TRACOM Sneak Peek Excerpts from Self-Perception Guide
Self-perception GUIDE Table of Contents Introduction...1 The SOCIAL STYLE MODEL TM............................................. 1 Where Did Your Style Come From?...1 SOCIAL STYLE and Versatility Work...2 SOCIAL STYLE sm Fundamentals...3 Behavior vs. Personality.................................................... 3 The Say and Do Standard...4 Predicting Behaviors....................................................... 4 Dimensions of Behavior.................................................... 5 The Four SOCIAL STYLE Positions.......................................... 6 Your SOCIAL STYLE Profile............................................... 6 Your SOCIAL STYLE sm Self-Perception Profile...7 Driving Style............................................................. 8 Expressive Style......................................................... 10 Amiable Style........................................................... 12 Analytical Style...14 Key Reminders.......................................................... 16 Improve Your Effectiveness with Others...................................... 17 Four Key Steps.......................................................... 17 The Four Sources of Versatility.............................................. 19 Image...20 Presentation...21 Competence...22 Feedback............................................................... 23 FAQs.................................................................... 25 The TRACOM Corporation, All Rights Reserved.
SELF-PERCEPTION GUIDE Introduction THE SOCIAL STYLE MODEL T WHERE DID YOUR STYLE COME FROM? his guide is designed to teach you about If several of your friends or colleagues were to follow SOCIAL STYLE concepts and how they can you around for a couple of days and record your help you develop skills that will make you behavior, you would see some interesting results. First more effective in the workplace. So, what does this of all, they would say that you engage in a wide range mean and why should you care? The short answer is, of different behaviors. Next, they would notice that by applying the SOCIAL STYLE concepts you will you use some behaviors more than others; some a lot learn throughout this guide, you can get more done, more. Why do you suppose this is the case? faster and with less effort. Simply put, you use some behaviors more than others TRACOM s SOCIAL STYLE Model is an easy-to-use because they are the ones which make you most tool for learning about your behavioral preferences. It comfortable in relating to people. These behaviors will help you understand why you find some became comfortable for you early in life. As you used relationships more productive than others. It will help them more often, they became your behavioral habits. you develop insight to your behavioral strengths and It s unlikely you will dramatically change these ways weaknesses. It will help you develop a way of of responding to others. communicating with others, knowing that behavioral Styles are not good or bad, just different. The Model stresses the value of diversity as a way to build upon your strengths and the strengths of others to develop productive relationships. The SOCIAL STYLE Model, which you will use as a reference for looking at how you see yourself, is one of the most widely used and highly regarded behavioral models in use today. Originally developed in the 1960s by TRACOM Founder and Industrial Psychologist David W. Merrill, Ph.D., the SOCIAL STYLE Model is studied and used in corporations, governments, school systems and by individuals like yourself, not only in the United States, but around the world. Millions of people have experienced some form of Social Style training or exposure. With just a little effort, you will be able to readily apply the Social Style concepts to any relationship. The results should prove rewarding. The TRACOM Corporation, All Rights Reserved. 1
SELF-PERCEPTION GUIDE SOCIAL STYLE Fundamentals BEHAVIOR VS. PERSONALITY SOCIAL STYLE only deals with your behaviors, that part of your personality that can be objectively A s an individual, you have a unique observed. The word personality comes from the personality made up of a collection of Latin word persona, which means mask. This is emotional patterns, mental processes, appropriate, since personality comprises both visible thought patterns, values and behavior patterns, which and hidden qualities. In a simple analogy, personality are all influenced by genetics and personal can be compared to a pie. The inside of the pie, like experience. Accurately describing and explaining much of your personality, is out of direct view and your personality would not just be difficult, it would contains a mix of ingredients that gives the pie a be impossible. unique texture and flavor. Behavior is like the crust, It s little wonder that the great minds of those like Albert Einstein stuck to simpler tasks like figuring the outer part of the pie that everyone can see and describe in more or less the same way. out the nature of matter and energy in the universe. Like the crust of the Personality Pie, SOCIAL The SOCIAL STYLE Model, following this wise STYLE behaviors are particular patterns of action example, doesn't try to figure out your personality that people can observe and agree upon for either. describing a person s behavior. PERSONALITY PIE Style is like the crust of the personality pie. It s the part that can be seen the observable behavior. The TRACOM Corporation, All Rights Reserved. Personality includes inner qualities, attitudes, aptitudes, dreams, values, and abilities. 3
SELF-PERCEPTION GUIDE SOCIAL STYLE Fundamentals DIMENSIONS OF BEHAVIOR Your SOCIAL STYLE Self-Perception Profile is a summary of how you see yourself interacting with others along two very strong dimensions of human behavior. These dimensions are called Assertiveness and Responsiveness. RESPONSIVENESS is a measure of the degree to which you see yourself as tending to control (i.e., keeping your feelings and emotions inside of you). Or, it is the degree to which you emote (i.e., outwardly display your feelings and emotions with others). It is also, in part, a measure of the extent to which you react to emotional influences, appeals or displays. If you ASSERTIVENESS* is a measure of the degree to see yourself as one who controls your feelings, you which you see yourself as tending to ask or as tending tend not to react readily to these emotional appeals and to tell as you interact with others. It is a reflection of are more likely to focus on ideas, things, data and how you see yourself influencing others. If you see tasks. You are also less likely to share your feelings yourself as more tell assertive, you tend to state your publicly. If you see yourself as more emoting, you opinions with assurance, confidence and force. You tend to share your emotions and readily express anger, make positive statements and declarations and attempt joy, happiness or hurt feelings. You are also more to direct the actions of others. If you see yourself as likely to respond to emotional appeals and influences. more ask assertive, you tend to be more cautious and reserved about sharing your opinions. You attempt to influence the thinking and actions of others in a more quiet, low-key, questioning manner. *NOTE: This definition is different from the one found in assertiveness training. Here, we are measuring the different degrees to which you see yourself as tell assertive or ask assertive. The TRACOM Corporation, All Rights Reserved. 5
Your SOCIAL STYLE The Driving Style The Driving Style: Let's get it done, now. DRIVING STYLE HIGHLIGHTS Faster paced People with a Driving Style are seen by others as active, forceful, and determined. People with a Make efforts to set the pace Driving Style are direct. They initiate social Less concerned for the value in relationships interaction and they focus their efforts and the efforts Work in the present timeframe of others on the goals and objectives they wish to get accomplished now. People with a Driving Style are typically described by others as cool, less personable, guarded and, at times, aloof, as they Tend to direct the actions of others whether or not they are the leader Tend to avoid inaction typically do not openly show their feelings or reveal the depth of their emotions. People seen as having a Driving Style appear to: Ask-Tell Behavior Your self-description indicates that you see Know what they want Have little difficulty conveying their conclusions about anything that concerns them Focus on the immediate timeframe with relatively little concern for the past or future Be swift, efficient and to the point Be impatient with delays Show less concern for the feelings of others or for personal relationships Be harsh, severe or critical due to their limited attention to relationships Be efficient and decisive Seek control through the use of power Use time in a disciplined manner yourself as more telling and less asking. This involves your being quick to interact with others, eager to get your ideas on the table, and energetic in the action you take with them. You see yourself as forceful in your relationships with others, willing to deal with competition, and steadfast in the positions you take. Control-Emote Behavior You describe yourself as being less emoting and more controlling. You also see yourself as disciplined in the time you spend working with others and deliberately businesslike. You are independent, controlled, reserved, and prefer to work alone if necessary rather than have to deal with others who are not as time- and task-oriented as you are. You see yourself as factual, stern, and straightforward. You tend to avoid emotional involvement with others, particularly in business settings. 8 The TRACOM Corporation, All Rights Reserved.
SELF-PERCEPTION GUIDE Your SOCIAL STYLE The Driving Style Getting the Job Done resisting you instead of supporting goal When working with others to complete a task, achievement. you see yourself taking the lead to establish To improve interpersonal effectiveness, accept the direction and pace. Your attention to the task value of others opinions. Listen to the ideas frequently places you in control of the situation. expressed by others even when the ideas seem to You find that your willingness to make decisions be based on subjective feelings. Be sure to really is accepted by others who fall in line with your hear what they say... don t just listen to know approach. You may take the I d rather do it when they are finished talking. Incorporate the myself approach to completing a task instead of data they provide into a mutual problem-solving waiting for someone else to take responsibility to process. Accommodate your pace to the slower get the job done. pace of others. Make them more comfortable and You are likely to experience tension when others gain their voluntary cooperation. cannot reach what you see as a timely decision to set a goal and decide on an action. You may find Things to Remember about Your SOCIAL it very frustrating when a course of action is STYLE Behavior subjected to endless debate and detailed analysis. You have just read your narrative report. There Individuals may irritate you when they do not are probably some things you agree with and a take a serious approach to the achievement of the few you are not too sure about. Take a few objectives you have established. minutes to think about and answer the following At times, people might see you as telling others what to do without listening to their points of view. This can make it difficult for you to get the cooperation and support of others. You can give others the impression that you are willing to run questions: 1. As I reflect on my narrative report, what are the strengths I can build upon in dealing with other people? over them in an impatient drive for results. You may also come across as arbitrary and critical. Build on Your Assets You can be very effective with others by properly 2. To be more effective with those around me, it using your telling behavior. Others may wait for would be helpful if I changed the following you to express yourself so they can take the lead things about the way I deal with people: from you. Be sure you have your thoughts collected. Also, your Driving Style can help others keep their focus. So, find the best manner for expressing yourself and be a pacesetter. Your manner must not create interpersonal tension, which will cause others to spend their energy The TRACOM Corporation, All Rights Reserved. 9
SELF-PERCEPTION GUIDE The Four Sources of Versatility S o, how do you know if the things you are doing for others are meeting their needs while also helping you achieve yours? When people interact with one another, they consciously and subconsciously observe and evaluate each other s behaviors. TRACOM s research has shown that the behaviors others often evaluate can be categorized into four broad areas: Image, Presentation, Competence, and Feedback. The impact of your behavior on others in these four areas is called Versatility. DOING SOMETHING FOR OTHERS APPROPRIATE USE OF IMAGE PRESENTATION COMPETENCE FEEDBACK Leads to HIGHER VERSATILITY The TRACOM Corporation, All Rights Reserved. 19
TRACOM Sneak Peek Excerpts from Social Style Self-Perception Questionnaire
SOCIAL STYLE Self-Perception Questionnaire introduction How do you see yourself? Shortly, you will answer a series of questions about how you see yourself interacting every day with those around you your co-workers, your supervisor, your employees, your teachers, your fellow students, your friends and your family. The questionnaire you are about to complete, and the information resulting from it, will give you a snapshot about the importance and value you place on certain behaviors and how you tend to get things done with others. Please keep in mind this important point as you complete the questionnaire: there are no right or wrong answers. Complete each question as you see yourself interacting with those around you. instructions The questionnaire contains pairs of statements. Please select the statement you believe better describes you. In some cases, you may find that both statements apply because it depends on the situation. While this is often true, think of how you deal with, or tend to deal with, most people most of the time. If you believe statement A better describes you, place an X in the box immediately following statement A. If you believe statement B better describes you, place an X in the box immediately following statement B. Remember, select only one of the two statements for each of the pairs of statements. Also, please answer all the questions. It should not take you more than 10 to 15 minutes to make all of your selections. You may use either pen or pencil; however, please press firmly so that your response imprints on the next page. Example: 1. A. I tend to tell people what is on my mind. B. I tend to keep things to myself. X SOCIAL STYLE is a service mark and the SOCIAL STYLE MODEL is a trademark of The TRACOM Corporation. No part of this manual may be reproduced, transmitted or stored in any form or by any means, electronic or mechanical, without prior written permission from TRACOM Corporation. 2006 The TRACOM Corporation. All Rights Reserved. (303) 470-4900 or (800) 221-2321 (U.S. only) www.tracomcorp.com
SOCIAL STYLE Self-Perception Questionnaire 1. A. I tend to tell people what is on my mind. B. I tend to keep things to myself. 2. A. I see myself as cool and guarded with others. B. I see myself as warm and friendly with others. 3. A. I tend to show my emotions to others. B. I tend to keep my emotions inside. 4. A. I see myself as fast-paced. B. I see myself as slow-paced. 5. A. I see myself as a risk taker in most situations. B. I view myself as one who avoids or minimizes risk in most situations. 6. A. I see myself as playful and fun-loving. B. I see myself as serious and thoughtful. 7. A. I tend to wait for others to initiate interactions with me. B. I tend to initiate interactions. 8. A. I tend to talk in terms of opinions. B. I tend to talk in terms of facts. 9. A. I tend to like to work with others. B. I tend to like to work alone. 10. A. I tend to take charge of a situation. B. I tend to remain in the background. 11. A. I see myself as outgoing and direct. B. I see myself as quiet and moderate. 12. A. I tend to focus on the outcome or results. B. I tend to focus on the process or the method. 13. A. I tend to be more interested in how people feel. B. I tend to be more interested in what people think. 14. A. I tend to be casual and informal in my dealings with others. B. I tend to be businesslike and formal in my dealings with people. 15. A. I tend to avoid personal involvement with people. B. I tend to deal with people in a more personal way. 16. A. I tend to confront conflict head-on. B. I tend to avoid conflict and confrontation. 17. A. I tend to get impatient with others. B. I see myself as patient with others. continued... The TRACOM Corporation. All Rights Reserved.
TRACOM Sneak Peek Excerpts from Versatility Self-Perception Questionnaire
Versatility Self-Perception Questionnaire introduction How do you see yourself? Shortly, you will answer a series of questions about how you see yourself interacting every day with those around you your co-workers, your supervisor, your employees, your teachers, your fellow students, your friends and your family. The questionnaire you are about to complete, and the information resulting from it, will give you a snapshot about the importance and value you place on certain behaviors and how you tend to get things done with others. Please keep in mind this important point as you complete the questionnaire: there are no right or wrong answers. Complete each question as you see yourself interacting with those around you. instructions The questionnaire contains pairs of statements. Please select the statement you believe better describes you. In some cases, you may find that both statements apply because it depends on the situation. While this is often true, think of how you deal with, or tend to deal with, most people most of the time. If you believe statement A better describes you, place an X in the box immediately following statement A. If you believe statement B better describes you, place an X in the box immediately following statement B. Remember, select only one of the two statements for each of the pairs of statements. Also, please answer all the questions. It should not take you more than 10 to 15 minutes to make all of your selections. You may use either pen or pencil; however, please press firmly so that your response imprints on the next page. Example: 1. A. I tend to consistently get things done on time. B. I tend to be somewhat variable in getting things done on time. X SOCIAL STYLE is a service mark and the SOCIAL STYLE MODEL is a trademark of The TRACOM Corporation. No part of this manual may be reproduced, transmitted or stored in any form or by any means, electronic or mechanical, without prior written permission from TRACOM Corporation. 2006 The TRACOM Corporation. All Rights Reserved. (303) 470-4900 or (800) 221-2321 (U.S. only) www.tracomcorp.com
Versatility Self-Perception Questionnaire 1. A. I tend to consistently get things done on time. B. I tend to be somewhat variable in getting things done on time. 2. A. When things get chaotic, I tend to deal with issues as they arise. B. When things get chaotic, I tend to develop action plans. 3. A. I tend to stay calm during difficult situations. B. I tend to become frustrated during difficult situations. 4. A. I tend to stick to the tried and true. B. I tend to try new ways of doing things. 5. A. I prefer the type of work where I decide what should be done. B. I prefer the type of work where direction is given to me. 6. A. I tend to depend on other people s ideas when problem solving. B. I tend to offer my own ideas when problem solving. 7. A. I see myself as having a positive attitude much of the time. B. I see myself as being somewhat unenthusiastic much of the time. 8. A. I tend to approach new situations with a somewhat guarded outlook. B. I tend to approach new situations with an optimistic outlook. 9. A. I tend to be sure of myself and my abilities. B. I tend to have doubts about myself or my abilities. 10. A. I tend to jump into new projects quickly. B. I tend to delay somewhat before starting new projects. 11. A. When communicating with others, I usually understand what they are saying without asking questions. B. When communicating with others, I usually ask questions in order to understand what they are saying. 12. A. I tend to choose communication methods (phone; e-mail; personal visit) that are most convenient regardless of the people or circumstances involved. B. I tend to choose communication methods (phone; e-mail; personal visit) depending on the people or circumstances involved. 13. A. I tend to see things from my own point of view. B. I usually try to see things from other people s points of view. 14. A. I usually try to understand the needs or concerns of others. B. I tend to focus on my own personal needs or concerns. 15. A. I see myself as generally working well with others. B. I see myself as being somewhat difficult to work with at times. continued... The TRACOM Corporation. All Rights Reserved.