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Description

Students in this class were asked to do several self and 360 observer assessments:

  1. Completion of the online Student Leadership Practices Inventory 360 (including both the self-assessment and at least 8 observer assessments).
  2. Completion of the Keirsey Temperament Sorter: http://keirsey.com/sorter/register.aspx (unless the student has done either the MBTI or Keirsey assessment previously).

ALL THE REPORTS ARE IN ATTACHMENTS

iNSTRUCTION:::::

.Each student will reflect in writing about what she learned about themselves from the self-assessment tools and then will develop a leadership action plan that is based on and uses the information from the self-assessments to describe: (a) his/her current self, drawing from the self-assessments, (b) his/her ideal self and both near term and lifetime career goals (should be consistent with self-assessment information), and (c) a plan of action to further develop leadership capabilities, including the steps that will be taken to reach those goals.

Note: The action plans should address two or three specific areas where the student needs to improve leadership skills and capabilities that are appropriate to one’s career goals and should be based on information from the self-assessments and strengths feedback from the Roberts Reflected Best Self exercise. There should also be a plan for monitoring the progress so that students can determine whether they have met their goals. Self-monitoring of the leadership action plan should allow one to determine if there has been improvement, what else needs to be done, and what should come next. Improving one’s leadership skills involves receiving and productively using coaching, so use the feedback from these assessments as a means of receiving coaching.


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MYERS-BRIGGS TYPE INDICATOR® | STEP I™ INTERPRETIVE REPORT FOR ORGANIZATIONS Prepared for DHRUV PATEL April 8, 2018 Developed by Sandra Krebs Hirsh Jean M. Kummerow CPP, Inc. | 800.624.1765 | www.cpp.com Myers-Briggs Type Indicator ® Step I ™ Interpretive Report for Organizations Copyright 1990, 1998, 2005, 2015 by Peter B. Myers and Katharine D. Myers. All rights reserved. This report is based on Hirsh, S. K., & Kummerow, J. M., Introduction to Type® in Organizations, 3rd ed. (CPP, Inc., 1998). Myers-Briggs Type Indicator, Myers-Briggs, MBTI, Step I, Introduction to Type, and the MBTI logo are trademarks or registered trademarks of the Myers & Briggs Foundation in the United States and other countries. The CPP logo is a trademark or registered trademark of CPP, Inc., in the United States and other countries. INTERPRETIVE REPORT FOR ORGANIZATIONS DHRUV PATEL MYERS-BRIGGS T YPE INDICATOR ® | STEP I ™ ESFP | 2 About Your Report Your Myers-Briggs® Interpretive Report for Organizations is designed to help you understand your results on the MyersBriggs Type Indicator ® (MBTI®) assessment and how you can use them to optimize success at work. The MBTI assessment provides a useful method for understanding people by identifying 16 Myers-Briggs personality types. The personality types arise from the four pairs of opposite preferences shown below. Each preference is indicated by a letter. EXTRAVERSION or INTROVERSION Opposite ways to direct and receive energy SENSING or INTUITION Opposite ways to take in information THINKING or FEELING Opposite ways to decide and come to conclusions JUDGING or PERCEIVING Opposite ways to approach the outside world Although each of us can and does use all of the preferences at least some of the time, people typically find one in each pair more comfortable and natural than its opposite. Your four preferences—your choice from each pair of opposites—make up your four-letter Myers-Briggs type. The MBTI assessment was developed by Isabel Briggs Myers and her mother, HOW YOUR REPORT IS ORGANIZED • Your Myers-Briggs® Personality Type • Your Snapshot Katharine Cook Briggs, based on the personality type theory proposed by psychologist Carl Jung. As you explore your Myers-Briggs personality type, remember that the MBTI assessment • Describes rather than prescribes; it is used to open possibilities, not limit options • Your Work Style • Identifies natural preferences, not skills, abilities, or competencies • Your Preferences at Work • Assumes that all preferences are equally important and valuable, • Your Communication Style • Your Unique Preference Pattern • Your Problem-Solving Approach • Next Steps and are used by every person • Is research based and well documented with thousands of scientific studies • Is supported by ongoing research INTERPRETIVE REPORT FOR ORGANIZATIONS DHRUV PATEL MYERS-BRIGGS T YPE INDICATOR ® | STEP I ™ ESFP | 3 Your Myers-Briggs® Personality Type Your answers to the questions on the MBTI assessment show which preference in each of the four pairs of opposites you prefer. Your reported Myers-Briggs personality type ESFP Your preferences Extraversion | Sensing | Feeling | Perceiving Think of your choices as something like being right- or left-handed. Both hands are valuable and useful, but most people use their favored hand more often and become more adept with it. In the same way, your type preferences are choices between equally valuable and useful qualities. Your ESFP results are described below. THE WAY YOU DIRECT AND RECEIVE ENERGY Extraversion People who prefer Extraversion tend to direct their energy toward the outside world and get energized by interacting with people and taking action. Introversion People who prefer Introversion tend to direct their energy toward their inner world and get energized by reflecting on their ideas and experiences. THE WAY YOU TAKE IN INFORMATION Sensing People who prefer Sensing tend to take in information that is real and tangible. They focus mainly on what they perceive using the five senses. Intuition People who prefer Intuition tend to take in information by seeing the big picture. They focus mainly on the patterns and interrelationships they perceive. THE WAY YOU DECIDE AND COME TO CONCLUSIONS Thinking People who prefer Thinking typically base their decisions and conclusions on logic, with accuracy and objective truth the primary goals. Feeling People who prefer Feeling typically base their decisions and conclusions on personal and social values, with understanding and harmony the primary goals. THE WAY YOU APPROACH THE OUTSIDE WORLD Judging People who prefer Judging typically come to conclusions quickly and want to move on, and take an organized, planned approach to the world. Perceiving People who prefer Perceiving typically look for more information before coming to conclusions and take a spontaneous, flexible approach to the world. INTERPRETIVE REPORT FOR ORGANIZATIONS DHRUV PATEL MYERS-BRIGGS T YPE INDICATOR ® | STEP I ™ ESFP | 4 ESFP SNAPSHOT ESFPs are friendly, outgoing, fun-loving, and likable individuals who are naturally drawn toward others. They like working in groups with other lively, fast-paced people, and they enjoy offering alternatives based on common sense. Adaptable Enthusiastic Practical Casual Friendly Sociable Cooperative Outgoing Talkative Easygoing Playful Tolerant Some of these descriptors may not fit you because you are a unique person. Although most ESFPs have personality attributes in common, there are still plenty of individual differences among people who share the same four-letter type. Your MBTI responses also provide a picture of how clearly or consistently you chose your preference in each pair of opposites. This preference clarity index (pci) is indicated in the graph below. A longer line suggests that you are quite sure about a preference; a shorter line means that you are less sure about whether that preference truly describes you. Your preference clarity does not indicate how well developed your preferences are or how well you use them. CLARITY OF YOUR PREFERENCES: ESFP VERY CLEAR EXTRAVERSION e SENSING s THINKING t JUDGING j MODERATE SLIGHT MODERATE CLEAR VERY CLEAR • I • FEELING • 25 20 EXTRAVERSION | 25 15 10 INTROVERSION INTUITION • 30 PCI RESULTS: CLEAR 5 SENSING | 6 0 5 10 FEELING | 21 15 PERCEIVING 20 25 30 PERCEIVING | 15 Because a variety of influences, such as work responsibilities, family demands, and any number of other pressures, may have affected the way you answered the MBTI questions, the results you received may not entirely fit you. If that is the case, work with your Myers-Briggs practitioner, who can assist you in finding the type that fits you best. INTERPRETIVE REPORT FOR ORGANIZATIONS MYERS-BRIGGS T YPE INDICATOR ® | STEP I ™ Learning Tip You’ll do best and be most satisfied if ESFP | 5 YOUR WORK STYLE: ESFP What You Contribute at Work — You are likely to you’re able to work mostly in a style that Bring energy, enthusiasm, and a spirit of cooperation suits your natural preferences. If you’re Present a positive image of the organization forced to work outside your natural style Offer action, excitement, and fun for long periods, you’ll likely find yourself Link people, information, and resources more fatigued and less productive as a Accept and deal with others as they are, even treating them generously result. DHRUV PATEL How You Lead — When leading others, you make an impact by Promoting goodwill and teamwork Managing the initial steps of a project Defusing tense situations by putting people at ease Making things happen by focusing on immediate problems Facilitating effective interactions among people Your Ideal Workplace — You thrive in work settings that Contain energetic and easygoing people focused on present realities Are lively and action oriented Foster a fast pace Include people who are adaptable and spontaneous Emphasize being harmonious, friendly, and appreciative Are upbeat and social Look attractive and colorful How You Like to Learn — Learning works best for you when it is Interactive, with ample time to talk through new information Practical, with content you can experiment with and use Potential Pitfalls — Take note when you find yourself Overemphasizing subjective data in an effort to maintain harmony Jumping into things without first reflecting on what is at hand Spending too much time socializing and neglecting tasks Not always finishing what you start Success Boosters — You may find it helpful to Include logical implications in your decision making in order to depersonalize conflict Plan ahead when managing work Balance task and socializing time Work on project and time management skills INTERPRETIVE REPORT FOR ORGANIZATIONS DHRUV PATEL MYERS-BRIGGS T YPE INDICATOR ® | STEP I ™ Learning Tip Remember that the MBTI assessment YOUR PREFERENCES AT WORK: ESFP EXTRAVERSION — You are likely to identifies preferences, not skills or Enjoy participating actively in a variety of tasks abilities. You may find that you are adept Become impatient with long, slow jobs at a number of things that are outside your Be interested in the activities involved in your work and in seeing how other people do them preferences. Act quickly, sometimes without thinking There are no “good” or “bad” preferences Welcome disruptions when working on a task or “good” or “bad” personality types for Develop ideas by discussing them with others any role in an organization. Each person Want to have people around and work on teams has something to offer and learn that enhances his or her contribution. ESFP | 6 SENSING — You are likely to Use experience and standard ways to solve problems Enjoy applying skills you’ve already perfected Seldom make errors of fact but tend to ignore your inspirations Prefer to do things you view as practical Present the details of your work first Prefer continuation of what is, with fine-tuning Work step-by-step, accurately estimating the time needed FEELING — You are likely to Use values to reach conclusions Work best in harmony with others, concentrating on the people Enjoy meeting people’s needs, even in small matters Let decisions be influenced by your own or others’ likes and dislikes Be sympathetic and avoid telling people unpleasant things Look at the underlying values in the situation Want appreciation throughout the process of working on a task PERCEIVING — You are likely to Want flexibility in your work Enjoy starting tasks and leaving them open for last-minute changes Want to include as much as possible, deferring needed tasks as long as you can Prefer to stay open to experiences, not wanting to miss anything Postpone decisions so you can continue to search for options Adapt well to change and feel restricted by too much structure Use lists to remind yourself of possible things to do Source: Adapted from Myers, I. B. (1962), Introduction to Type® (1st ed.). Mountain View, CA: CPP, Inc. All rights reserved. INTERPRETIVE REPORT FOR ORGANIZATIONS DHRUV PATEL MYERS-BRIGGS T YPE INDICATOR ® | STEP I ™ Learning Tip Understanding and adapting to ESFP | 7 YOUR COMMUNICATION STYLE: ESFP EXTRAVERSION — You tend to differences in communication style can Communicate with energy and enthusiasm enhance your interactions with managers, Respond quickly without long pauses to think co-workers, employees, and customers. Converse about people, things, and ideas in the outside world Sometimes need to moderate your delivery Seek opportunities to communicate with groups Like at least some communication to be face-to-face In meetings, like talking out loud to build your ideas SENSING — You tend to Like evidence (facts, details, and examples) presented first Want practical and realistic applications shown, with relationships between the facts clearly explained Rely on direct experience to provide information and anecdotes Use an orderly step-by-step approach in conversations Like suggestions to be straightforward and feasible Refer to specific examples In meetings, follow the agenda FEELING — You tend to Prefer to be personable and in agreement Want to know an alternative’s impact on people and values Be appreciative and accepting of others Be convinced by personal authenticity Present points of agreement first Consider logic and objectivity as secondary data In meetings, seek involvement with people first PERCEIVING — You tend to Be willing to discuss timetables but resist tight deadlines and unchangeable schedules Enjoy surprises and adapt to last-minute changes Expect others to respond to situational requirements Present your views as tentative and modifiable Want to hear about options and opportunities Focus on autonomy and flexibility In meetings, pay attention to how things are proceeding Source: Adapted from Kummerow, J. M. (1985), Talking in Type. Gainesville, FL: Center for Applications of Psychological Type. INTERPRETIVE REPORT FOR ORGANIZATIONS DHRUV PATEL MYERS-BRIGGS T YPE INDICATOR ® | STEP I ™ ESFP | 8 Learning Tip Your Unique Preference Pattern: ESFP When faced with an issue, you’ll have The two middle letters of your Myers-Briggs personality type show the two greatest success if you use all four of the mental processes that make your type unique. mental processes. Often people with your Taking In Information type use this order to work things out. SENSING or Coming to Conclusions INTUITION THINKING or FEELING 1 S ENSING Consider the relevant facts and details Your two middle letters are S (Sensing) and F (Feeling). As an ESFP, you devote most of your energy to Sensing and support your Sensing with 2 F EELING Align with your values 3 T HINKING Apply logic dispassionately Feeling. Thinking (T) is less attractive to your type, and therefore you are less likely to use it. Least preferred and least used of all is Intuition (N). ESFPs tend to develop Sensing and Feeling during the first half of life, and at midlife they begin to find Thinking and Intuition more interesting and easier to use. 4 I NTUITION Explore creative possibilities for growth 4 INTUITION 1 SENSING S Most undeveloped Used most often and is best developed Used in the inner world Used in the outer world N F 3 THINKING Relatively undeveloped Used in either world 2 FEELING T Supports the #1 process and is second in development Used in the inner world Sensing is your favorite process, the one you use most frequently. It enables you to leverage your strengths in Recognizing the pertinent facts Applying experience to problems Noticing what needs attention Keeping track of essentials Handling problems with realism If you’re stressed, you may Become caught in a rut, rehashing the same details Get stuck, lose common sense, and not see possible ways out View the future in negative terms Turn unduly pessimistic INTERPRETIVE REPORT FOR ORGANIZATIONS DHRUV PATEL MYERS-BRIGGS T YPE INDICATOR ® | STEP I ™ ESFP | 9 Learning Tip Your Problem-Solving Approach: ESFP To improve your decisions and problem When you are solving problems, a better solution is likely to result if you use solving even more, consider the remaining all four mental processes—Sensing, Intuition, Thinking, and Feeling. This may preferences at each step along the way. seem straightforward, but it can be hard to do because people tend to rely on their favorite and most used processes and skip those parts of problem Use INTROVERSION to reflect on the solving that require use of their third and fourth processes. The chart below, situation and choices as well as the tips on the left, will help guide you in this approach. Use EXTRAVERSION to discuss things before moving on Use PERCEIVING to keep discussions and 1 SENSING — You are most likely to start with Sensing by asking How did this problem occur? What are the verifiable facts? options open and avoid cutting things off What exactly is the situation now? prematurely What has been done and by whom? Use JUDGING to draw conclusions and determine the deadline and schedule What already exists and works? 2 FEELING — You may then proceed to Feeling and ask How will the outcome affect the people, process, and organization? What do I like and dislike about each alternative? How will others react and respond to the options? What are the underlying values involved for each choice? Who is committed to carrying out the solution? 3 THINKING — You are not as likely to ask questions related to Thinking, such as What are the pros and cons of all the alternatives? What are the logical consequences of the options? What are the objective criteria that need to be met? What are the costs of each choice? What is the most reasonable course of action? 4 INTUITION — You are least likely to ask questions related to Intuition, such as What can I interpret from the facts? What insights and hunches come to mind about this situation? What would the possibilities be if there were no restrictions? What other directions/fields can I explore? What is the problem similar to? INTERPRETIVE REPORT FOR ORGANIZATIONS DHRUV PATEL MYERS-BRIGGS T YPE INDICATOR ® | STEP I ™ ESFP | 10 Learning Tip Next Steps Even though you can flex when needed, Working with your Myers-Briggs practitioner or on your own, consider ways you’ll contribute most when using your you can build on your strengths at work. natural preferences and drawing on your strengths. • Identify your top strengths and consider how you’ve used them to achieve a result you’re proud of. Are there ways you can leverage those strengths in other areas or situations? • Next, identify up to three opportunities to boost your effectiveness by expanding your style. You may want to consider ways to flex your work style to accomplish a set objective. Think of a colleague whom you like and respect who clearly demonstrates a preference that differs from yours. What can you learn from your colleague that might help you adjust your style? Are there opportunities to use a different communication style to improve your effectiveness? Although people of any type can successfully perform any role in an organization, individuals tend to gravitate toward jobs that fit their preferred work, learning, and communication styles. Even though people can learn to flex their type when needed as part of everyday functioning, all of us contribute more effectively when using our natural styles and drawing on our strengths. CPP, Inc. | 800.624.1765 | www.cpp.com | © Full copyright information appears on page 1. Thomas–Kilmann Conflict Mode Instrument PROFILE AND INTERPRETIVE REPORT Kenneth W. Thomas and Ralph H. Kilmann TM Report prepared for DHRUV PATEL April 8, 2018 CPP, Inc. | 800-624-1765 | www.cpp.com Thomas-Kilmann Conflict Mode Instrument Profile and Interpretive Report Copyright 2001, 2007 by CPP, Inc. All rights reserved. The TKI logo and the CPP logo are trademarks or registered trademarks of CPP, Inc., in the United States and other countries. TKI PROFILE & INTERPRETIVE REPORT DHRUV PATEL 2 APRIL 8, 2018. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . PAGE . The Five Conflict-Handling Modes COMPETING ASSERTIVENESS A S S E RT I V E The Thomas-Kilmann Conflict Mode Instrument (TKI) assesses an individual’s behavior in conflict situations—that is, situations in which the concerns of two people appear to be incompatible. In conflict situations, we can describe a person’s behavior along two basic dimensions*: (1) assertiveness, the extent to which the individual attempts to satisfy his or her own concerns, and (2) cooperativeness, the extent to which the individual attempts to satisfy the other person’s concerns. These two dimensions of behavior can be used to define five methods of dealing with conflict. These five conflict-handling modes are shown below: C O L L A B O R AT I N G U N A S S E RT I V E COMPROMISING AV O I D I N G A C C O M M O D AT I N G U N C O O P E R AT I V E C O O P E R AT I V E C O O P E R AT I V E N E S S * This two-dimensional model of conflict-handling behavior is adapted from “Conflict and Conflict Management” by Kenneth Thomas in The Handbook of Industrial and Organizational Psychology, edited by Marvin Dunnette (Chicago: Rand McNally, 1976). Another valuable contribution in this field is the work by Robert Blake and Jane Mouton in The Managerial Grid (Houston: Gulf Publishing, 1964, 1994). TKI PROFILE & INTERPRETIVE REPORT DHRUV PATEL 3 APRIL 8, 2018. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . PAGE . C O M P E T I N G Competing is assertive and uncooperative, a power-oriented mode. When competing, an individual pursues his or her own concerns at the other person’s expense, using whatever power seems appropriate to win his or her position. Competing might mean standing up for your rights, defending a position you believe is correct, or simply trying to win. C O L L A B O R A T I N G Collaborating is both assertive and cooperative. When collaborating, an individual attempts to work with the other person to find a solution that fully satisfies the concerns of both. It involves digging into an issue to identify the underlying concerns of the two individuals and to find an alternative that meets both sets of concerns. Collaborating between two persons might take the form of exploring a disagreement to learn from each other’s insights, resolving some condition that would otherwise have them competing for resources, or confronting and trying to find a creative solution to an interpersonal problem. C O M P R O M I S I N G Compromising is intermediate in both assertiveness and cooperativeness. When compromising, an individual has the objective of finding an expedient, mutually acceptable solution that partially satisfies both parties. Compromising falls on a middle ground between competing and accommodating, giving up more than competing but less than accommodating. Likewise, it addresses an issue more directly than avoiding but doesn’t explore it in as much depth as collaborating. Compromising might mean splitting the difference, exchanging concessions, or seeking a quick middle-ground position. A V O I D I N G Avoiding is unassertive and uncooperative. When avoiding, an individual does not immediately pursue his or her own concerns or those of the other person. He or she does not address the conflict. Avoiding might take the form of diplomatically sidestepping an issue, postponing an issue until a better time, or simply withdrawing from a threatening situation. A C C O M M O D A T I N G Accommodating is unassertive and cooperative—the opposite of competing. When accommodating, an individual neglects his or her own concerns to satisfy the concerns of the other person; there is an element of self-sacrifice in this mode. Accommodating might take the form of selfless generosity or charity, obeying another person’s order when you would prefer not to, or yielding to another’s point of view. TKI PROFILE & INTERPRETIVE REPORT DHRUV PATEL 4 APRIL 8, 2018. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . PAGE . Your TKI Profile Your profile of TKI scores, shown below, indicates the repertoire of conflict-handling modes you use in the kinds of conflicts you face. Your scores are arranged in descending order by percentile, with your highest score indicating your most frequently used conflict mode. MODE RAW SCORE PERCENTILE SCORE 0% 25% 75% LOW ACCOMMODATING 8 AVOIDING 8 COMPETING 4 COLLABORATING 5 COMPROMISING 5 MEDIUM 100% HIGH 87% 78% 44% 26% 15% Your raw score on each conflict-handling mode is simply the number of times you chose a TKI statement for that mode. More important are your percentile scores. These show how your raw scores compare to those of a representative sample of 8,000 employed adults who have already taken the TKI.* Your percentile scores show the percentage of people in the sample who scored the same as or lower than you on each mode. Your profile shows that you scored highest on accommodating, where your score of 8 gave you a percentile score of 87. This means you scored higher than 87 percent of the people in the sample on accommodating. In contrast, you scored lowest on compromising, where you scored higher than only 15 percent of the sample. The vertical lines at the 25th and 75th percentiles separate the middle 50 percent of the scores on each mode from the top 25 percent and the bottom 25 percent. Scores that fall in the top 25 percent are considered high. Similarly, scores that fall in the bottom 25 percent are considered low. Scores that fall in the middle 50 percent are considered medium. Look at your scores to see where they fall within this range. *The norm sample consisted of 4,000 women and 4,000 men, ages 20 through 70, who were employed full-time in the United States. Data were drawn from a database of 59,000 cases collected between 2002 and 2005 and were sampled to ensure representative numbers of people by organizational level and race/ethnicity. TKI PROFILE & INTERPRETIVE REPORT DHRUV PATEL 5 APRIL 8, 2018. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . PAGE . Interpreting Your Scores When you look at your profile on the TKI, you probably want to know, “What are the correct answers?” In the case of conflict-handling behavior, there are no right or wrong answers. All five modes are useful in some situations: each represents a set of useful social skills. Our conventional wisdom recognizes, for example, that often “Two heads are better than one” (collaborating). But it also says, “Kill your enemies with kindness” (accommodating), “Split the difference” (compromising), “Leave well enough alone” (avoiding), and “Might makes right” (competing). The effectiveness of a given conflict-handling mode depends on the requirements of the specific situation and the skill with which you use that mode. You are capable of using all five conflict-handling modes; you cannot be characterized as having a single, rigid style of dealing with conflict. However, most people use some modes more readily than others, develop more skills in those modes, and therefore tend to rely on them more heavily. Many have a clear favorite. The conflict behaviors you use are the result of both your personal predispositions and the requirements of the situations in which you find yourself. The following pages provide feedback on your conflict-handling modes as indicated by your TKI scores, beginning with your most frequently used mode, accommodating. To help you judge how appropriate your use of the five modes is for your situation, this section lists a number of uses for each mode. The uses are based on lists generated by company presidents. In addition, because your predispositions may lead you to rely on some conflict behaviors more or less than necessary, this section also lists some diagnostic questions concerning warning signs for the overuse or underuse of each mode. TKI PROFILE & INTERPRETIVE REPORT DHRUV PATEL 6 APRIL 8, 2018. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . PAGE . Accommodating Percentile: 87% Range: High Uses You may be using this mode most frequently because of the circumstances you face. A group of company presidents identified the following situations as times when accommodating is especially useful and effective: • When you realize that you are wrong—to allow a better solution to be considered, to learn from others, and to show that you are reasonable • When the issue is much more important to the other person than it is to you—to satisfy the needs of others and as a goodwill gesture to help maintain a cooperative relationship • When you want to build up social credits for later issues that are important to you • When you are outmatched and losing and more competition would only damage your cause • When preserving harmony and avoiding disruption are especially important • When you want to help your employees develop by allowing them to experiment and learn from their mistakes Accommodating as a Style Your frequent use of accommodating may also be part of an accommodating style you have developed to deal with conflict. Styles are rooted in personal beliefs, values, and motives that “push” one’s conflict behavior in a consistent direction. Accommodators tend to see conflicts as social/emotional issues to be settled with support and sensitivity. They often believe in the Golden Rule (“Do unto others . . .”) and believe that generosity will eventually be rewarded in kind. They regard coworkers as friends—people to be supported and looked after—and value support, generosity, goodwill, and team cohesiveness. They often see compassion and friendship as more important than the minor issues involved in most conflicts. Accommodators help coworkers meet their concerns—for the sake of the coworker and to help build cohesiveness and goodwill.* * This style description is adapted with permission from Introduction to Conflict and Teams by Kenneth W. Thomas and Gail Fann Thomas (Mountain View, CA: CPP, Inc., 2004). TKI PROFILE & INTERPRETIVE REPORT DHRUV PATEL 7 APRIL 8, 2018. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . PAGE . Contributions of an Accommodating Style Accommodators’ compassion and generosity can serve an important role in the interpersonal relations of their organization—as a kind of shock absorber when people are under stress. Accommodators help maintain goodwill and trust. They provide psychological support and a sympathetic ear and can serve as peacemakers to restore harmony. Their style helps soothe hurt feelings and resentments. Questions to Ask The danger in any style is that you may use your preferred mode out of habit—even when it is not the most appropriate mode. Because you scored in the high range on accommodating, there is a good chance that you are overusing this conflict mode and underusing others. To help you determine if you are overusing accommodating, consider the following questions: Signs of overuse • Do you feel that your ideas and concerns sometimes don’t get the attention they deserve? Deferring too much to the concerns of others can deprive you of influence, respect, and recognition. It can also deprive the organization of your potential contributions. • Is discipline lax? Although discipline for its own sake may be of little value, some rules, procedures, and assignments are crucial and need to be enforced. Accommodating on these issues may harm you, others, or the organization. In contrast, the fact that you scored high on accommodating makes it unlikely that you are underusing this mode. However, you may be interested in these signs of underuse in others: Signs of underuse • Having trouble building goodwill. Accommodating on minor issues that are important to others is a gesture of goodwill. • Being viewed as unreasonable. • Having trouble admitting when one is wrong. • Failing to recognize legitimate exceptions to the rules. • Refusing to give up. TKI PROFILE & INTERPRETIVE REPORT DHRUV PATEL 8 APRIL 8, 2018. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . PAGE . Avoiding Percentile: 78% Range: High Uses • When an issue is unimportant or when other, more important issues are pressing • When you perceive no chance of satisfying your concerns—for example, when you have low power or you are frustrated by something that would be very difficult to change • When the potential costs of confronting a conflict outweigh the benefits of its resolution • When you need to let people cool down—to reduce tensions to a productive level and to regain perspective and composure • When gathering more information outweighs the advantages of an immediate decision • When others can resolve the issue more effectively • When the issue seems tangential or symptomatic of another, more basic issue Questions to Ask Because you scored high on avoiding, there is a good chance that you are overusing this mode. To help you determine whether this is the case, consider the following questions: Signs of overuse • Does coordination suffer because people sometimes have trouble getting your input on issues? • Does it sometimes appear that people are “walking on eggshells”? Sometimes a disproportionate amount of energy is devoted to caution and avoiding issues, indicating that those issues need to be faced and resolved. • Are decisions on important issues sometimes made by default? In contrast, the fact that you scored high on avoiding makes it unlikely that you are underusing this mode. However, you may be interested in these signs of underuse in others: Signs of underuse • Hurting people’s feelings or stirring up hostilities. People who score low on avoiding may need to exercise more discretion and tact, learning to frame issues in nonthreatening ways. • Feeling harried or overwhelmed by a number of issues. This symptom may indicate a need to set priorities—that is, to decide which less-important issues can be avoided or delegated to others. TKI PROFILE & INTERPRETIVE REPORT DHRUV PATEL 9 APRIL 8, 2018. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . PAGE . Competing Percentile: 44% Range: Medium Uses • When quick, decisive action is vital—for example, in an emergency • On important issues when unpopular courses of action need implementing—for example, cost cutting, enforcing unpopular rules, discipline • On issues vital to company welfare when you know you’re right • When you need to protect yourself from people who take advantage of noncompetitive behavior Questions to Ask Because you scored in the medium range on competing, there is little reason to suspect that you overuse or underuse this mode in general. However, the questions below can help you determine if you are overusing or underusing competing in specific situations. Signs of overuse • Are you surrounded by “yes” people? If so, perhaps it’s because they have learned that it’s unwise to disagree with you or have given up trying to influence you. This closes you off from information. • Are others afraid to admit ignorance and uncertainties to you? In a competitive climate, one must fight for influence and respect, acting more certain and confident than one feels. This means that people are less able to ask for information and opinions—they are less likely to learn. Signs of underuse • Do you often feel powerless in situations? You may be unaware of the power you have, unskilled in its use, or uncomfortable with the idea of using it. This may hinder your effectiveness by restricting your influence. • Do you sometimes have trouble taking a firm stand, even when you see the need? Sometimes concerns for others’ feelings or anxieties about the use of power cause people to vacillate, which may result in postponing the decision and adding to the suffering and/or resentment of others. TKI PROFILE & INTERPRETIVE REPORT DHRUV PATEL APRIL 8, 2018. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .PAGE 10 Collaborating Percentile: 26% Range: Medium Uses • When you need to find an integrative solution and the concerns of both parties are too important to be compromised • When your objective is to learn and you wish to test your assumptions and understand others’ views • When you want to merge insights from people with different perspectives on a problem • When you want to gain commitment by incorporating others’ concerns into a consensual decision • When you need to work through hard feelings that have been interfering with a relationship Questions to Ask Because you scored in the medium range on collaborating, there is little reason to suspect that you overuse or underuse this mode in general. However, the questions below can help you determine if you are overusing or underusing collaborating in specific situations. Signs of overuse • Do you sometimes spend time discussing issues in depth that don’t seem to warrant it? Collaboration takes time and energy—perhaps the scarcest organizational resources. Trivial problems don’t require optimal solutions, and not all personal differences need to be hashed out. The overuse of collaboration and consensual decision making sometimes represents a desire to minimize risk—by diffusing responsibility for a decision or by postponing action. • Does your collaborative behavior fail to elicit collaborative responses from others? The exploratory and tentative nature of some collaborative behavior may make it easy for others to disregard your overtures or take advantage of the trust and openness you display. You may be missing some cues that would indicate the presence of defensiveness, strong feelings, impatience, competitiveness, or conflicting interests. Signs of underuse • Is it difficult for you to see differences as opportunities for joint gain, learning, or problem solving? Although conflict situations often involve threatening or unproductive aspects, approaching all conflicts with pessimism can prevent people from seeing collaborative possibilities and thus deprive them of the mutual gains and satisfactions that accompany successful collaboration. • Are others uncommitted to your decisions or policies? Perhaps their concerns are not being incorporated into those decisions or policies. TKI PROFILE & INTERPRETIVE REPORT DHRUV PATEL APRIL 8, 2018. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .PAGE 11 Compromising Percentile: 15% Range: Low Uses • When goals are moderately important but not worth the effort or the potential disruption involved in using more assertive modes • When two opponents with equal power are strongly committed to mutually exclusive goals—as in labor–management bargaining • When you want to achieve a temporary settlement of a complex issue • When you need to arrive at an expedient solution under time pressure • As a backup mode when collaboration or competition fails Questions to Ask Because you scored low on compromising, there is a good chance that you are underusing this mode. To help you determine whether that is the case, consider the following questions: Signs of underuse • Do you sometimes find yourself too sensitive or embarrassed to engage in the give-and-take of bargaining? This reticence can keep you from getting a fair share in negotiations—for yourself, your team, or your organization. • Do you sometimes find it difficult to make concessions? Without this safety valve, you may have trouble gracefully getting out of mutually destructive arguments, power struggles, and so on. In contrast, the fact that you scored low on compromising makes it unlikely that you are overusing this mode. However, you may be interested in these signs of overuse in others: Signs of overuse • Concentrating so heavily on the practicalities and tactics of compromise that one loses sight of larger issues. Neglected issues may include principles, values, long-term objectives, or company welfare. • Creating a cynical climate of gamesmanship. An emphasis on bargaining and trading may create a climate that undermines interpersonal trust and deflects attention from the merits of the issues. CPP, Inc. | 800-624-1765 | www.cpp.com © Full copyright information appears on page 1.
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