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Behavior Styles

Behavior Styles. Rick Howell, SPHR, CCP HR Conference 2004. Key Concepts for Today. Learn Common Terminology, without labeling Understand that we work in and with all four behavior styles Discover your impact on others

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Behavior Styles

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  1. Behavior Styles Rick Howell, SPHR, CCP HR Conference 2004

  2. Key Concepts for Today • Learn Common Terminology, without labeling • Understand that we work in and with all four behavior styles • Discover your impact on others • The more we know about people and their needs, the more options we have available to create real WIN–WIN situations.

  3. Sources • The Effectiveness Institute • 425-641-7620 in Redmond, WA • Based on work by Merrill and Reed • Denver, Colorado • Based on Jungian Psychology • From the 1920’s through 1940’s

  4. Why People Do What They Do Fly-By’s X X Decisions Process Fast X X Environment Stable Dynamic X X Accuracy Flexible Perfection X X People Socially Cautious Socially Assertive

  5. Stablizers Tend to prefer a more controlled, deliberate, predictable environment; value order and harmony Analyzers Tend to prefer things to be done comprehensively and according to accepted standards; high concern for correctness Controllers Tend to take an active, assertive, direct approach to obtaining results; have a high need for control Persuaders Tend to interact with others in an outgoing, gregarious and socially assertive manner; relies on intuition and expresses emotions Behavior Style Profile

  6. Flip Chart Exercise • Create two columns: • Left side: write down words/phrases that you would use to describe yourselves • Right side: write down terms that you have heard others use to describe you

  7. Behavior Tendencies Controlled Analyzer Perfect Ideas Wants High Standards Needs Organization Expects Accuracy Works Carefully and Alone Tension: Being Wrong Blindspot: Taking a Position Controller Generates Ideas Wants Action and Change Needs to be in Charge Expects Efficiency and Results Works Fast and Alone Tension: Loss of Control Blindspot: Listening Expedience EMOTIONS Process Results Results Stabilizer Fulfills Ideas Wants Security Needs Appreciation Expects Harmony Works Carefully and with Others Tension: Confrontation Blindspot: Initiating Persuader Promotes Ideas Wants to be Liked Needs Recognition Expects Freedom Works Fast and with Others Tension: Rejection Blindspot: Organizing Responsive

  8. What to do with the knowledge • Understand that most people are different than you, not motivated by the same things • Understand that strong teams have a good mix of all the styles; each style has it’s strengths and makes contributions it to the team • Understand the every style has blindspots • Continue to learn more by asking & observing

  9. Questions? • Add more about Trust and respect

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