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Welcome To PDP Training of ProScan, JobScan and TeamScan

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1 Welcome To PDP Training of ProScan, JobScan and TeamScan
JCM Consulting, Inc. Welcome To PDP Training of ProScan, JobScan and TeamScan Make appropriate changes to this slide according to the modules being trained (i.e., ProScan, JobScan and/or TeamScan) Give outline of training agenda/syllabus: How many days How time will be utilized--rough idea of agenda for the next 2 or 3 days For example: Company Overview-15 minutes Research Overview-15 minutes ProScan-today and tomorrow JobScan-tomorrow afternoon Do housekeeping items: Starting times When breaks and lunch will be taken Where Restrooms are

2 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

3 Overview of ProScan cont’d
Behavioral Traits Dominance Extroversion Pace/Patience Conformity Logic/Rationale Energy Measures Thrust Allegiance Ste-Nacity Kinetic Energy Page: INTRO.2 Getting into the specifics we are going to start with understanding each of the behavioral traits and energy measures, don’t get hung up on knowing these words yet, believe me they will be second nature by the end of today. Point out the dots that are the behavioral traits, and those that belong to TASK. Research Points: Accuracy of PDP - Narrative Report - rank paragraph 1-5 = 84% accurate With a trained PDP Interviewer (PDP Certified or Psychologist) get into the 93% accuracy rate just using a data sheet What makes PDP unique? KEY LEARNING POINTS: Stimuli - Single Word Example - Extrovert love to present to crowd Low extrovert Panic -- unless they know the subject, then can feel comfortable in giving a presentation Variable Norming - allowing us to compare yourself to others like you “Responsivity” (sometimes referred to as “Central Tendency Norming”) Positive Wording - looking for strength, how to recognize, utilize, work with Current and Viable Database - 1st software, PC, headcount, dumped into database. In Factor Analysis showed significant changes in responses. Why? Economic straits, energy crunch. “Weaknesses” more often its due to the fact you don’t understand that person’s strength and that you are trying to get them to do things they virtually “can’t do.” Couldn’t I skew this? May not answer exactly same, but falls into same group/cluster Test-Retest Reliability 3 Months later do find 20-23% change in profile due to environment changing. Cross check 1st few responses--”Trustworthy” 1 out of 1000 mark 3 or less. ProScan Intro.5

4 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” Page ProScan 1.1 Four cornerstone traits: Hippocrates Dominance Choleric Extroversion Sanguine Pace/Patience Phlegmatic Conformity Melancholy Let’s apply, as we go along, interrupt me if you know or think you know someone with this trait, tell me why you think they have the trait and lets analyze. ProScan 1.1

5 Dominance High Control/Take Charge Trait
Behavioral Traits Dominance High Control/Take Charge Trait To the Point Innovators Big picture-oriented Troubleshooters Outwardly secure Problem Solvers Page ProScan 1.2 Piano analogy: Single note, will also cover 2 traits (2 notes) and all traits (a chord), but start with single trait first as a standalone. Key Learning Point: Dominance-- the Control Trait Highest Trait--from Base Line - 50% Only trait above norm % Can you think of someone? ProScan 1.2

6 Dominance Low Behavioral Traits Moderate Supportive Modest Mild Gentle
Undemanding Page ProScan 1.3 Key Learning Point: What is the 2nd most meaningful contributor to profile, though certainly not the most obvious? Answer: Lowest Trait Do you know anyone with this trait, why? something they did, or do? ProScan 1.3

7 Extroversion High Social/Relational Trait
Behavioral Traits Extroversion High Social/Relational Trait Outgoing Friendly Persuasive Empathetic Enthusiastic Talkative Effective Communicators Page ProScan 1.4 Key Learning Point: EXTROVERSION--The PEOPLE trait ProScan 1.4

8 Extroversion Low Behavioral Traits Sincere Thoughtful Contemplative
Reserved Quiet Imaginative Private Confidential ProScan 1.5

9 Pace/Patience High Rate of Motion/Adaptable
Behavioral Traits Pace/Patience High Rate of Motion/Adaptable Persistent Cooperative Harmonious Dependable Relaxed Patient Consistent Good Listener Page ProScan 1.6 Key Learning Point: Analogy: Think of as a metronome the Pace trait dot is the weight on the metronome the higher the dot, the slower the beat, more rhythmic the lower the dot, the quicker, faster ProScan 1.6

10 Pace/Patience Low Behavioral Traits Adaptable Likes change Fast paced
Restless Impatient/Pusher Hasty Sporadic Abrupt ProScan 1.7

11 Conformity High Behavioral Traits Systems/Quality Assurance Trait
Procedural Precise Loyal Careful Prudent Conscientious Meticulous Diligent Page ProScan 1.8 Key Learning Point: CONFORMITY-- The Quality Assurance Trait ProScan 1.8

12 Conformity Low Behavioral Traits Open Minded Curious Generalist
Non-detailed Free spirited Flexible Uninhibited Non-conforming After covering this page: ?BREAK-- Take a 15 minute break at this time. This may be a good time to take a break. ProScan 1.9

13 Page ProScan 1.11 Exercise: Let’s apply behavioral traits Start with Who is the high extrovert? (top left woman) Why? Who is the High Conformity? (lower right man) this is often confused with Dominance (lower left man). Who is the High Dominance? (lower left man) Who is the High Pace? (by default, top right woman) ProScan 1.10

14 Traits In A Common Place
Behavioral Traits 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

15 Trait Intensity Chart Dominance Extroversion Pace Conformity
Bold Convincing Determined Perfectionistic Forceful Eager Steady Disciplined Firm Fun-Loving Cooperative Procedural Certain Poised Easy-going Structured Flexible Flexible/ Flexible/ Flexible/ DynaMetric Adaptable Adaptable Adaptable Adaptable Mid Line Modest Sincere Active Open-minded Non-competitive Contemplative Likes change Unconventional Humble Reserved Spontaneous Carefree Placid Confidential Explosive Avoid Detail Trait Intensity Chart--Refer to Workbook Point out how the words get stronger in description as you move away from the Norm Line. Exercise: Have them plot their own profile on the page to get an idea of the descriptors Or, if you want to hand out separately their printed Trait Intensity Chart report do so now. ProScan 1.12

16 Behavioral Traits 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. Describe norm line profile. Point out the sigma tic marks to visually see where the 1/2 inch away from the norm line is. 1 sigma = 1 inch ?BREAK-- Take a 15 minute break at this time. ProScan 1.13

17 How traits affect one another
Trait Pairs How traits affect one another Minimum of 2 trait pairs Maximum of 5 trait pairs We dealt earlier with single trait (hitting a single note on the piano) now we are going to look at hitting 2 notes on the piano. Comprehensive Report-Section 1 ProScan 1.16

18 Trait Pairs Dominance l l l l D/E Teller +D Driver -P l ProScan 1.16

19 Dominance Trait Pairs +D Risk Taker -C D=C Conflict l l l l
LESS CONFLICT CONFLICT +D Risk Taker -C D=C Conflict l l LESS CONFLICT CONFLICT LESS CONFLICT ProScan 1.16

20 Extroversion Trait Pairs E/D Seller +E Fast -P Communicator l l
ProScan 1.16

21 Pace Trait Pairs +P/+C Easy Going +P Emphasis on -C Production _____
l +P/+C Easy Going +P Emphasis on -C Production _____ -P/-C Free Wheeler ProScan 1.16

22 Conformity Trait Pairs +C/+P Perfectionist /-P _____
l +C/+P Perfectionist /-P _____ -C/-P Organization Hook +C Show Me -E ProScan 1.16

23 Comprehensive Report-Section 1
Basic/Natural Self The environment to create to ensure highest productivity and efficiency. Review the 3 Pictures Basic/Natural Self Priority Environment(s) Predictor/Outward Self Key Learning Point: Most natural self, environment to create for that person to be most productive. Comprehensive Report-Section 1 ProScan 2.1

24 Comprehensive Report-Section 1
Basic/Natural Self Most efficient Most Natural IF no pressures Comprehensive Report-Section 1 ProScan 2.1

25 TASK How one goes about doing a task or accomplishing personal goals…and the energy they have to do it. Now have an understanding of DEPC (greyed out portion of data sheet) take the next four columns: T A S K Thrust | Allegiance |----- these are Energy Styles Ste-nacity | Kinetic Energy ----this is the Energy Level ProScan 2.2

26 TASK BASIC Thrust Allegiance Ste-Nacity Kinetic Energy

27 Thrust TASK Self-igniting rocket To drive or push quickly T K A S
BASIC Thr All Ste Ktn Self-igniting rocket To drive or push quickly T K A In this day and age of icons, think of this as a Rocket icon S ProScan 2.2

28 Allegiance TASK Support ability, carry through
BASIC Support ability, carry through Dedicated to accomplishing task Thr All Ste Ktn A K S Icon = Flag T ProScan 2.2

29 Ste-Nacity TASK Steadfast and tenacious
BASIC Steadfast and tenacious Persistent pushing or pulling determination A K S Icon = Locomotive/Train Engine T ProScan 2.2

30 Kinetic Energy TASK One’s capacity, horsepower, fuel
BASIC One’s capacity, horsepower, fuel How much sustenance there is to the active, lively, and dynamic aspects in a person Streamlined, efficient and economical One’s battery size and battery charge A K S Levels 0 through 6---there are 700 measurement increments here 0 = 0-99 1 = 2 = 3 = 4 = 5 = 6 = Does that mean if “K” is in 0 zone, that a person couldn’t hold a job? Key Learning Point: Original research based on “employable”--those who can hold an 8-10 hour a day job. T ProScan 2.3

31 Energy Chart Zones TASK Ultra Force High Achiever Achiever
BASIC Ultra Force High Achiever Achiever Highly Productive Effectiveness Motive Evaluation Critically Directed A K S Explanation: You’ve seen people that are able to work all day, have multiple activities to do after work--this would be the higher energy level. Low scale would be an individual that would be best handling one activity at a time, singleness of purpose. T ProScan 2.4

32 How one approaches the decision-making process
Logic/Rationale BASIC How one approaches the decision-making process Next two columns, Logic/Rationale -- the decision making measurement. ProScan 2.5

33 Logic/Rationale BASIC Fact Feeling Balance ProScan 2.5

34 Fact Logic/Rationale Analytical
BASIC Analytical Needs to access sufficient facts Logic above R by 1/4” R column, the equal (=) sign is the reference point the circle (o) is the indicator. ProScan 2.5

35 Feeling Logic/Rationale Intuitive
BASIC Intuitive Can make decisions quickly based on an inner sense Logic below R by 1/4” Warning--because most managers are being forced in Priority to be more Fact in their decision making process, they may or may not relate to the Feeling measurement, because they have been forced to get the facts. Relay it this way, take a recent purchase (perhaps a car) if you had researched it and listed the facts and some facts showed that it would be questionable to purchase the car, but you just “felt” this was the car---chances are you probably went ahead and bought the car. What if you go against this feeling? Probably make the wrong decision. ProScan 2.5

36 Balance Logic/Rationale Balance of Fact and Feeling
BASIC Balance of Fact and Feeling Often thought of as Practical and Reasonable Logic plus or minus R by 1/4” ? BREAK--Take a 15 minute break. ProScan 2.5

37 How one is trying to change or adjust to surrounding environments
Priority Environment(s) How one is trying to change or adjust to surrounding environments Review Basic/Natural Self--most comfortable, environment to create for individual to be most productive. Priority Environment(s) Key Learning Point: 6 major environments--not just Work environment. Comprehensive Report-Section 2 ProScan 3.1

38 Priority Environment(s) Comprehensive Report-Section 2
Effort to adjust from Basic 6 Major Environments Work Economic Social/Personal Health Home/Family Religion Comprehensive Report-Section 2 ProScan 3.1

39 Priority Environment(s) Comprehensive Report-Section 2
Satisfaction Stress Comprehensive Report-Section 2 ProScan 3.1

40 Whether goals and aspirations are being met
Satisfaction l PRIORITY ENVIRONMENT(S) = Dom Ext Pac Cnf R1 R2 Log SAT Whether goals and aspirations are being met Use the R1 and R2 columns R1 = Reference point R2 = Indicator Key Learning Point: 1. Informs me about positive (+) or negative (-) 2. Red flag to potential turnover Comprehensive Report-Section 2 ProScan 3.2

41 PRIORITY ENVIRONMENT(S)
Satisfaction l PRIORITY ENVIRONMENT(S) = Dom Ext Pac Cnf R1 R2 Log SAT High Low Average Comprehensive Report-Section 2 ProScan 3.2

42 PRIORITY ENVRONMENT(S) Comprehensive Report-Section 2
Satisfaction PRIORITY ENVRONMENT(S) High R1 R2 Log Dom Ext Pac Cnf Getting rewards for what is being done Feeling fulfilled, positive realization R2 above R1 by 1/4” l l l l Comprehensive Report-Section 2 ProScan 3.2

43 Comprehensive Report-Section 2
Satisfaction Average Getting enough rewards to make stress worthwhile Seeing “light at the end of the tunnel” R2 plus or minus R1 by 1/4” Comprehensive Report-Section 2 ProScan 3.2

44 Comprehensive Report-Section 2
Satisfaction Low Concern as to whether goals are being met May feel discouraged, dissatisfied R2 below R1 by 1/4” Comprehensive Report-Section 2 ProScan 3.2

45 Steps to Higher Productivity
Is “Low Satisfaction” work-related? Motivate Employee! Set Goals! Comprehensive Report-Section 2 ProScan 3.3

46 The effort and energy one puts toward trying to change and adjust
Stress The effort and energy one puts toward trying to change and adjust Distress Negative, bad stress Causes a person to tire more quickly Eustress Self-imposed, or good stress We all need stress--some of us just to get out of bed in the morning. Comprehensive Report-Section 2 ProScan 3.4

47 Understanding Single Trait Stress Adjustment
Comprehensive Report-Section 2 ProScan 3.5

48 Comprehensive Report-Section 2
Stress Dominance é More controlling More in charge More assertive and forceful Explain tic mark--visualize taking the Dominance trait, the location it is in the basic from the norm line and superimpose it onto the priority picture. (Note: may be higher may be lower due to the Priority environment being Normed separately from the Basic profile) What if your line is going up and crossing the norm line? Next slide Comprehensive Report-Section 2 ProScan 3.5

49 Comprehensive Report-Section 2
Stress Dominance é x Takes more energy when a trait crosses the norm line Refer to Trait Intensity Chart to see opposite difference in descriptors Comprehensive Report-Section 2 ProScan 3.5

50 Comprehensive Report-Section 2
Stress Dominance ê Less controlling Perhaps stepping back and not being as forceful or assertive as would be natural Comprehensive Report-Section 2 ProScan 3.5

51 Comprehensive Report-Section 2
Stress Extroversion é More friendly, empathetic Sensitive in terms of people More communicative in general and working to develop more people skills Comprehensive Report-Section 2 ProScan 3.5

52 Comprehensive Report-Section 2
Stress Extroversion ê Less outgoing, quieter Less socially involved Comprehensive Report-Section 2 ProScan 3.5

53 Comprehensive Report-Section 2
Stress Pace é 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 2 ProScan 3.5

54 Comprehensive Report-Section 2
Stress Pace ê Getting more things done in less time Things are not happening as quickly as desired, perhaps some deadlines are not being met Comprehensive Report-Section 2 ProScan 3.5

55 Comprehensive Report-Section 2
Stress Conformity é Paying more attention to the system or details Emphasizing accuracy Trying to get more organized or establishing systems Comprehensive Report-Section 2 ProScan 3.5

56 Comprehensive Report-Section 2
Stress Conformity ê Eliminating or delegating some details Looking more at the big picture, more open-minded Taking more risks, breaking away from tradition Asserting more independence Comprehensive Report-Section 2 ProScan 3.5

57 Comprehensive Report-Section 2
Stress Logic é More factual Not as quick to let the heart or feeling make the decisions Comprehensive Report-Section 2 ProScan 3.5

58 Comprehensive Report-Section 2
Stress Logic ê Less factual More empathy and feeling in decisions Comprehensive Report-Section 2 ProScan 3.5

59 Comprehensive Report-Section 1
Basic/Natural Self The environment to create to ensure highest productivity and efficiency. Review the 3 Pictures Basic/Natural Self Priority Environment(s) Predictor/Outward Self Key Learning Point: Most natural self, environment to create for that person to be most productive. Comprehensive Report-Section 1 ProScan 2.1

60 How you are coming across to others--the role playing profile
Predictor/Outward Self How you are coming across to others--the role playing profile Comprehensive Report-Section 3 ProScan 4.1

61 Predictor/Outward Self Comprehensive Report-Section 3
How person “comes across” Adapted profile Role play profile Comprehensive Report-Section 3 ProScan 4.1

62 The result of trying to change and adjust
Energy Drain The result of trying to change and adjust Satisfaction level Stress length Stress crossing the norm line 3 Contributors to Energy Drain Key Learning Point: Be certain to make people aware of the built in floor on the Energy Drain column. Floor = 75 (75/100ths of an inch) Threshold created to keep away from lines being to devastating for person with great energy drain. What has helped me understand the energy K in Basic versus the K in Predictor: Basic = Natural Predictor = Actual -- could be higher if feel good, positive, adrenaline. -- could be lower if feel negative Comprehensive Report-Section 3 ProScan 4.2

63 Energy Chart Zones Energy Drain Ultra Force High Achiever Achiever
K Thr All Ste Ktn PREDICTOR PREDICTOR Ultra Force High Achiever Achiever Highly Productive Effectiveness Motive Evaluation Critically Directed Use ProScan page 4.4--have people plot their energy drain, open discussion if necessary. ProScan 4.3

64 Understanding the behavioral trait measurement styles
Organizational Styles Understanding the behavioral trait measurement styles Communication Styles Leadership Styles Back-up/ Reactionary Styles ProScan

65 How Traits Communicate to You
Organizational Styles How Traits Communicate to You Dominance Teller/Authoritative Extroversion Seller/Persuasive Pace Casual/Careful Conformity Guarding/Cautions/Exacting Comprehensive Report-Section 4 ProScan 5.1

66 How to Communicate to Traits
Organizational Styles 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 After covering Communication grid Read through pages 5.2 through 5.6--may do on own for change of pace, open up discussion for those with comments or questions. Comprehensive Report-Section 4 ProScan 5.1

67 Comprehensive Report-Section 4
Leadership Styles How Traits Lead Dominance Authoritative/Decisive Extroversion Persuasive Pace Caretaker/Persistent Conformity Procedural/Traditional Comprehensive Report-Section 4 ProScan 5.2 and 5.3

68 May resort to when out of energy:
BACK-UP STYLES May resort to when out of energy: Dominance Steamrollers Extroversion Verbal attack Pace Avoid conflict Conformity Must be right Comprehensive Report-Section 4 ProScan 5.4

69 How to increase productivity and outcome results
Motivation How to increase productivity and outcome results Motivators Elements that create a positive Demotivators Elements that create a negative Comprehensive Report-Section 4 ProScan 6.1and 6.2

70 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

71 REAL TEAM / WORKGROUPS 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 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 TeamScan® 2.1

72 TEAM DATA SHEET COMPOSITE
Displays each team member’s BASIC Data Sheet in reduced format TeamScan® 2.3

73 Distribution of the real teams’ communication make up
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

74 Trait by trait analysis of all Real Team members’ BASIC measurements
ANALYSIS OF BASIC Trait by trait analysis of all Real Team members’ BASIC measurements Dominance Extroversion Pace Conformity Logic Energy TeamScan® 2.5

75 How team members perceive one another
TEAM PERCEPTION How team members perceive one another TeamScan® 2.10

76 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

77 PRODUCTION STYLE DOMINANCE EXTROVERSION PACE/PATIENCE CONFORMITY
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

78 TIME MANAGEMENT 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 TeamScan® 3.5

79 COMPLETION STYLES 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 TeamScan® 3.6

80 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

81 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

82 LEADERSHIP STYLES DOMINANCE EXTROVERSION PACE/PATIENCE CONFORMITY
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

83 TRAIT PERCEPTION MATRIX How High Trait Perceives a Low Trait
LOW LOW LOW LOW DOMINANCE EXTROVERSION PACE CONFORMITY HIGH DOMINANCE may perceive LOW _______ as: EXTROVERSION PACE/PATIENCE CONFORMITY Submissive “Yes” people Subservient Dependent Timid Quiet Bashful Directable Active Ambitious Energetic Uninhibited Resistant Uncaring Promotional Manipulative Willing Serving Unsociable Unexpressive Unresponsive Invigorating Fun-loving Action-oriented Thoughtless Independent Nice Agreeable Cooperative Cold Invisible Frantic Unorganized Hyper Daring Spontaneous Respectful Reserved Genuine Humble Thoughtful Hasty Hurried Erratic Uninformed Disorganized Wanter of Freedom TeamScan® 3.8

84 TRAIT PERCEPTION MATRIX How Low Trait Perceives a High Trait
HIGH HIGH HIGH HIGH DOMINANCE EXTROVERSION PACE CONFORMITY 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 Diligent Driven Effective A “shaker” A “mover” Interesting Persuasive Slow Boring Too careful Deliberate Competitive Self-directed Too forceful A Talker Active Insincere A flatterer Hesitant Exacting Traditional Discouraging Detailed Prudish LOW DOMINANCE may perceive HIGH _______ as: EXTROVERSION PACE/PATIENCE CONFORMITY TeamScan® 3.9

85 TYPICAL LIKES DOMINANCE EXTROVERSION PACE/PATIENCE CONFORMITY
HIGH Bottom-line results Social contact Leisure time Rules Taking risks An audience Comfort/ Standards Control To be liked Harmony Sincerity Retained Brainstorming Routines Accuracy authority Opportunities Deliberation Limited risk Delegating Party/Play/ Repetition Pre-planning responsibility, Laughter Peace Security but not authority Surprises Cooperation Challenge Delegating 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 TeamScan® 3.10

86 TYPICAL DISLIKES DOMINANCE EXTROVERSION PACE/PATIENCE CONFORMITY
HIGH Vagueness Personal criticism Pressure Criticism Indecisiveness Technical Poor planning Big talk Laziness challenges Spur of the Flattery Small talk Pessimists moment Fickleness Non-confidence Negativism Shop talk Unexpectedness Mediocrity Being alone (a lot) Unpredictability Rule changes LOW Taking charge Social Time on hands Detail Multiple decisions exposure Inactivity Reports/Forms Forcefulness Small talk Routine Authoritarians Taking risks “Ad-libbing” Deliberation Rules Criticism Speech-making Delays Regulations Politicking TeamScan® 3.10

87 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

88 CONFLICT RESOLUTION 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. TeamScan® 4.3

89 CONFLICT RESOLUTION 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. TeamScan® 4.4

90 CONFLICT RESOLUTION 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. TeamScan® 4.5

91 CONFLICT RESOLUTION 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. TeamScan® 4.6

92 Thank you for participating in the TeamScan® Training


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