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Aug. 21st, 2003 11:35 am![[personal profile]](https://www.dreamwidth.org/img/silk/identity/user.png){kind=small}
scottobearResults of the attitude/mindset test for ACIM.
GENERAL CHARACTERISTICS - Based on Scott's responses, the report has selected general statements to provide a broad understanding of his work style. These statements identify the basic natural behavior that he brings to the job. That is, if left on his own, these statements identify HOW HE WOULD CHOOSE TO DO THE JOB. Use the general characteristics to gain a better understanding of Scott's natural behavior.
Scott is family-oriented. He may go to great lengths to ensure the "happiness" of his personal or work family. He wants to be seen as a responsible person, and will avoid behavior that could be seen by others as irresponsible. He can be open, patient and tolerant of differences. His natural quality of being nonjudgmental is a great strength. Because he is receptive and listens well, he excels in gathering information. He prefers to help and support others rather than compete against them. Scott is usually steady, easygoing and relaxed. Scott's flexibility will allow him to fit into almost any environment. He can be spontaneous and casual in familiar circumstances. The familiar atmosphere allows spontaneity when he is in his comfort zone. When people are involved, he may not always be precise about the use of his time. Loyalty and being a team player are usually his goals. He is a good, steady, dependable team member. Once Scott has come to a decision, others may find it difficult to change his mind. If changes are inevitable, and he sees enough benefits, they will be made.
Scott may want to think over major decisions before acting. He must be convinced that actions will produce the desired result. He may tend to fight for his beliefs or those things he feels passionate about. He tries to use balanced judgment. He is the person who brings stability to the entire team. He prefers to plan his work and work his plan. Others may find it refreshing to have him on their team. Making plans and following those plans is important to him. He can be sensitive to the feelings of others and is able to display real empathy for those who are experiencing difficulties. Occasionally he will underplay bad news, if telling it as it is will offend someone. He may fear it would disturb the relationship. Once he has arrived at a decision, he can be tough-minded and unbending. He has made his decision after gathering much data, and he probably won't want to repeat the process.
Scott is quick to pick up on group dynamics and skilled in fitting in with a group. He brings both speaking and listening skills to the group. He does not enjoy confrontation for confrontation's sake. He feels he can win through patience and resolve. He usually is considerate, compassionate and accepting of others; however, on some occasions can become stubborn. Stubbornness surfaces when his ideals and beliefs are confronted. He is not easily triggered or explosive, but he may conceal some grievances because he doesn't always state his feelings. Scott will be open with those he trusts; however, reaching the required trust level may take time. He likes a friendly, open style of communication. He likes to know what is expected of him in a working relationship and have the duties and responsibilities of others who will be involved explained. Communication is accomplished best by well-defined avenues.
VALUE TO THE ORGANIZATION - This section of the report identifies the specific talents and behavior Scott brings to the job. By looking at these statements, one can identify his role in the organization. The organization can then develop a system to capitalize on his particular value and make him an integral part of the team.
• Concerned about quality.
• Works for a leader and a cause.
• Builds good relationships.
• Flexible.
• Turns confrontation into positives.
• Respect for authority and organizational structure.
• Adaptable.
CHECKLIST FOR COMMUNICATING - Most people are aware of and sensitive to the ways with which they prefer to be communicated. Many people find this section to be extremely accurate and important for enhanced interpersonal communication. This page provides other people with a list of things to DO when communicating with Scott. Read each statement and identify the 3 or 4 statements which are most important to him. We recommend highlighting the most important "DO's" and provide a
listing to those who communicate with Scott most frequently.
Do:
• Provide guarantees that his decision will minimize risks; give assurance that provides him with benefits.
• Use scheduled timetable when implementing new action.
• Look for hurt feelings or personal reasons if you disagree.
• Be prepared.
• Present your case softly, nonthreateningly with a sincere tone of voice.
• Be sincere and use a tone of voice that shows sincerity.
• Show sincere interest in him as a person. Find areas of common involvement and be candid and open.
• Support your communications with correct facts and data.
• Define clearly (preferably in writing) individual contributions.
• Give him time to verify reliability of your comments--be accurate and realistic.
• Take time to be sure that he is in agreement and understands what you said.
• Provide solid, tangible, practical evidence.
DON'TS ON COMMUNICATING - This section of the report is a list of things NOT to do while communicating with Scott. Review each statement with Scott and identify those methods of communication that result in frustration or reduced performance. By sharing this information, both parties can negotiate a communication system that is mutually agreeable.
Don't:
• Push too hard, or be unrealistic with deadlines.
• Don't be haphazard.
• Use testimonies from unreliable sources.
• Talk in a loud voice or use confrontation.
• Debate about facts and figures.
• Keep deciding for him, or he'll lose initiative. Don't leave him without backup support.
• Offer assurance and guarantees you can't fulfill.
• Talk to him when you're extremely angry.
• Patronize or demean him by using subtlety or incentive.
• Force him to respond quickly to your objectives. Don't say "Here's how I see it."
• Be domineering or demanding; don't threaten with position power.
IDEAL ENVIRONMENT - This section identifies the ideal work environment based on Scott's basic style. People with limited flexibility will find themselves uncomfortable working in any job not described in this section. People with flexibility use intelligence to modify their behavior and can be comfortable in many environments. Use this section to identify specific duties and responsibilities that Scott enjoys and also those that create frustration.
• A stable and predictable environment.
• An environment in which he may deal with people on a personal, intimate basis.
• Needs personal attention from his manager and compliments for each assignment well done.
• Work place where people seldom get mad.
• Needs an opportunity to deal with people with whom a long-standing relationship has been established.
• Jobs for which standards and methods are established.
• Practical work procedures.
• Little conflict between people.
• An environment that allows time to change.
PERCEPTIONS - A person's behavior and feelings may be quickly telegraphed to others. This section provides additional information on Scott's self-perception and how, under certain conditions, others may perceive his behavior. Understanding this section will empower Scott to project the image that will allow him to control the situation.
"See Yourself As Others See You"
SELF-PERCEPTION - Scott usually sees himself as being:
Considerate / Thoughtful
Good-Natured / Dependable
Team player / Good listener
OTHERS' PERCEPTION
Under moderate pressure, tension, stress or fatigue, others may see him as being:
Nondemonstrative / Hesitant
Unconcerned / Inflexible
And, under extreme pressure, stress or fatigue, others may see him as being:
Possessive / Stubborn
Detached / Insensitive
DESCRIPTORS - Based on Scott's responses, the report has marked those words that describe his personal behavior. They describe how he solves problems and meets challenges, influences people, responds to the pace of the environment and how he responds to rules and procedures set by others.
Dominance - Conservative, Calculating, Cooperative, Hesitant, Low-Keyed
Influencing - Trusting, Sociable
Steadiness - Patient, Possessive, Predictable, Consistent, Deliberate, Steady, Stable
Compliance - Open-Minded, Balanced Judgment
NATURAL AND ADAPTED STYLE -Scott's natural style of dealing with problems, people, pace of events and procedures may not always fit what the environment needs. This section will provide valuable information related to stress and the pressure to adapt to the environment.
PROBLEMS - CHALLENGES (Natural)
Scott is cautious in his approach to problem solving and does not attempt to demand that his view, or opinion, be accepted at face value. Scott likes to solve problems within the framework of a team environment. He will look for a compromise as opposed to a win-lose situation.
PROBLEMS - CHALLENGES (Adapted)
Scott sees no need to change his approach to solving problems or dealing with challenges in his present environment.
PEOPLE - CONTACTS (Natural)
Scott is sociable and optimistic. He is able to use an emotional appeal to convince others of a certain direction. He likes to be on a team and may be the spokesman for the team. He will trust others and likes a positive environment in which to relate.
PEOPLE - CONTACTS (Adapted)
Scott sees a need to be factual and logical while attempting to influence others. He feels a direct and straightforward approach is really what others want before they can be influenced.
PACE - CONSISTENCY (Natural)
Scott is comfortable in an environment in which there is a relaxed demeanor, or one in which patience is looked at as a virtue. He prefers to complete one task before starting the next and prefers an environment that is predictable.
PACE - CONSISTENCY (Adapted)
Scott sees his natural activity style to be just what the environment needs. What you see is what you get for activity level and consistency. Sometimes he would like the world to slow down.
PROCEDURES - CONSTRAINTS (Natural)
Scott is somewhat open-minded, but aware and sensitive to the implications of not following the rules. He can display balanced judgment in reviewing procedures. Knowing he is doing things well is a key reinforcement for him.
PROCEDURES - CONSTRAINTS (Adapted)
Scott feels a real need to do things right. He can be fearful of mistakes that threaten his security. Total compliance with rules and procedures add to his security. Fear of failure could be a factor.
ADAPTED STYLE -Scott sees his present work environment requiring him to exhibit the behavior listed on this page. If the following statements DO NOT sound job related, explore the reasons why he is adapting this behavior.
• Solving problems thoughtfully, in an analytical style.
• Maintaining a clean and organized work station.
• Compliance to high standards.
• Being conservative, not competitive, in nature.
• Careful, thoughtful approach to decision making.
• Sensitivity to existing rules and regulations.
• Calculation of risks before taking action.
• Undemanding of others' time and attention.
• Traditional, quality-oriented work model to follow.
• Precedence of quality over efficiency.
• Precise, analytical approach to work tasks.
• Being a good "team player."
• Being cooperative and supportive.
KEYS TO MOTIVATING - This section of the report was produced by analyzing Scott's wants. People are motivated by the things they want; thus wants that are satisfied no longer motivate. Review each statement produced in this section with Scott and highlight those that are present "wants."
Scott wants:
• To be part of a quality-oriented work group.
• A plan he understands.
• Freedom from conflict and confrontation.
• A manager who follows the company policies.
• Time to perform up to his high standards.
• Instructions so he can do the job right the first time.
• Complete directions for work to be completed.
• Better planning and fewer changes in the organization.
• Reassurance he is doing the job right.
• Limited exposure to new procedures.
• Operating procedures in writing.
• A predictable environment.
GENERAL CHARACTERISTICS - Based on Scott's responses, the report has selected general statements to provide a broad understanding of his work style. These statements identify the basic natural behavior that he brings to the job. That is, if left on his own, these statements identify HOW HE WOULD CHOOSE TO DO THE JOB. Use the general characteristics to gain a better understanding of Scott's natural behavior.
Scott is family-oriented. He may go to great lengths to ensure the "happiness" of his personal or work family. He wants to be seen as a responsible person, and will avoid behavior that could be seen by others as irresponsible. He can be open, patient and tolerant of differences. His natural quality of being nonjudgmental is a great strength. Because he is receptive and listens well, he excels in gathering information. He prefers to help and support others rather than compete against them. Scott is usually steady, easygoing and relaxed. Scott's flexibility will allow him to fit into almost any environment. He can be spontaneous and casual in familiar circumstances. The familiar atmosphere allows spontaneity when he is in his comfort zone. When people are involved, he may not always be precise about the use of his time. Loyalty and being a team player are usually his goals. He is a good, steady, dependable team member. Once Scott has come to a decision, others may find it difficult to change his mind. If changes are inevitable, and he sees enough benefits, they will be made.
Scott may want to think over major decisions before acting. He must be convinced that actions will produce the desired result. He may tend to fight for his beliefs or those things he feels passionate about. He tries to use balanced judgment. He is the person who brings stability to the entire team. He prefers to plan his work and work his plan. Others may find it refreshing to have him on their team. Making plans and following those plans is important to him. He can be sensitive to the feelings of others and is able to display real empathy for those who are experiencing difficulties. Occasionally he will underplay bad news, if telling it as it is will offend someone. He may fear it would disturb the relationship. Once he has arrived at a decision, he can be tough-minded and unbending. He has made his decision after gathering much data, and he probably won't want to repeat the process.
Scott is quick to pick up on group dynamics and skilled in fitting in with a group. He brings both speaking and listening skills to the group. He does not enjoy confrontation for confrontation's sake. He feels he can win through patience and resolve. He usually is considerate, compassionate and accepting of others; however, on some occasions can become stubborn. Stubbornness surfaces when his ideals and beliefs are confronted. He is not easily triggered or explosive, but he may conceal some grievances because he doesn't always state his feelings. Scott will be open with those he trusts; however, reaching the required trust level may take time. He likes a friendly, open style of communication. He likes to know what is expected of him in a working relationship and have the duties and responsibilities of others who will be involved explained. Communication is accomplished best by well-defined avenues.
VALUE TO THE ORGANIZATION - This section of the report identifies the specific talents and behavior Scott brings to the job. By looking at these statements, one can identify his role in the organization. The organization can then develop a system to capitalize on his particular value and make him an integral part of the team.
• Concerned about quality.
• Works for a leader and a cause.
• Builds good relationships.
• Flexible.
• Turns confrontation into positives.
• Respect for authority and organizational structure.
• Adaptable.
CHECKLIST FOR COMMUNICATING - Most people are aware of and sensitive to the ways with which they prefer to be communicated. Many people find this section to be extremely accurate and important for enhanced interpersonal communication. This page provides other people with a list of things to DO when communicating with Scott. Read each statement and identify the 3 or 4 statements which are most important to him. We recommend highlighting the most important "DO's" and provide a
listing to those who communicate with Scott most frequently.
Do:
• Provide guarantees that his decision will minimize risks; give assurance that provides him with benefits.
• Use scheduled timetable when implementing new action.
• Look for hurt feelings or personal reasons if you disagree.
• Be prepared.
• Present your case softly, nonthreateningly with a sincere tone of voice.
• Be sincere and use a tone of voice that shows sincerity.
• Show sincere interest in him as a person. Find areas of common involvement and be candid and open.
• Support your communications with correct facts and data.
• Define clearly (preferably in writing) individual contributions.
• Give him time to verify reliability of your comments--be accurate and realistic.
• Take time to be sure that he is in agreement and understands what you said.
• Provide solid, tangible, practical evidence.
DON'TS ON COMMUNICATING - This section of the report is a list of things NOT to do while communicating with Scott. Review each statement with Scott and identify those methods of communication that result in frustration or reduced performance. By sharing this information, both parties can negotiate a communication system that is mutually agreeable.
Don't:
• Push too hard, or be unrealistic with deadlines.
• Don't be haphazard.
• Use testimonies from unreliable sources.
• Talk in a loud voice or use confrontation.
• Debate about facts and figures.
• Keep deciding for him, or he'll lose initiative. Don't leave him without backup support.
• Offer assurance and guarantees you can't fulfill.
• Talk to him when you're extremely angry.
• Patronize or demean him by using subtlety or incentive.
• Force him to respond quickly to your objectives. Don't say "Here's how I see it."
• Be domineering or demanding; don't threaten with position power.
IDEAL ENVIRONMENT - This section identifies the ideal work environment based on Scott's basic style. People with limited flexibility will find themselves uncomfortable working in any job not described in this section. People with flexibility use intelligence to modify their behavior and can be comfortable in many environments. Use this section to identify specific duties and responsibilities that Scott enjoys and also those that create frustration.
• A stable and predictable environment.
• An environment in which he may deal with people on a personal, intimate basis.
• Needs personal attention from his manager and compliments for each assignment well done.
• Work place where people seldom get mad.
• Needs an opportunity to deal with people with whom a long-standing relationship has been established.
• Jobs for which standards and methods are established.
• Practical work procedures.
• Little conflict between people.
• An environment that allows time to change.
PERCEPTIONS - A person's behavior and feelings may be quickly telegraphed to others. This section provides additional information on Scott's self-perception and how, under certain conditions, others may perceive his behavior. Understanding this section will empower Scott to project the image that will allow him to control the situation.
"See Yourself As Others See You"
SELF-PERCEPTION - Scott usually sees himself as being:
Considerate / Thoughtful
Good-Natured / Dependable
Team player / Good listener
OTHERS' PERCEPTION
Under moderate pressure, tension, stress or fatigue, others may see him as being:
Nondemonstrative / Hesitant
Unconcerned / Inflexible
And, under extreme pressure, stress or fatigue, others may see him as being:
Possessive / Stubborn
Detached / Insensitive
DESCRIPTORS - Based on Scott's responses, the report has marked those words that describe his personal behavior. They describe how he solves problems and meets challenges, influences people, responds to the pace of the environment and how he responds to rules and procedures set by others.
Dominance - Conservative, Calculating, Cooperative, Hesitant, Low-Keyed
Influencing - Trusting, Sociable
Steadiness - Patient, Possessive, Predictable, Consistent, Deliberate, Steady, Stable
Compliance - Open-Minded, Balanced Judgment
NATURAL AND ADAPTED STYLE -Scott's natural style of dealing with problems, people, pace of events and procedures may not always fit what the environment needs. This section will provide valuable information related to stress and the pressure to adapt to the environment.
PROBLEMS - CHALLENGES (Natural)
Scott is cautious in his approach to problem solving and does not attempt to demand that his view, or opinion, be accepted at face value. Scott likes to solve problems within the framework of a team environment. He will look for a compromise as opposed to a win-lose situation.
PROBLEMS - CHALLENGES (Adapted)
Scott sees no need to change his approach to solving problems or dealing with challenges in his present environment.
PEOPLE - CONTACTS (Natural)
Scott is sociable and optimistic. He is able to use an emotional appeal to convince others of a certain direction. He likes to be on a team and may be the spokesman for the team. He will trust others and likes a positive environment in which to relate.
PEOPLE - CONTACTS (Adapted)
Scott sees a need to be factual and logical while attempting to influence others. He feels a direct and straightforward approach is really what others want before they can be influenced.
PACE - CONSISTENCY (Natural)
Scott is comfortable in an environment in which there is a relaxed demeanor, or one in which patience is looked at as a virtue. He prefers to complete one task before starting the next and prefers an environment that is predictable.
PACE - CONSISTENCY (Adapted)
Scott sees his natural activity style to be just what the environment needs. What you see is what you get for activity level and consistency. Sometimes he would like the world to slow down.
PROCEDURES - CONSTRAINTS (Natural)
Scott is somewhat open-minded, but aware and sensitive to the implications of not following the rules. He can display balanced judgment in reviewing procedures. Knowing he is doing things well is a key reinforcement for him.
PROCEDURES - CONSTRAINTS (Adapted)
Scott feels a real need to do things right. He can be fearful of mistakes that threaten his security. Total compliance with rules and procedures add to his security. Fear of failure could be a factor.
ADAPTED STYLE -Scott sees his present work environment requiring him to exhibit the behavior listed on this page. If the following statements DO NOT sound job related, explore the reasons why he is adapting this behavior.
• Solving problems thoughtfully, in an analytical style.
• Maintaining a clean and organized work station.
• Compliance to high standards.
• Being conservative, not competitive, in nature.
• Careful, thoughtful approach to decision making.
• Sensitivity to existing rules and regulations.
• Calculation of risks before taking action.
• Undemanding of others' time and attention.
• Traditional, quality-oriented work model to follow.
• Precedence of quality over efficiency.
• Precise, analytical approach to work tasks.
• Being a good "team player."
• Being cooperative and supportive.
KEYS TO MOTIVATING - This section of the report was produced by analyzing Scott's wants. People are motivated by the things they want; thus wants that are satisfied no longer motivate. Review each statement produced in this section with Scott and highlight those that are present "wants."
Scott wants:
• To be part of a quality-oriented work group.
• A plan he understands.
• Freedom from conflict and confrontation.
• A manager who follows the company policies.
• Time to perform up to his high standards.
• Instructions so he can do the job right the first time.
• Complete directions for work to be completed.
• Better planning and fewer changes in the organization.
• Reassurance he is doing the job right.
• Limited exposure to new procedures.
• Operating procedures in writing.
• A predictable environment.
