist Non-detailed Free spirited Flexible Uninhibited Non-conforming ProScan 1.9 Behavioral Traits
© 1996, Rev. 2003 PDP, Inc All rights reserved. ProScan 1.10
© 1996, Rev. 2003 PDP, Inc All rights reserved. Traits In A Common Place Dominance: Pays no mind to crowd. Enters elevator with determination that there IS enough room for one more person. Extroversion: Delighted at the sight of people. Enters elevator with a smile and replies, “isn’t this cozy!” Pace: While stepping back from such a surprise, kindly says “please go ahead, I’ll wait for the next one.” Conformity: Counts the number of people, then checks with the posted maximum capacity before getting into the elevator. ProScan 1.11 Behavioral Traits
© 1996, Rev. 2003 PDP, Inc All rights reserved. Trait Intensity Chart ProScan 1.12 Dominance Extroversion Pace Conformity BoldConvincingDeterminedPerfectionistic ForcefulEagerSteadyDisciplined FirmFun-LovingCooperativeProcedural CertainPoisedEasy-goingStructured Flexible Flexible/ Flexible/ Flexible/ DynaMetric Adaptable Adaptable Adaptable Adaptable Mid Line ModestSincereActiveOpen-minded Non-competitiveContemplativeLikes changeUnconventional HumbleReservedSpontaneousCarefree PlacidConfidentialExplosiveAvoid Detail
© 1996, Rev. 2003 PDP, Inc All rights reserved. Mid Line Profile All 4 traits +/- 1/2” of the Norm Can adjust easily to a variety of environments and cultures. Comfortable “wearing several hats” and taking on a wide range of responsibilities from group leader to follower and supporter. Moderate in taste—no extremes in behavior. ProScan 1.13 Behavioral Traits
© 1996, Rev. 2003 PDP, Inc All rights reserved. Minimum of 2 trait pairs Maximum of 5 trait pairs ProScan 1.16Comprehensive Report-Section 1 Trait Pairs How traits affect one another
© 1996, Rev. 2003 PDP, Inc All rights reserved. Dominance D/E Teller +D Driver -P ProScan 1.16 Trait Pairs
© 1996, Rev. 2003 PDP, Inc All rights reserved. +D Risk Taker -C D=C Conflict ProScan 1.16 LESS CONFLICT CONFLICT Dominance Trait Pairs LESS CONFLICT CONFLICT
© 1996, Rev. 2003 PDP, Inc All rights reserved. E/D Seller +E Fast -P Communicator ProScan 1.16 Extroversion Trait Pairs
© 1996, Rev. 2003 PDP, Inc All rights reserved. +P/+C Easy Going +P Emphasis on -C Production _____ -P/-C Free Wheeler ProScan 1.16 Pace Trait Pairs
© 1996, Rev. 2003 PDP, Inc All rights reserved. +C/+P Perfectionist /-P _____ -C/-P Organization Hook +C Show Me -E ProScan 1.16 Conformity Trait Pairs
© 1996, Rev. 2003 PDP, Inc All rights reserved. ProScan 2.1Comprehensive Report-Section 1 Basic/Natural Self The environment to create to ensure highest productivity and efficiency.
© 1996, Rev. 2003 PDP, Inc All rights reserved. F Most efficient F Most Natural F IF no pressures ProScan 2.1Comprehensive Report-Section 1 Basic/Natural Self
© 1996, Rev. 2003 PDP, Inc All rights reserved. How one goes about doing a task or accomplishing personal goals…and the energy they have to do it. ProScan 2.2 TASK
© 1996, Rev. 2003 PDP, Inc All rights reserved. F Thrust F Allegiance F Ste-Nacity F Kinetic Energy TASK BASIC
© 1996, Rev. 2003 PDP, Inc All rights reserved. Thrust F Self-igniting rocket F To drive or push quickly ProScan 2.2 TASK T A S K Thr All Ste Ktn BASIC
© 1996, Rev. 2003 PDP, Inc All rights reserved. Allegiance F Support ability, carry through F Dedicated to accomplishing task ProScan 2.2 TASK T A S K Thr All Ste Ktn BASIC
© 1996, Rev. 2003 PDP, Inc All rights reserved. Ste-Nacity ProScan 2.2 TASK F Steadfast and tenacious F Persistent pushing or pulling determination T A S K BASIC
© 1996, Rev. 2003 PDP, Inc All rights reserved. Kinetic Energy ProScan 2.3 F One’s capacity, horsepower, fuel F How much sustenance there is to the active, lively, and dynamic aspects in a person F Streamlined, efficient and economical F One’s battery size and battery charge TASK T A S K BASIC
© 1996, Rev. 2003 PDP, Inc All rights reserved. Energy Chart Zones Ultra Force High Achiever Achiever Highly Productive Effectiveness Motive Evaluation Critically Directed ProScan 2.4 TASK T A S K BASIC
© 1996, Rev. 2003 PDP, Inc All rights reserved. How one approaches the decision-making process ProScan 2.5 Logic/Rationale BASIC
© 1996, Rev. 2003 PDP, Inc All rights reserved. ProScan 2.5 Logic/Rationale F Fact F Feeling F Balance BASIC
© 1996, Rev. 2003 PDP, Inc All rights reserved. Fact ProScan 2.5 F Analytical F Needs to access sufficient facts Logic above R by 1/4” Logic/Rationale BASIC
© 1996, Rev. 2003 PDP, Inc All rights reserved. Feeling ProScan 2.5 F Intuitive F Can make decisions quickly based on an inner sense Logic below R by 1/4” Logic/Rationale BASIC
© 1996, Rev. 2003 PDP, Inc All rights reserved. Balance ProScan 2.5 F Balance of Fact and Feeling F Often thought of as Practical and Reasonable Logic plus or minus R by 1/4” Logic/Rationale BASIC
© 1996, Rev. 2003 PDP, Inc All rights reserved. Comprehensive Report-Section 2 Priority Environment(s) How one is trying to change or adjust to surrounding environments ProScan 3.1
© 1996, Rev. 2003 PDP, Inc All rights reserved. F Effort to adjust from Basic F 6 Major Environments F Work F Economic F Social/Personal F Health F Home/Family F Religion Priority Environment(s) Comprehensive Report-Section 2ProScan 3.1
© 1996, Rev. 2003 PDP, Inc All rights reserved. F Satisfaction F Stress Priority Environment(s) Comprehensive Report-Section 2ProScan 3.1
© 1996, Rev. 2003 PDP, Inc All rights reserved. ProScan 3.2Comprehensive Report-Section 2 Satisfaction PRIORITY ENVIRONMENT(S) = = Dom Ext Pac CnfR1 R2 Log SAT Whether goals and aspirations are being met
© 1996, Rev. 2003 PDP, Inc All rights reserved. ProScan 3.2 F High F Low F Average Comprehensive Report-Section 2 Satisfaction PRIORITY ENVIRONMENT(S) = = Dom Ext Pac CnfR1 R2 Log SAT
© 1996, Rev. 2003 PDP, Inc All rights reserved. High F Getting rewards for what is being done F Feeling fulfilled, positive realization R2 above R1 by 1/4” ProScan 3.2 Comprehensive Report-Section 2 Satisfaction PRIORITY ENVRONMENT(S) Dom Ext Pac CnfR1 R2 Log
© 1996, Rev. 2003 PDP, Inc All rights reserved. Average F Getting enough rewards to make stress worthwhile F Seeing “light at the end of the tunnel” R2 plus or minus R1 by 1/4” ProScan 3.2Comprehensive Report-Section 2 Satisfaction
© 1996, Rev. 2003 PDP, Inc All rights reserved. Low F Concern as to whether goals are being met F May feel discouraged, dissatisfied R2 below R1 by 1/4” ProScan 3.2Comprehensive Report-Section 2 Satisfaction
© 1996, Rev. 2003 PDP, Inc All rights reserved. Steps to Higher Productivity Is “Low Satisfaction” work- related? Motivate Employee! Set Goals! ProScan 3.3Comprehensive Report-Section 2
© 1996, Rev. 2003 PDP, Inc All rights reserved. Distress Negative, bad stress Causes a person to tire more quickly Eustress Self-imposed, or good stress ProScan 3.4 Stress Comprehensive Report-Section 2 The effort and energy one puts toward trying to change and adjust
© 1996, Rev. 2003 PDP, Inc All rights reserved. Understanding Single Trait Stress Adjustment ProScan 3.5Comprehensive Report-Section 2 Stress
© 1996, Rev. 2003 PDP, Inc All rights reserved. Dominance More controlling More in charge More assertive and forceful Comprehensive Report-Section 2ProScan 3.5 Stress
© 1996, Rev. 2003 PDP, Inc All rights reserved. Dominance x F Takes more energy when a trait crosses the norm line F Refer to Trait Intensity Chart to see opposite difference in descriptors Comprehensive Report-Section 2ProScan 3.5 Stress
© 1996, Rev. 2003 PDP, Inc All rights reserved. Dominance Less controlling Perhaps stepping back and not being as forceful or assertive as would be natural ProScan 3.5Comprehensive Report-Section 2 Stress
© 1996, Rev. 2003 PDP, Inc All rights reserved. Extroversion More friendly, empathetic Sensitive in terms of people More communicative in general and working to develop more people skills Comprehensive Report-Section 2ProScan 3.5 Stress
© 1996, Rev. 2003 PDP, Inc All rights reserved. Extroversion Less outgoing, quieter Less socially involved ProScan 3.5Comprehensive Report-Section 2 Stress
© 1996, Rev. 2003 PDP, Inc All rights reserved. Pace Slowing down or waiting for things to happen Trying to be more casual and easygoing Not pushing as hard as would be natural Comprehensive Report-Section 2ProScan 3.5 Stress
© 1996, Rev. 2003 PDP, Inc All rights reserved. Pace Getting more things done in less time Things are not happening as quickly as desired, perhaps some deadlines are not being met ProScan 3.5Comprehensive Report-Section 2 Stress
© 1996, Rev. 2003 PDP, Inc All rights reserved. Conformity Paying more attention to the system or details Emphasizing accuracy Trying to get more organized or establishing systems Comprehensive Report-Section 2ProScan 3.5 Stress
© 1996, Rev. 2003 PDP, Inc All rights reserved. Conformity Eliminating or delegating some details Looking more at the big picture, more open-minded Taking more risks, breaking away from tradition Asserting more independence ProScan 3.5Comprehensive Report-Section 2 Stress
© 1996, Rev. 2003 PDP, Inc All rights reserved. Logic More factual Not as quick to let the heart or feeling make the decisions Comprehensive Report-Section 2ProScan 3.5 Stress
© 1996, Rev. 2003 PDP, Inc All rights reserved. Logic Less factual More empathy and feeling in decisions ProScan 3.5Comprehensive Report-Section 2 Stress
© 1996, Rev. 2003 PDP, Inc All rights reserved. ProScan 2.1Comprehensive Report-Section 1 Basic/Natural Self The environment to create to ensure highest productivity and efficiency.
© 1996, Rev. 2003 PDP, Inc All rights reserved. Comprehensive Report-Section 3 Predictor/Outward Self How you are coming across to others--the role playing profile ProScan 4.1
© 1996, Rev. 2003 PDP, Inc All rights reserved. F How person “comes across” F Adapted profile F Role play profile Comprehensive Report-Section 3 Predictor/Outward Self ProScan 4.1
© 1996, Rev. 2003 PDP, Inc All rights reserved. Satisfaction level Stress length Stress crossing the norm line Comprehensive Report-Section 3ProScan 4.2 Energy Drain The result of trying to change and adjust
© 1996, Rev. 2003 PDP, Inc All rights reserved. Energy Chart Zones F Ultra Force F High Achiever F Achiever F Highly Productive F Effectiveness F Motive Evaluation F Critically Directed ProScan 4.3 Energy Drain K Thr All Ste Ktn PREDICTOR
© 1996, Rev. 2003 PDP, Inc All rights reserved. Communication Styles Leadership Styles Back-up/ Reactionary Styles ProScan 5.1 - 5.5 Organizational Styles Understanding the behavioral trait measurement styles
© 1996, Rev. 2003 PDP, Inc All rights reserved. How Traits Communicate to You Dominance Teller/Authoritative Extroversion Seller/Persuasive Pace Casual/Careful Conformity Guarding/Cautions/Exacting Comprehensive Report-Section 4ProScan 5.1 Organizational Styles
© 1996, Rev. 2003 PDP, Inc All rights reserved. How to Communicate to Traits Dominance Direct, concise messages Extroversion Friendly, consider as team member Pace Time to think and process Conformity Clearly defined, present in detail Comprehensive Report-Section 4ProScan 5.1 Organizational Styles
© 1996, Rev. 2003 PDP, Inc All rights reserved. How Traits Lead Dominance Authoritative/Decisive Extroversion Persuasive Pace Caretaker/Persistent Conformity Procedural/Traditional Comprehensive Report-Section 4ProScan 5.2 and 5.3 Leadership Styles
© 1996, Rev. 2003 PDP, Inc All rights reserved. May resort to when out of energy: Dominance Steamrollers Extroversion Verbal attack Pace Avoid conflict Conformity Must be right Comprehensive Report-Section 4ProScan 5.4 BACK-UP STYLES
© 1996, Rev. 2003 PDP, Inc All rights reserved. Motivators Elements that create a positive Demotivators Elements that create a negative ProScan 6.1and 6.2Comprehensive Report-Section 4 Motivation How to increase productivity and outcome results
© 1996, Rev. 2003 PDP, Inc All rights reserved. REAL TEAM Team opportunities exist throughout organizations. Teams succeed when all members share a common purpose. Teams outperform individuals when performance requires multiple work approaches. TeamScan ® 2.1
© 1996, Rev. 2003 PDP, Inc All rights reserved. REAL TEAM / WORKGROUPS True Performance Teams Tightly-focused performance unit Mutual responsibility Best person making decision Thrive on conflict to meet challenges Draw on leadership ability of each team member Working Groups Accomplish a common purpose and support one another Have a single leader who sets performance goals and gives guidance Can be a business unit with a manager who is an effective team leader May go back and forth between true team mode and non-team work TeamScan ® 2.1
© 1996, Rev. 2003 PDP, Inc All rights reserved. TEAM DATA SHEET COMPOSITE Displays each team member’s BASIC Data Sheet in reduced format TeamScan ® 2.3
© 1996, Rev. 2003 PDP, Inc All rights reserved. TEAM COMMUNICATION Distribution of the real teams’ communication make up How each team member will send messages How team members will best receive messages TeamScan ® 2.4
© 1996, Rev. 2003 PDP, Inc All rights reserved. ANALYSIS OF BASIC Trait by trait analysis of all Real Team members’ BASIC measurements Dominance Extroversion Pace Conformity Logic Energy TeamScan ® 2.5
© 1996, Rev. 2003 PDP, Inc All rights reserved. TEAM PERCEPTION How team members perceive one another TeamScan ® 2.10
© 1996, Rev. 2003 PDP, Inc All rights reserved. RECEPTIVITY TO NEW IDEAS / TASKS DOMINANCE Automatically know if it works or not Must know how will it be directly beneficial Want to know all the problems and to have answers to problems EXTROVERSION Tend to say: That will work, but it would be even better if…. Brainstorm ideas PACE/PATIENCE Need time to think about it Agrees non-verbally to avoid conflict Cooperate cautiously CONFORMITY Will compare as to how it has been done in past Will point out all the reasons why it can’t be done Will doubt until proven TeamScan ® 3.5
© 1996, Rev. 2003 PDP, Inc All rights reserved. PRODUCTION STYLE DOMINANCE Task oriented Have primary concern to get things done Competitive Decide, initiate, direct Good at solving complex problems and challenges, technically oriented Relate to team approach if it fits into selected goals EXTROVERSION Have creative ideas Do not hesitate to include others that have the needed expertise Encourage team decisions Create a strong support system, team builder Willing communicators Works well with people, negotiator PACE/PATIENCE Cooperator, amiable Dependable Routine jobs are done with little resistance Enjoy only one new task at a time Appreciate knowing when the task is to be finished CONFORMITY Organized Want to know exactly how a job is to be done, exact details of job, what end results are to be Watchful Safeguarder TeamScan ® 3.5
© 1996, Rev. 2003 PDP, Inc All rights reserved. DOMINANCE Action oriented Fast Decisive Demand a great deal from themselves and others Conclusive EXTROVERSION Varied Act Spontaneously Interject new ideas, angles to approach Diverse PACE/PATIENCE Even, methodical action Aware of deadlines, tend not to complete prior to deadline Steady Consistent CONFORMITY Deliberate action Punctual Thorough Fastidious TIME MANAGEMENT TeamScan ® 3.5
© 1996, Rev. 2003 PDP, Inc All rights reserved. DOMINANCE Effective, sound Disregard facts that others may feel are important Take ownership, sensitive to criticism Delegate if changes need to be made EXTROVERSION Creative, multi-faceted Concerned most with presentation (the more who will see it, the more flair it will have) Will convince that it is saleable as is PACE/PATIENCE Paced to the deadline, no more, no less Humble ownership and little presentation flair May make minor errors or problems if rushed too fast CONFORMITY Accurate and thorough Will be complete, may lack visual flair in order to be conservative COMPLETION STYLES TeamScan ® 3.6
© 1996, Rev. 2003 PDP, Inc All rights reserved. COMPLETION LIMITATIONS DOMINANCE Will be slow to start, if lack concept impatient with implementation, if conceptualized Tend to move on to other tasks before completing current task EXTROVERSION Need to limit new ideas, focus on completing current work Loathe the detail except for presentations PACE/PATIENCE Need to realize importance in accomplishing task and to foresee what additionally is needed to complete task CONFORMITY Need to assess non traditional avenues and to be creative in obtaining knowledge or additional information in order to complete TeamScan ® 3.6
© 1996, Rev. 2003 PDP, Inc All rights reserved. PRAISE EXPECTATIONS DOMINANCE Awards Announced Recognition but limited details about why getting the praise Wonder why everybody can’t do what they do EXTROVERSION Love awards, fanfare Want complete details about why getting the praise Will partake and share in why it was a good job PACE/PATIENCE Need constant praise during project Want formal recognition that is short and sweet Modest but pleased about receiving praise CONFORMITY Want proper and genuine credit paid on specifics Tend to down play achievements, I could have done better… TeamScan ® 3.6
© 1996, Rev. 2003 PDP, Inc All rights reserved. LEADERSHIP STYLES Authoritative/Decisive A natural leader, takes charge Self-confident, decisive Conceptually analytical Self styled and very competitive High visibility with cause and effect Think they delegate authority, when it is actually only responsibility Delegates detail effectively, has great demand for perfection Persuasive Ideal social/verbal skills for public exposure, a natural leader style Effective and enthusiastic team builder Opportunity seeker Able to delegate authority, responsibility and detail Influences convincingly and with determination Believe in people, devastated temporarily when someone lets them down Caretaker/Persistent Earns the role of leader, promoted from within and employees respect them Loyalty, dependability and consistency are virtues Observant monitoring and stabilizing effect keep things running harmoniously Prefer pace to be set by outer source, take what comes, adjust as needed then push ahead Peacemaker, make best of what comes along and persistently press toward the goal Procedural/Traditional Follows the system that has been established and clearly defined Standards, specific goals are the desired criteria wherein to supervise and evaluate Enforceably effective leader through factors of rules, regulations and proven methods Loyalty and dependability (as long as treated fairly) are strengths Accuracy, quality and high regard for uncompromising interest in correct results DOMINANCE EXTROVERSION PACE/PATIENCE CONFORMITY TeamScan ® 3.7
© 1996, Rev. 2003 PDP, Inc All rights reserved. LOW LOW DOMINANCE EXTROVERSION PACE CONFORMITY HIGH DOMINANCE may perceive LOW _______ as: HIGH EXTROVERSION may perceive LOW _______ as: HIGH PACE/PATIENCE may perceive LOW _______ as: HIGH CONFORMITY may perceive LOW _______ as: Submissive “Yes” people Subservient Dependent Timid Quiet Bashful Directable Active Ambitious Energetic Uninhibited Resistant Uncaring Promotional Manipulative Willing Serving Bashful Unsociable Unexpressive Unresponsive Invigorating Fun-loving Action-oriented Thoughtless Independent Promotional Nice Agreeable Cooperative Quiet Cold Invisible Frantic Unorganized Hyper Uncaring Daring Spontaneous Respectful Reserved Genuine Humble Thoughtful Reserved Hasty Hurried Erratic Uninformed Disorganized Wanter of Freedom TRAIT PERCEPTION MATRIX How High Trait Perceives a Low Trait TeamScan ® 3.8
© 1996, Rev. 2003 PDP, Inc All rights reserved. TRAIT PERCEPTION MATRIX How Low Trait Perceives a High Trait HIGH HIGH DOMINANCE EXTROVERSION PACE CONFORMITY LOW DOMINANCE may perceive HIGH _______ as: LOW EXTROVERSION may perceive HIGH _______ as: LOW PACE/PATIENCE may perceive HIGH _______ as: LOW CONFORMITY may perceive HIGH _______ as: Aggressive Intimidating A take-charge person Direct Talkative Positive A “mingler” Socializer Careful Stable Consistent Correct Particular Structured Studious Reserved Steamroller Forceful Brusque Caustic Transparent Gregarious Flippant Socialite Nice Warm Friendly Accurate Technical Structured Diligent Reserved Driven Effective A “shaker” A “mover” Interesting A “mover” Persuasive Talkative Slow Boring Careful Too careful Deliberate Slow Competitive Self-directed Too forceful Intimidating A Talker Active Insincere A flatterer Nice Careful Hesitant Exacting Traditional Discouraging Detailed Prudish TeamScan ® 3.9
© 1996, Rev. 2003 PDP, Inc All rights reserved. DOMINANCEEXTROVERSIONPACE/PATIENCECONFORMITY HIGH Bottom-line results Social contact Leisure time Rules Taking risks An audience Comfort/Standards Control To be liked Harmony Sincerity Retained Brainstorming RoutinesAccuracy authority Opportunities Deliberation Limited risk DelegatingParty/Play/RepetitionPre-planning responsibility, LaughterPeaceSecurity but not authoritySurprisesCooperation ChallengeDelegating LOW Peace Privacy Fast pace Liberty Stability Seclusion Action Casualness Security Creativity Change Delegating Low risk Think time Variety Risk/ Strong leaders Planning Surprises Adventure Protection Many friends Speculation and/or experiences TYPICAL LIKES TeamScan ® 3.10
© 1996, Rev. 2003 PDP, Inc All rights reserved. DOMINANCEEXTROVERSIONPACE/PATIENCECONFORMITY HIGH VaguenessPersonal criticismPressureCriticism IndecisivenessTechnicalPoor planningBig talk Laziness challengesSpur of theFlattery Small talkPessimists momentFickleness Non-confidenceNegativismShop talkUnexpectedness MediocrityBeing alone (a lot)UnpredictabilityRule changes LOW Taking chargeSocialTime on handsDetail Multiple decisions exposureInactivityReports/Forms ForcefulnessSmall talkRoutineAuthoritarians Taking risks“Ad-libbing”DeliberationRules CriticismSpeech-makingDelaysRegulations Politicking TYPICAL DISLIKES TeamScan ® 3.10
© 1996, Rev. 2003 PDP, Inc All rights reserved. UNDERSTANDING CONFLICT When experiencing potential conflicts or needing to obtain how traits complement each other, refer to the following conflict situations PERSONAL BARRIERS that each trait will construct: High D:controlled composure and will not express emotional feeling. High E:hide true feelings by bubbling and surrounding self with a crowd, giving air of lack of deep feeling. High P:swallow whatever is given, stoic approach, “I’m tolerant.” High C:criticize others, quote facts, and procrastinate or become withdrawn, stalling to avoid personal exposure. TeamScan ® 4.1
© 1996, Rev. 2003 PDP, Inc All rights reserved. HIGH D — HIGH D: CONFLICT: High D’s: Do not care how strongly they come across to each other. They are critical of others. They do not want to know the details, only the big picture. Can be very blunt to another High Dominance resulting in disputes that may be enjoyed, unless one has an unfair advantage (i.e., title or discriminating issue). Non-dominance observers may be devastated. RESOLUTION: These two will work well together when goals are mutual, creating a competitive drive in the team effort. Establishment of who is to have the final decision (either of the two, or someone higher in rank) will need to be formalized. Recognition of efforts for both in accomplishing projects as a team is important. HIGH D — HIGH E: CONFLICT: High D: Always wants control of situation, may hold illegally and by force from others. High E:Not direct, not used to getting to the point. RESOLUTION: When pitted against each other, conflict could arise because of the terseness of the High D and the elaboration by the High E. On the other hand, they could work well together by combining technical and people abilities and by recognizing each other’s strengths. HIGH D — HIGH P: CONFLICT: High D:Strong driver (especially with low P), may not give specifics on task, but expects miracles. High P:Likes cooperation and wants to plan actions carefully and methodically. RESOLUTION: These two can work well together by mutually establishing the urgency and importance of tasks, and setting realistic time frames which the High P feels comfortable with and the High D feels satisfied with. CONFLICT RESOLUTION TeamScan ® 4.3
© 1996, Rev. 2003 PDP, Inc All rights reserved. HIGH D — HIGH C: CONFLICT: High D:Doesn’t know how strongly is coming across to others, is critical of others, doesn’t want to know the details, only the big picture. High C:Is sensitive to criticism. Wants to check everything and do it for themselves. RESOLUTION: These two work well when changes in procedures are explained to the High C and there aren’t too many checks on the High D person, not too many details. HIGH E — HIGH E: CONFLICT: High E’s:Will spawn off of each other’s ideas. One may become easily influenced by the other’s “oversell” of an idea. Can make decisions on “heart over mind” and act impulsively. A lot of energy will be created from generating ideas, but initiation and/or completion may not be reached before the two are discussing the next project. RESOLUTION: These two work well when objectives and deadlines are defined. Brainstorming for creative ideas is a must for each other, but keep a handle on time frame. HIGH E — HIGH P: CONFLICT: High E:Wants a wide circle of friends, tends to exaggerate. High P:Prefers closer, smaller group of associates, very sincere and realistic; may feel the E is “too much” and not sincere. RESOLUTION: These two work well in a congenial atmosphere and coordinate people very well. CONFLICT RESOLUTION TeamScan ® 4.4
© 1996, Rev. 2003 PDP, Inc All rights reserved. HIGH E — HIGH C: CONFLICT: High E:Needs interaction, usually not technically oriented. High C:Wants things done accurately and won’t tolerate the stories and excuses made by High E’s. RESOLUTION: These two can work well together. High E as the overseer, delegator, and the High C person as the quality control and detailer. Learn to appreciate each other as either would dislike doing the other’s job. HIGH P — HIGH P: CONFLICT: High P’s:Will have the least amount of conflict over any other pairing of traits. Tend to procrastinate, may never get anything completed. Will exercise utmost care for each other’s feelings. Will avoid pressure. Can spend a considerable time in small talk. RESOLUTION: These two work well when they agree upon the pace, as well as goals and deadlines. Initially this may need to be determined by management, because procrastination may slow down the start-up time. Once everything is defined, the two will have a direction for completing the project. HIGH P — HIGH C: CONFLICT: High P:Easygoing and usually don’t take life as intensely as High C individuals. High C:Compulsive about detail and right from wrong. Want everything done correctly. RESOLUTION: These two work well with a system to follow and to let them know priorities, both in the job and for each other. Both very influenced by the environment and respond well to strong leadership. CONFLICT RESOLUTION TeamScan ® 4.5
© 1996, Rev. 2003 PDP, Inc All rights reserved. HIGH C — HIGH C: CONFLICT: High C’s:Will have the feeling that they are right because of their own inner book of rules. Tend to guard contribution of information to the project as “proprietary.” Will tend to have a preset idea of how things should be done because “that’s the way it’s been done.” May feel that in order to get the job done right, they will have to do it themselves. May not be willing to compromise their position. Sensitive to criticism, but will tend to criticize each other. RESOLUTION: Spending time together before the project starts will build a rapport. There needs to be the understanding that any previous work may need to be refined to make the best possible finished project. Setting “rules” for the team may be essential for the two to follow. LOW ENERGY — HIGH ENERGY: (Disregarding the effect of traits initially) CONFLICT: Low Energy:Likes to work on projects one at a time, likes to be more single-minded of purpose, channels limited resources efficiently. High Energy: Prefers to have several projects going at the same time, often feel low energy people are not pulling their own weight in a situation. RESOLUTION: Low energy people need more consistent recharge times in a day to perform. High energy people need to be sure they don’t have too many projects going. A low energy person doing a job requiring high energy can lead to burnout. A higher energy person doing a job requiring low energy often leads to boredom. A high energy person involved in too many high energy projects with their multiple demands can lead to burn out. CONFLICT RESOLUTION TeamScan ® 4.6
© 1996, Rev. 2003 PDP, Inc All rights reserved. Thank you for participating in the TeamScan ® Training
The Four Styles FOR PREVIEW ONLY. The Four Styles You will learn: 1. The Four Behavior Styles 2. How To Identify These Styles 3. How To Better Deal With.
I may not be perfect but parts of me are excellent Communication Styles RYLA March 2012.
The Steady Koala Bear Most Often: Asks “how” question Cooperates with others and makes only group decisions Performs routine work in a predictable.
All team members bring their own unique experiences, background, and agendas to the table.
If you were to put together a swing set would you? A.Pay someone to do it for you B.Invite friends over to build it and have a BBQ C.Pull out all of the.
SELF-ASSESSMENT (DiSC ® ). Overview Objectives of DiSC ® Four Dimensions of Behavior Letting DiSC Work for You.
Understanding self. Frame of Reference Factors Influencing Our Frame of Reference Personality Primary Dimension Age Gender Physical Ability Sexual Orientation.
Directing Definition of directing: Directing is the fourth element of the management process. It refers to a continuous task of making contacts with subordinates,
Time Frame: Present Just Do It! Action oriented Works with hands or body Remember : They are devoted to getting things done and believe that others.
True Colors Personality Test. Resources
What is a team and why teams are important? A team: is a group of people working together towards a common goal. The prime advantage to working in teams.
PRESENTED BY: STEPHANIE N. ALVAREZ, PHARM.D. WHAT IS YOUR PHARMACY COLOR?
Georgia 2010 Conference for College and University Auditors August 2 – 3, 2010 Georgia Capitol Hill Campus Atlanta, Georgia.
CSE 403, Spring 2008, Alverson Working with others on your team “Knowing others is intelligence; knowing yourself is true wisdom. Mastering others is strength;
Get to know: YOURSELF!!!. Extrovert Extraversion (E) I like getting my energy from active involvement in events and having a lot of different activities.
Christopher Raj Anthony
Relaxed Promotional Busy Reserved Share Decisions Expressive Decision Maker Secretive Non competitive Socializing Competitive Isolated TolerantSeek Crowds.
www. mckeon. com.au Getting the Most out of Life Mark McKeon.
New Supervisor: Skills for Success Kelley School of Business Discussion #85 Carla Letsch.
© 2008 The McGraw-Hill Companies, Inc. All rights reserved 2 - 2ChapterChapter McGraw-Hill/Irwin Personality, Stress, Learning, and Perception.
People You Work With. Happy Greedy The Joker The Leader.
Trustworthy: to have belief or confidence in the honesty, goodness, skill or safety of a person, organization or thing.
Personality Shapes Workshop. Workshop Objective To provide a simple, memorable and fun tool that will enable you to understand different personality types.
Presented by… The Solutions Group. Two basic aspects of the 4 Communication Styles Expressiveness Assertiveness Your Communication = Awareness + Situation.
The Manager as a Leader Chapter 12. The Importance of Leadership Definition: Leadership is the ability to influence individuals and groups to cooperatively.
Working Styles Majority Rules Minority (Subcommittee) Averaging Expert Authority – No discussion Authority – with Discussion Consensus.
The Effective Project Manager Chapter 2 Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
Omnipotent View of Management Managers are directly responsible for an organization’s success or failure. Symbolic View of Management The view that much.
Types of Directive Leadership Behavior Directive Leadership Behaviors Defining roles and communication patterns Planning, scheduling, and assigning responsibilities.
The Platinum Rule Lori A. Cotillo. Today’s Objectives What is the Platinum Rule? Review the four basic business personalities Review the four behaviors.
Solving the People Puzzle Solving the People Puzzle Understanding Personality and Behaviour and how it relates to workplace resilience.
Leading. Rob McEwen – CEO of Goldcorp Inc. “Challenge the NORM! I have pushed all of Goldcorp’s employees to test the validity of entrenched assumptions.
Session Learning Goals Better understand your personality dimensions Better understand others Be able to apply MBTI results to your personal and professional.
Behavioral Styles Networking Strategies. Objectives Introduction of BS3 Forming the Profile Understanding your Profile results Profiling others Adapting.
The DISC Behavioral System E.G. Workshops & Seminars Welcome to - The Effective Communication Workshop -
Understanding How to Fit on a Team Dr. Gregory Wiens.
Managing Change Leadership BUSS4.9 Leadership. The Meaning of Leadership BUSS4.9 Leadership Leadership is the ability to influence and direct people.
LEARNING STYLES: How do you learn the best? Presented by: Annette Deaton Coordinator of Orientation Services.
Peacock in the Land of Penguins. Objectives Upon completion of this exercise, you’ll be able to: Understand, respect, and appreciate individual differences.
Building & Maintaining a TEAM Presented By Dennis I. Blender, Ph.D. Blender Consulting Group.
The Supervisor as Leader If people see you looking out only for your own best interests, they won’t follow you. —Carlos M. Gutierrez, U.S. Secretary of.
Dealing with Difficult People. Communication Skills Choices When Dealing with People Stay and do nothing Leave Change your attitude Change your behavior.
Natasha Sprague Academic Engagement Co-ordinator.
Welcome!. What is a Collaborative Team? A group of diverse members who work together to share their expertise to address issues, solve problems or give.
Introduction to the DISC. AT YOUR TABLE List as many positions that you need on your team.
Alice price rushmore. Learn about your personality traits Explore the different personalities Discover your personal communication style.
Using Motivational Theory to Maximize Volunteer Joy Alison Jones-Nassar, CVA Virginia State Conference on Volunteerism & Service September 2014.
Working in Groups Decision-making processes. Why work in a group? Working in groups is a vital part of every job Groups are more productive than individuals.
DiSC Personal Profile System Dimensions of Behavior Based primarily on Positive Personality Profiles by Dr. Robert A. Rohm, Ph. D.
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