Values List Adventure Discipline Greatness Mercy Resilience Affection Diversity Growth Merit Respect Authenticity Duty Happiness Modesty Responsibility Autonomy Education Harmony Money Risk-Taking Balance Effectiveness Health Morality Sacrifice Beauty Efficiency Home Nature Safety Caring Empathy Honesty Openness Sanctuary Challenge Empowerment Honour Optimism Security Change Enlightenment Humanity Order Self-Esteem Collaboration Enthusiasm Humility Partnership Serenity Communication Environment Humour Passion Service Community Equality Imagination Patience Sharing Competence Excellence Individuality Peace Sincerity Competition Excitement Influence Perfection Spirituality Connectedness Expertise Initiative Perseverance Stability Consensus Fairness Innovation Pleasure Status Conviction Faith Integrity Positivity Strength Cooperation Fame Involvement Power Success Courage Family Joy Privacy Tact Courtesy Fidelity Justice Productivity Teamwork Creativity Flexibility Kindness Professionalism Tolerance Curiosity Forgiveness Knowledge Prosperity Tradition Compassion Ethical Independence Punctuality Simplicity Decisiveness Freedom Leadership Purpose Trust Dedication Friendship Learning Quality Truth Democracy Fun Life Recognition Understanding Development Generosity Love Relationships Variety Dignity Goodness Loyalty Reliability Vision Diligence Gratitude Meaning Religion Wisdom Please add extra values if you feel that they are more appropriate than the list above. Activity: Identifying your personal values This activity will allow you to explore a range of different values and allow you to identify your own personal values; this can be a particularly beneficial exercise to carry out if your personal circumstances change. In a work context, a change in position or a promotion can have an impact on what is important to you and may lead to you reviewing and changing your values. Step 1: Look through the list of values on the sheet opposite and choose between ten and twelve that reflect what is important to you; some of the words are similar, so take care to choose words that best describe what is really important to you. Do add other values which do not appear on the list if you feel they more accurately reflect you. Your Initial Values: Step 2: Once you've identified your values, narrow the list down to your top three to six and rank them in order of importance on the sheet below. Your Core Values: (1) (2) (3) (4) (5) (6) If you have problems identifying which values are most important to you during this exercise, it might be useful to ask yourself the following questions:  What would happen if value X wasn't important to me? (If the answer is nothing then it can't be that important!)  What would be a better value for me to have than value X? What would this new value give me?  If value X was more important to me than value Y, what would happen?  Would it be better for me if value X was more important to me than value Y?  What needs to happen to make value X more important to me than value Y?  Are any of your personal values more important for your relationships with certain groups of people rather than others (such as family or friends)?  Are any of your personal values more important for certain parts of your life or activities (such as personal/out of work or work based)? Step 3: Now turn to the person next you and discuss your core values and explain to them what they mean to you and why they are important to you:  Feel free to share any experiences where you have been in conflict or disagreement with someone as a result of different values and any examples of how you resolved these differences  How has working for PMI affected your own personal values or perhaps caused disagreement with others? PAIR – Definitions of each style PROCESS Others appreciate these strengths: • Focus on processes, procedures and operating principles • The ability to create detailed plans and records • Reliability and ability to get the job done • Relentless pursuit of quality and accuracy • A neat, tidy and ordered approach to work • Consistency and high standards • Attention to detail • The ability to spot mistakes, flaws and find faults When you overuse these strengths, others may perceive you as: • Bureaucratic & inflexible because of your focus on following processes • Pessimistic and critical of others because of your ability to spot flaws and faults in things and your questioning way of gathering more detail • A perfectionist because of your focus on detail and accuracy This frustrates you: • Disorganised working practices • Carelessness and a lack of attention to detail • Ambiguity and unclear instructions or guidelines • A lack of closure ANALYTICAL Others appreciate these strengths: • Your analytical and data orientated approach to solving problems • Logical and rational thinking practices • The ability to focus on facts • Precise appreciation and measurement of a situation • The ability to understand technical concepts • Your focus on results and achievements • The ability to deal with situations in a cool, calm and collected manner • A clear concise communication style – direct and to the point When you overuse these strengths, others may perceive you as: • Not comfortable dealing with people issues • Uncomfortable dealing with ambiguity • Not naturally creative or innovative • Unemotional and difficult to read This frustrates you: • Inefficient use of time and resources, too much talking and going off track • Overly-emotional people • Lack of information and inaccurate information • Poorly structured proposals, arguments, suggestions and ideas PAIR – Definitions of each style INTUITIVE Others appreciate these strengths: • A focus on creativity and innovation • A curious and imaginative approach to life • Big picture focus • The ability to recognises patterns and possibilities • The ability to tolerate ambiguity • An enthusiastic and energetic approach to life • Expressive and not afraid to play it safe • The ability to integrate and synthesize ideas and concepts When you overuse these strengths, others may perceive you as: • Too high level or conceptual • Too ‘wacky’ or ‘off the wall’ • Easily bored, often failing to finish what they start • Inattentive to detail This frustrates you: • A lack of flexibility, too much doing things ‘by the book’ • Too much detail • Structure, predictability and a lack of flexibility • Playing it safe and moving too slowly RELATIONSHIPS Others appreciate these strengths: • A strong focus on people and relationships • Empathic and considerate of others • A warm and friendly approach • Sensitive • Like harmony and collaboration • Caring and compassionate • The ability to collaborate and share with others • Good networking skills When you overuse these strengths, others may perceive you as: • Over-emotional and easily hurt • Unable to make a decision without gaining consensus with others • Having difficulty challenging and confronting others • Finding it difficult to say ‘NO’ This frustrates you: • Lack of respect for others • Confrontation and hostility in the workplace • Overly direct and critical colleagues • Lack of focus on the people aspects of work and business Activity: Your preferred behavioural style From the description of the PAIR behavioural styles given on the earlier pages:  In what order do you use these behaviours?  Approximately how often, during a normal day, do you use each of them? 1st 2nd 3rd 4th Behavioural Style Amount of Use (Total =100%) % % % % What does your preferred style allow you to do well? Give examples: Discuss your thoughts, ideas and observations with someone who has a different preferred behavioural style to you. No Question 1 I like to be absolutely correct about things 2 I quite like to take risks 3 I prefer to solve problems using a step by step approach rather than guessing 4 I prefer simple, straightforward things rather than something complicated 5 I often do things just because I feel like it rather than thinking about it first 6 I don't often take things for granted. I like to check things out for myself 7 What matters most about what you learn is whether it works in practice 8 I actively seek out new things to do 9 When I hear about a new idea I immediately start working out how I can try it out 10 I am quite keen on sticking to fixed routines, keeping to timetables, etc 11 I take great care in working things out. I don't like jumping to conclusions 12 like to make decisions very carefully and preferably after weighing up all the other possibilities first 13 I don't like 'loose ends', I prefer to see things fit into some sort of pattern 14 In discussions I like to get straight to the point 15 I like the challenge of trying something new and different 16 I prefer to think things through before coming to a conclusion 17 I find it difficult to come up with wild ideas off the top of my head 18 I prefer to have as many bits of information about a subject as possible, the more I have to sift through the better 19 I prefer to jump in and do things as they come along rather than plan things out in advance 20 I tend to judge other people's ideas on how they work in practice 21 I don't think that you can make a decision just because something feels right; you have to think about all of the facts 22 I am rather fussy about how I do things - a bit of a perfectionist Answer No Question 23 In discussions I usually pitch in with lots of ideas 24 In discussions I put forward ideas that I know will work 25 I prefer to look at problems from as many different angles as I can before starting on them 26 Usually I talk more than I listen 27 Quite often I can work out more practical ways of doing things 28 I believe that careful logical thinking is the key to getting things done 29 If I have to write a formal letter I prefer to try out several rough workings before writing out the final version 30 I like to consider all the alternatives before making my mind up 31 I don't like wild ideas, they are not very practical 32 It is best to look before you leap 33 I usually do more listening than talking 34 It doesn't matter how you do something, as long as it works 35 I can't be bothered with rules and plans, they take all the fun out of things 36 I'm usually the 'life and soul' of the party 37 I do whatever I need to do, to get the job done 38 I like to find out how things work 39 I like meetings or discussion to follow a proper pattern and to keep to a timetable 40 I don't mind in the least if things get a bit out of hand Answer Once you have read all of the statements and placed ticks or crosses in the appropriate boxes, follow the scoring instructions on the next page to highlight your preferred learning style at the moment. Scoring instructions For each question that you ticked on the previous sheets, circle the corresponding number below; put nothing for crosses. Add up the number of circles in each column to indicate the relative strength of each of the four preferred learning styles. 2 4 1 11 5 7 3 12 8 9 6 16 15 14 10 18 19 20 13 21 23 24 17 25 26 27 22 29 35 31 28 30 36 34 38 32 40 37 39 33 Activist Pragmatist Theorist Reflector This material, based on the Learning Styles Theory proposed by Honey and Mumford, has been downloaded from the following website: www.science.ulster.ac.uk/nursing/mentorship/docs/nursing/oct11/Learning%20Styles%2 0Questionnaire%20%20short%20version%20Aug10.pdf Radar plot of your learning styles Complete the radar plot for each of your four learning styles on the radar diagram below by marking the axis in the respective quadrants according to your scores and shading in each quadrant as required. 10 Activist 10 Pragmatist 10 0 Reflector Theorist 10 Güçlü yanlarım Akjsdşakjsd asdkjlakjsldkajsld MAXI MAXI Kaşskdjlakjslakjdslkajdslakjds asdkajlskjdalskdjlakjs MAXI MAXI MAXI MAXI Kaşskdjlakjslakjdslkajdslakjds asdkajlskjdalskdjlakjs Kaşskdjlakjslakjdslkajdslakjds asdkajlskjdalskdjlakjs Ah me t Ozs oy Ah me t De mir kök Ah me t Vol kan Koç oğl an ALİ EV RE N ÜN AL ALİ EV RE N ÜN AL ALİ Mİ RA Ç KA PLA N Alp er Tell i Ard a Yıl dız Ası m Şar dağ Ası m Şar dağ Ay ha n Aya z Ay ha n Kay gısı z Ay ha n Kay gısı z Ayş egü l Çet in Ayt ur Me lte n Ba nu Gü mü ş Bar ış Çalı şka n Bar ış Dor uk Baş ak Şah in Ber kan Kur t Bilg e Sez gin Bur ak Say da m Bur ak Yav uz Ca nb erk Kir em itçi Ce mal i Bilg iç CE Mİ L Kal kan Cih at Öz de n Dur ug un Da mla İzal Da mla Yağ mu r Gö ksu De niz Özk an Diğ er Dil an Boz kur t Dol un ay De mir baş Dor uk De mir baş E Efs un Akk urt Ege me n ÇA PERSONAL ThXBusiness Model Canvas < Value Provided Customers Кеу Partners Key Activities Customer Relationships 记 i C How You WHAT YOU DO INTERACT WHO YOU WHO HELPS YOU HELP HOW YOU HELP Channels Кеу Resources WHO YOU ARE AND WHAT YOU HAVE HOW THEY KNOW YOU AND HOW YOU DELIVER Costs Revenue and Benefits WHAT YOU GIVE WHAT YOU GET 700 x 486