Personality I.D. Comparison Report Bill R & Chuck F PID Style: Harmonizer & Cautious Thinker Comparison Report Alet Strydom
Comparison Report Harmonizer and Caut ious Thinker A key aspect in maximizing the productivity of a team is the manager s ability to understand the similarities and differences of the team members natural traits and how they can complement or conflict as the team members work individually, in pairs, small subgroups, or as a total group. This report provides information that will allow management to view and understand the paired team members, Harmonizer and Cautious Thinker. Harmonizer and Cautious Thinker, in order to gain insights and understanding about your team members viewpoints, areas in which the two selected team members are likely to see things similarly, as well as differently, will be highlighted. If Harmonizer and Cautious Thinker can understand and value each other's natural traits, the differences can actually become assets. When the differing perspectives are combined, one can see a more complete picture. Furthermore, an understanding of how team members differ should enable the manager to improve team communication, anticipate areas of potential conflict, and enable the team members to work together more productively. This report is based on a comparison of Harmonizer's and Cautious Thinker's Personality I.D. Profile results. The chart below provides a graphic display of the combined scores in the four dimensions of personality measured by the Personality I.D. Profile. This report reveals many similarities and differences in operating styles by presenting the strengths and struggles commonly associated with team members profiles. In each section examine the strengths and struggles, then circle and initial the ones that most apply to each team member individually. Comparison Chart: Bill R (Harmonizer) and Chuck F (Caut ious Thinker) Combined Team: Support er 1/6
Dimensions of Personalit y This report is based on four dimensions of personality. Each dimension has a continuum of behaviors associated with it as shown below. 1. Adapt ive Mid-range Direct ing 2. Reserved Mid-range Int eract ing 3. Object ive Mid-range Support ive 4. Unconvent ional Mid-range Conscient ious Dimension one: Adapt ive - Direct ing Pliable Conforming Passive Assertive Decisive Controlling Adaptive versus Directing. This dimension indicates a person's tendency to either follow another person's agenda or set a personal agenda. Harmonizer and Cautious Thinker, you both share an Adaptive viewpoint. These two team members should find it easy to work together since both naturally tend to cooperate, communicate tactfully, promote stability, and follow the established agenda. They share a tendency to be practical and process-oriented and are not inclined to be risk takers. Each one is likely to confine their focus to agreed upon areas of responsibility and to respect the boundaries of the other. Harmonizer and Cautious Thinker should be compatible in any team situation, but because they share the tendency to resist change, they both may be slow to accept new ideas or improvements. Since both may prefer a cautious approach, they may be hesitant to take charge and may have a tendency to hold back and not share their opinions. As their manager, extra time may be needed to discuss and ask for their opinions and suggestions as changes are processed. Encouragement may be helpful since in their efforts to be realistic and practical, they may underestimate their own capabilities adapt to new operations. Typical strengths and struggles for Harmonizer and Cautious Thinker are shown below under the Adaptive column. Circle and initial the strengths and struggles that most apply for both team members. Adapt ive St rengt hs is a loyal follower stays with the tried and proven speaks tactfully cooperates with others moves cautiously into new areas prefers to focus on one task at a time sees the practical for here and now Adapt ive St ruggles can be shy and unassertive tends to be passive rather than active hesitates to speak out may avoid taking charge tends to underestimate own abilities may agree, then regret or resent it may lack strategizing skill or vision 2/6
Direct ing St rengt hs takes charge, establishes direction seeks measurable results speaks directly to an issue responds to challenges and choices is bold and confident prefers variety and many ongoing projects sees strategic and future potential Direct ing St ruggles can be demanding and pushy often is controlling without authority can demonstrate poor listening skills often overlooks others' feelings neglects details and avoids routine tends to over-commit and forget promises underestimates work needed to achieve goals 3/6
Dimension two: Reserved - Interacting Modest Quiet Distant Outgoing Convincing Excitable Reserved versus Interacting. This dimension indicates a person's preference for either solitude and private time or extensive interaction with others. Cautious Thinker probably will be more serious and need more time alone to focus and process issues and ideas. On the other hand, Harmonizer will want to laugh and talk more and have more face-to-face meetings, as well as the opportunity to influence others. By recognizing each other's tendencies, they should be able to develop mutual respect and a cooperative relationship. The differences between the natural styles of Harmonizer and Cautious Thinker are likely quite obvious in the way they interact with others. Cautious Thinker scored in the Reserved range, indicating a strong task orientation and a preference for working alone. On the other hand, Harmonizer has an Interacting score and will naturally seek activities that are very people-oriented. Typical characteristics for these two viewpoints are shown below. Circle and initial the strengths and struggles that most apply for each team member. Reserved St rengt hs task-oriented serious and modest realistic and practical has a dry sense of humor good at follow-through and responsibilities appreciates and focuses on fine points seeks closure and reconciles details Int eract ing St rengt hs makes friends easily, people-oriented is lighthearted and enthusiastic is optimistic and cheerful enjoys being in the spotlight is good at promoting strives to make a good impression likes open-ended, spontaneous situations Reserved St ruggles may appear withdrawn and cold sometimes shy or unresponsive tends to be pessimistic and critical can be curt and abrupt may be quietly self-righteous or judgmental may appear secretive or skeptical de-energized by social contact Int eract ing St ruggles depends on the approval of others may be too talkative can be overly optimistic and naive likes to show off for attention tends to brag and exaggerate may be too uninhibited and open with others dislikes working alone, but is easily distracted 4/6
Dimension t hree: Object ive - Support ive Questioning Impatient Critical Harmonious Patient Lenient Objective versus Supportive. This dimension indicates a person's natural motivation to be either cool and objective or warm and compassionate. {$ P1$ } and {$ P2$ } share a Supportive viewpoint. Both of these Supportive team members find it natural to be kind and compassionate. Both value harmony and like to help others succeed. They undoubtedly share a strong desire for stability and security and may feel uncomfortable when changes occur. Since they have a tendency to be good listeners, they likely have good interpersonal skills and enjoy good communications with others and between themselves. Their sympathetic traits will help build a strong working relationship. The greatest challenge as team members that Harmonizer and Cautious Thinker have may be in failing to confront each other with helpful feedback. Neither tends to be a pushy person, so as manager you should openly discuss this issue and agree on the value that comes from direct communications and friendly confrontation. Another challenge that they may have to face in their working relationship is to avoid postponing decisions until they become critical and learning to adapt to necessary changes. Incorporating adequate planning and leadtime will become increasingly important in managing team activities. Typical areas of strength and struggle for Harmonizer and Cautious Thinker are shown below under the Supportive column. Circle and initial the strengths and struggles that most apply for each team member. Object ive St rengt hs operates well in conflicts or disagreements tends to be objective and cool makes difficult judgments and decisions responds quickly without hesitation operates at a fast pace prefers and promotes change favors logic over emotion Support ive St rengt hs encourages and enlists cooperation is compassionate, welcoming and warm is engaging, a good listener is patient, willing to wait operates at a steady, measured pace supports customs and traditions demonstrates empathy Object ive St ruggles may be combative or confrontational often is tactless or abrupt can be critical and jump to conclusions may be too impatient tends toward hyperactivity is prone to be restless and discontent tends to be bottom-line, results-oriented Support ive St ruggles may compromise too much tends to stuff feelings, unwilling to confront trusts too easily, can be manipulated by others usually resists change, clings to status quo tends to be passive and uncommitted tends to be complacent rather than proactive can become possessive when taken for granted 5/6
Dimension four: Unconvent ional - Conscient ious Instinctive Improvised Unorganized Detailed Precise Perfectionist Unconventional versus Conscientious. This dimension reflects a tendency to be either spontaneous and instinctive or to be prepared and structured. Harmonizer will tend to be much more flexible, to operate more instinctively, and to formulate plans on the spot to address the needs of the moment. Cautious Thinker on the other hand, will take a more methodical approach, think through and analyze the situation, and prepare a plan before taking action. Coaching these team member to regularly discussing their ideas, as well as respecting each other's strengths, will help them become complementary team members rather than adversaries. Harmonizer and Cautious Thinker have opposite viewpoints relating to structure, rules, and spontaneity. Harmonizer tends to operate with an Unconventional style and, Cautious Thinker, prefers a Conscientious approach. These differences can work to the team's benefit as you, as a manager, coach this duo to consider each other's ideas and preferences. Circle and initial the strengths and struggles that most apply for each person. Unconvent ional St rengt hs is flexible and versatile understands broad concepts can improve without procedures follows instincts, operates spontaneously makes on-the-spot decisions can adjust methods to meet time frames responds candidly and succinctly Conscient ious St rengt hs is organized and scheduled is attentive to details follows established procedures is systematic, prepared, and consistent analyzes thoughtfully before deciding conducts research to determine facts responds accurately and diplomatically Unconvent ional St ruggles is not naturally organized often is careless or imprecise may ignore rules is unprepared and overly confident takes arbitrary and impulsive action skips over important details is too informal when formality is needed Conscient ious St ruggles tends to be rigid and inflexible may be too picky is too reliant on rules may over-prepare but lack confidence paralysis of analysis may prevent progress may focus on details and miss the goal may be too rigid or formal Working Toget her Harmonizer and Cautious Thinker the purpose of this information is to enable management to better understand and effectively manage team members and their relationships and all of those with whom they interact as team members. Mutual respect leads to trust which is the foundation for any cooperative endeavor. The best teams are formed by bringing together a diverse mixture of talents and styles. Maintaining respect as a basis for trust requires that we appreciate the strength of others while we support them in areas of struggle. When relating to others, remember the wisdom of St. Francis of Assisi seek first to understand others, and then, seek to be understood (paraphrased). 6/6