© 1996, rev. 2003 pdp, inc all rights reserved. welcome to pdp training of proscan, jobscan and...

© 1996, Rev. 2003 PDP, Inc All rights reserved.

Welcome ToPDP Training of

ProScan, JobScan and TeamScan

JCM Consulting, Inc.

801-322-3700

www.jcmconsulting.com


SAMPLE DATA SHEET

Basic/Natural Self What you are

Priority Environment(s) What you are going through

Predictor/Outward Self What you are doing

ProScan INTRO.5


Overview of ProScan cont’d• Behavioral Traits

DominanceExtroversion

Pace/Patience Conformity

Logic/Rationale

• Energy MeasuresThrust AllegianceSte-NacityKinetic Energy

ProScan Intro.5


Behavioral Traits

• Dominance“Control/Take Charge Trait”

• Extroversion“Social/Relational Trait: People and Fluency”

• Pace/Patience“Rate of Motion/Adaptable Trait”

• Conformity“Systems Oriented/Quality Assurance”

ProScan 1.1


Dominance HighControl/Take Charge Trait

• To the Point • Innovators• Big picture-oriented • Troubleshooters• Outwardly secure• Problem Solvers

ProScan 1.2

Behavioral Traits


• Moderate• Supportive• Modest• Mild• Gentle• Undemanding

ProScan 1.3

Behavioral Traits

Dominance Low


Extroversion HighSocial/Relational Trait

• Outgoing

• Friendly• Persuasive

• Empathetic

• Enthusiastic

• Talkative

• Effective Communicators

ProScan 1.4

Behavioral Traits


• Sincere• Thoughtful• Contemplative• Reserved• Quiet• Imaginative• Private• Confidential

ProScan 1.5

Behavioral Traits

Extroversion Low


Pace/Patience HighRate of Motion/Adaptable

• Persistent• Cooperative• Harmonious• Dependable• Relaxed• Patient• Consistent• Good Listener

ProScan 1.6

Behavioral Traits


• Adaptable• Likes change• Fast paced• Restless• Impatient/Pusher• Hasty• Sporadic• Abrupt

ProScan 1.7

Behavioral Traits

Pace/Patience Low


Conformity HighSystems/Quality Assurance Trait

Procedural Precise Loyal Careful Prudent Conscientious Meticulous Diligent

ProScan 1.8

Behavioral Traits


Conformity Low• Open Minded• Curious• Generalist• Non-detailed• Free spirited• Flexible• Uninhibited• Non-conforming

ProScan 1.9

Behavioral Traits


ProScan 1.10


Traits In A Common Place• Dominance:

Pays no mind to crowd. Enters elevator with determination that there IS enough room for one more person.

• Extroversion: Delighted at the sight of people. Enters elevator with a smile and replies, “isn’t this cozy!”

• Pace: While stepping back from such a surprise, kindly says “please go ahead, I’ll wait for the next one.”

• Conformity: Counts the number of people, then checks with the posted maximum capacity before getting into the elevator.

ProScan 1.11

Behavioral Traits


Trait Intensity Chart

ProScan 1.12

Dominance Extroversion Pace Conformity

Bold Convincing Determined Perfectionistic

Forceful Eager Steady Disciplined

Firm Fun-Loving Cooperative Procedural

Certain Poised Easy-going Structured

Flexible Flexible/ Flexible/ Flexible/ DynaMetric Adaptable Adaptable Adaptable Adaptable Mid Line

Modest Sincere Active Open-minded

Non-competitive Contemplative Likes changeUnconventional

Humble Reserved Spontaneous Carefree

Placid Confidential Explosive Avoid Detail


Mid Line Profile• All 4 traits +/- 1/2” of the Norm

• Can adjust easily to a variety of environments and cultures.

• Comfortable “wearing several hats” and taking on a wide range of responsibilities from group leader to follower and supporter.

• Moderate in taste—no extremes in behavior.

ProScan 1.13

Behavioral Traits


• Minimum of 2 trait pairs

• Maximum of 5 trait pairs

ProScan 1.16Comprehensive Report-Section 1

Trait Pairs

How traits affect one another


DominanceD/E Teller

+D Driver

-P

ProScan 1.16

Trait Pairs


+D Risk Taker -C

D=C Conflict

ProScan 1.16

LESS CONFLICT

LESS CONFLICTCONFLICT

Dominance

Trait Pairs

LESS CONFLICT

LESS CONFLICTCONFLICT


E/D Seller

+E Fast

-P Communicator

ProScan 1.16

Extroversion

Trait Pairs


+P/+C Easy Going

+P Emphasis on

-C Production

_____

-P/-C Free WheelerProScan 1.16

Pace

Trait Pairs


+C/+P Perfectionist /-P

_____

-C/-P Organization Hook

+C Show Me

-E

ProScan 1.16

Conformity

Trait Pairs

© 1996, Rev. 2003 PDP, Inc All rights reserved. ProScan 2.1Comprehensive Report-Section 1

Basic/Natural Self

The environment to create to

ensure highest productivity

and efficiency.


Most efficient

Most Natural

IF no pressures


Basic/Natural Self


How one goes about doing a task or accomplishing personal goals…and the energy

they have to do it.

ProScan 2.2

TASKBASIC/

NATURAL SELF

K

A

SFEL T


Thrust

Allegiance

Ste-Nacity

Kinetic Energy

TASK

BASIC

7

6

5

T

4

K

A

S

3

2

1


Thrust Self-igniting rocket To drive or push

quickly

ProScan 2.2

TASK

T

AS

K

Thr All Ste Ktn

7

6

5

K

T

4

A

S

3

2

1

BASIC


Allegiance Support ability, carry

through Dedicated to

accomplishing task

ProScan 2.2

TASK

T

A

S

K

Thr All Ste Ktn

BASIC

7

6

5

A

4

K

S

3

T

2

1


Ste-Nacity

ProScan 2.2

TASK

Steadfast and tenacious

Persistent pushing or pulling

determinationT

A

S

K

BASIC

7

6

5

S

4

K

A

3

T

2

1


Kinetic Energy

ProScan 2.3

One’s capacity, horsepower, fuel

How much sustenance there is to the

active, lively, and dynamic aspects in a person

Streamlined, efficient and economical

One’s battery size and battery charge

TASK

T

A

S

K

BASIC

7

6

5

S

4

K

A

3

T

2

1


Energy Chart Zones• Ultra Force

• High Achiever

• Achiever

• Highly Productive

• Effectiveness• Motive Evaluation

• Critically DirectedProScan 2.4

TASK

T

A

S

K

BASIC

7

6

5

S

4

K

A

3

T

2

1


How one approaches the decision-making

process

ProScan 2.5

Logic/Rationale

FEL

BASIC

© 1996, Rev. 2003 PDP, Inc All rights reserved. ProScan 2.5

Logic/Rationale

Fact

Feeling

Balance

BASIC

FEL


Fact

ProScan 2.5

Analytical Needs to access

sufficient facts

Logic above R by 1/4”

Logic/Rationale

BASIC

FAC


Feeling

ProScan 2.5

Intuitive Can make decisions

quickly based on an inner sense

Logic below R by 1/4”

Logic/Rationale

BASIC

FEL


Balance

ProScan 2.5

Balance of Fact and Feeling Often thought of as

Practical and Reasonable

Logic plus or minus R by 1/4”

Logic/Rationale

BASIC

BAL

© 1996, Rev. 2003 PDP, Inc All rights reserved. Comprehensive Report-Section 2

Priority Environment(s)

How one is trying to

change or adjust to

surrounding environments

ProScan 3.1


Effort to adjust from Basic

6 Major Environments Work Economic Social/Personal Health Home/Family Religion


Comprehensive Report-Section 2 ProScan 3.1


Satisfaction

Stress




Satisfaction

Whether goals and aspirations are being met

PRIORITY

ENVIRONMENT(S)

© 1996, Rev. 2003 PDP, Inc All rights reserved. ProScan 3.2

High

Low

Average

Comprehensive Report-Section 2

Satisfaction

PRIORITY

ENVIRONMENT(S)


High Getting rewards for

what is being done Feeling fulfilled,

positive realization

R2 above R1 by 1/4”

ProScan 3.2


Satisfaction

PRIORITY

ENVIRONMENT(S)


Average Getting enough

rewards to make stress worthwhile

Seeing “light at the end of the tunnel”

R2 plus or minus R1

by 1/4”ProScan 3.2Comprehensive Report-Section 2

Satisfaction

PRIORITY

ENVIRONMENT(S)


Low Concern as to whether goals are being met May feel discouraged, dissatisfied

R2 below R1 by 1/4”


Satisfaction

PRIORITY

ENVIRONMENT(S)


Steps to Higher Productivity

• Is “Low Satisfaction” work-related?

• Motivate Employee!

• Set Goals!



• DistressNegative, bad stressCauses a person to tire more quickly

• EustressSelf-imposed, or good stress

ProScan 3.4

Stress


The effort and energy one puts toward trying to change and adjust


Understanding Single Trait

Stress Adjustment


Stress


Dominance • More controlling

• More in charge

• More assertive and forceful


Stress

PRIORITY ENVIRONMENT

HIGH FACTSAT

K

Drain

K


Dominancex Takes more energy

when a trait crosses the norm line

Refer to Trait Intensity Chart to see opposite difference in descriptors


Stress


HIGH FACTSAT

K

Drain

K


Dominance• Less controlling

• Perhaps stepping back and not being as forceful or assertive as would be natural


Stress


HIGH FACTSAT

K

Drain

K


Extroversion• More friendly,

empathetic

• Sensitive in terms of people

• More communicative in general and working to develop more people skills


Stress


HIGH FACTSAT

K

Drain

K


Extroversion• Less outgoing, quieter

• Less socially involved


Stress


HIGH FACTSAT

K

Drain

K


Pace• Slowing down or waiting

for things to happen

• Trying to be more casual and easygoing

• Not pushing as hard as would be natural


Stress


HIGH FACTSAT

K

Drain

K


Pace• Getting more things

done in less time

• Things are not happening as quickly as desired, perhaps some deadlines are not being met


Stress


HIGH FACTSAT

K

Drain

K


Conformity• Paying more attention

to the system or details

• Emphasizing accuracy

• Trying to get more organized or establishing systems


StressPRIORITY

ENVIRONMENT

HIGH FACTSAT

K

Drain

K


Conformity • Eliminating or delegating

some details

• Looking more at the big picture, more open-minded

• Taking more risks, breaking away from tradition

• Asserting more independence


Stress


HIGH FACTSAT

K

Drain

K


Logic • More factual

• Not as quick to let the heart or feeling make the decisions


StressPRIORITY

ENVIRONMENT

HIGH FACTSAT

K

Drain

K


Logic • Less factual

• More empathy and feeling in decisions


Stress


HIGH SAT

K

FEL

Drain

K


Basic/Natural Self

The environment to create to

ensure highest productivity

and efficiency.

© 1996, Rev. 2003 PDP, Inc All rights reserved. Comprehensive Report-Section 3

Predictor/Outward Self

How you are coming across to others--the role playing

profile

ProScan 4.1


How person “comes across”

Adapted profile

Role play profile


Predictor/Outward Self

ProScan 4.1


• Satisfaction level

• Stress length

• Stress crossing the norm line


Energy Drain

The result of trying to change and adjust


Energy Chart Zones Ultra Force

High Achiever

Achiever

Highly Productive

Effectiveness Motive Evaluation

Critically Directed

ProScan 4.3

Energy DrainPREDICTOR

7

6

5

KA 4

S

T 3

2

1


• Communication Styles• Leadership Styles• Back-up/ Reactionary Styles

ProScan 5.1 - 5.5

Organizational Styles

Understanding the behavioral trait measurement styles


How Traits Communicate to You• Dominance

Teller/Authoritative

• ExtroversionSeller/Persuasive

• PaceCasual/Careful

• ConformityGuarding/Cautions/Exacting




How to Communicate to Traits

• DominanceDirect, concise messages

• ExtroversionFriendly, consider as team member

• PaceTime to think and process

• ConformityClearly defined, present in detail




How Traits Lead• Dominance

Authoritative/Decisive

• ExtroversionPersuasive

• PaceCaretaker/Persistent

• ConformityProcedural/Traditional

Comprehensive Report-Section 4 ProScan 5.2 and 5.3

Leadership Styles


May resort to when out of energy:• Dominance

Steamrollers

• ExtroversionVerbal attack

• PaceAvoid conflict

• ConformityMust be right


BACK-UP STYLES


• MotivatorsElements that create a positive

• DemotivatorsElements that create a negative

ProScan 6.1and 6.2 Comprehensive Report-Section 4

Motivation

How to increase productivity and outcome results


REAL TEAM

Team opportunities exist throughout organizations.

Teams succeed when all members share a common purpose.

Teams outperform individuals when performance requires multiple

work approaches.

TeamScan® 2.1


REAL TEAM /WORKGROUPS

True Performance Teams• Tightly-focused

performance unit• Mutual responsibility• Best person making

decision• Thrive on conflict to meet

challenges• Draw on leadership ability

of each team member

Working Groups• Accomplish a common

purpose and support one another

• Have a single leader who sets performance goals and gives guidance

• Can be a business unit with a manager who is an effective team leader

• May go back and forth between true team mode and non-team work

TeamScan® 2.1


TEAM DATA SHEET COMPOSITEDisplays each team member’s BASIC Data Sheet

in reduced format

TeamScan® 2.3


TEAM COMMUNICATIONDistribution of the real teams’

communication make up

• How each team member will send messages

• How team members will best receive messages

TeamScan® 2.4


ANALYSIS OF BASICTrait by trait analysis of all Real Team members’

BASIC measurements

• Dominance • Extroversion• Pace• Conformity• Logic• Energy

TeamScan® 2.5


TEAM PERCEPTIONHow team members perceive one another

TeamScan® 2.10


RECEPTIVITY TO NEW IDEAS / TASKS

DOMINANCE

• Automatically know if it works or not• Must know how will it be directly beneficial• Want to know all the problems and to have

answers to problems

EXTROVERSION

• Tend to say: That will work, but it would be even better if….

• Brainstorm ideas

PACE/PATIENCE

• Need time to think about it• Agrees non-verbally to avoid conflict• Cooperate cautiously

CONFORMITY

• Will compare as to how it has been done in past

• Will point out all the reasons why it can’t be done

• Will doubt until proven

TeamScan® 3.5


PRODUCTION STYLEDOMINANCE• Task oriented• Have primary concern to get things done• Competitive• Decide, initiate, direct• Good at solving complex problems and challenges, technically oriented• Relate to team approach if it fits into selected goals

EXTROVERSION• Have creative ideas• Do not hesitate to include others that have the needed expertise• Encourage team decisions• Create a strong support system, team builder• Willing communicators• Works well with people, negotiator

PACE/PATIENCE• Cooperator, amiable• Dependable• Routine jobs are done with little resistance• Enjoy only one new task at a time• Appreciate knowing when the task is to

be finished

CONFORMITY• Organized• Want to know exactly how a job is to be done, exact details

of job, what end results are to be• Watchful• Safeguarder

TeamScan® 3.5


DOMINANCE

• Action oriented• Fast• Decisive• Demand a great deal from themselves and others• Conclusive

EXTROVERSION

• Varied• Act Spontaneously• Interject new ideas, angles to approach• Diverse

PACE/PATIENCE

• Even, methodical action• Aware of deadlines, tend not to complete

prior to deadline• Steady• Consistent

CONFORMITY

• Deliberate action• Punctual• Thorough• Fastidious

TIME MANAGEMENT

TeamScan® 3.5


DOMINANCE

• Effective, sound• Disregard facts that others may feel are important• Take ownership, sensitive to criticism• Delegate if changes need to be made

EXTROVERSION

• Creative, multi-faceted• Concerned most with presentation (the more who

will see it, the more flair it will have)• Will convince that it is saleable as is

PACE/PATIENCE

• Paced to the deadline, no more, no less• Humble ownership and little presentation flair• May make minor errors or problems if rushed too fast

CONFORMITY

• Accurate and thorough• Will be complete, may lack visual flair in order to be conservative

COMPLETION STYLES

TeamScan® 3.6


COMPLETION LIMITATIONS

DOMINANCE

• Will be slow to start, if lack concept impatient with implementation, if conceptualized

• Tend to move on to other tasks before completing current task

EXTROVERSION

• Need to limit new ideas, focus on completing current work• Loathe the detail except for presentations

PACE/PATIENCE

• Need to realize importance in accomplishing task and to foresee what additionally is needed to complete task

CONFORMITY

• Need to assess non traditional avenues and to be creative in obtaining knowledge or additional information in order to complete

TeamScan® 3.6


PRAISE EXPECTATIONS

DOMINANCE

• Awards• Announced• Recognition but limited details about why getting the praise• Wonder why everybody can’t do what they do

EXTROVERSION

• Love awards, fanfare• Want complete details about why getting the praise• Will partake and share in why it was a good job

PACE/PATIENCE

• Need constant praise during project• Want formal recognition that is short and sweet• Modest but pleased about receiving praise

CONFORMITY

• Want proper and genuine credit paid on specifics• Tend to down play achievements, I could have done better…

TeamScan® 3.6


LEADERSHIP STYLESAuthoritative/DecisiveA natural leader, takes chargeSelf-confident, decisiveConceptually analyticalSelf styled and very competitiveHigh visibility with cause and effectThink they delegate authority, when it is actually only responsibilityDelegates detail effectively, has great demand for perfection

PersuasiveIdeal social/verbal skills for public exposure, a natural leader styleEffective and enthusiastic team builderOpportunity seekerAble to delegate authority, responsibility and detailInfluences convincingly and with determinationBelieve in people, devastated temporarily when someone lets them down

Caretaker/PersistentEarns the role of leader, promoted from within and employees respect themLoyalty, dependability and consistency are virtuesObservant monitoring and stabilizing effect keep things running harmoniouslyPrefer pace to be set by outer source, take what comes, adjust as needed then push aheadPeacemaker, make best of what comes along and persistently press toward the goal

Procedural/TraditionalFollows the system that has been established and clearly definedStandards, specific goals are the desired criteria wherein to supervise and evaluateEnforceably effective leader through factors of rules, regulations and proven methodsLoyalty and dependability (as long as treated fairly) are strengths Accuracy, quality and high regard for uncompromising interest in correct results

DOMINANCE

EXTROVERSION

PACE/PATIENCE

CONFORMITY

TeamScan® 3.7


LOW LOW LOW LOWDOMINANCE EXTROVERSION PACE CONFORMITY

HIGHDOMINANCEmay perceiveLOW _______ as:

HIGH EXTROVERSIONmay perceiveLOW _______ as:

HIGHPACE/PATIENCEmay perceiveLOW _______ as:

HIGH CONFORMITYmay perceiveLOW _______ as:

Submissive

“Yes” people

Subservient

Dependent

Timid

Quiet

Bashful

Directable

Active

Ambitious

Energetic

Uninhibited

Resistant

Uncaring

Promotional

Manipulative

Willing

Serving

Bashful

Unsociable

Unexpressive

Unresponsive

Invigorating

Fun-loving

Action-oriented

Thoughtless

Independent

Promotional

Nice

Agreeable

Cooperative

Quiet

Cold

Invisible

Frantic

Unorganized

Hyper

Uncaring

Daring

Spontaneous

Respectful

Reserved

Genuine

Humble

Thoughtful

Reserved

Hasty

Hurried

Erratic

Uninformed

Disorganized

Wanter of

Freedom

TRAIT PERCEPTION MATRIXHow High Trait Perceives a Low Trait

TeamScan® 3.8


TRAIT PERCEPTION MATRIXHow Low Trait Perceives a High Trait

HIGH HIGH HIGH HIGHDOMINANCE EXTROVERSION PACE CONFORMITY

LOWDOMINANCEmay perceiveHIGH _______ as:

LOW EXTROVERSIONmay perceiveHIGH _______ as:

LOWPACE/PATIENCEmay perceiveHIGH _______ as:

LOW CONFORMITYmay perceiveHIGH _______ as:

Aggressive

Intimidating

A take-charge

person

Direct

Talkative

Positive

A “mingler”

Socializer

Careful

Stable

Consistent

Correct

Particular

Structured

Studious

Reserved

Steamroller

Forceful

Brusque

Caustic

Transparent

Gregarious

Flippant

Socialite

Nice

Warm

Friendly

Accurate

Technical

Structured

Diligent

Reserved

Driven

Effective

A “shaker”

A “mover”

Interesting

A “mover”

Persuasive

Talkative

Slow

Boring

Careful

Too careful

Deliberate

Slow

Competitive

Self-directed

Too forceful

Intimidating

A Talker

Active

Insincere

A flatterer

Nice

Careful

Hesitant

Exacting

Traditional

Discouraging

Detailed

PrudishTeamScan® 3.9


DOMINANCE EXTROVERSION PACE/PATIENCE CONFORMITY

HIGH Bottom-line results Social contact Leisure time RulesTaking risks An audience Comfort/ Standards

Control To be liked Harmony Sincerity Retained Brainstorming Routines Accuracy authority Opportunities Deliberation Limited risk

Delegating Party/Play/ Repetition Pre-planning responsibility, Laughter Peace Security

but not authority Surprises Cooperation Challenge Delegating

LOW Peace Privacy Fast pace LibertyStability Seclusion Action CasualnessSecurity Creativity Change DelegatingLow risk Think time Variety Risk/ Strong leaders Planning Surprises Adventure Protection Many friends Speculation

and/or experiences

TYPICAL LIKES

TeamScan® 3.10


DOMINANCE EXTROVERSION PACE/PATIENCE CONFORMITY

HIGH Vagueness Personal criticism Pressure CriticismIndecisiveness Technical Poor planning Big talkLaziness challenges Spur of the FlatterySmall talk Pessimists moment FicklenessNon-confidence Negativism Shop talk UnexpectednessMediocrity Being alone (a lot) Unpredictability Rule changes

LOW Taking charge Social Time on hands Detail Multiple decisions exposure Inactivity Reports/Forms

Forcefulness Small talk Routine AuthoritariansTaking risks “Ad-libbing” Deliberation RulesCriticism Speech-making Delays Regulations

Politicking

TYPICAL DISLIKES

TeamScan® 3.10


UNDERSTANDING CONFLICTWhen experiencing potential conflicts

or needing to obtain how traits complement each other, refer to the following conflict situations

PERSONAL BARRIERS that each trait will construct:

High D: controlled composure and will not express emotional feeling.

High E: hide true feelings by bubbling and surrounding self with a crowd, giving air of lack of deep feeling.

High P: swallow whatever is given, stoic approach, “I’m tolerant.”

High C: criticize others, quote facts, and procrastinate or become withdrawn, stalling to avoid personal exposure.

TeamScan® 4.1


HIGH D — HIGH D:

CONFLICT: High D’s: Do not care how strongly they come across to each other. They are critical of others. They do not want to know the details, only the big picture. Can be very blunt to another High Dominance resulting in disputes that may be enjoyed, unless one has an unfair advantage (i.e., title or discriminating issue). Non-dominance observers may be devastated.

RESOLUTION: These two will work well together when goals are mutual, creating a competitive drive in the team effort. Establishment of who is to have the final decision (either of the two, or someone higher in rank) will need to be formalized. Recognition of efforts for both in accomplishing projects as a team is important.

HIGH D — HIGH E:

CONFLICT: High D: Always wants control of situation, may hold illegally and by force from others.

High E: Not direct, not used to getting to the point.

RESOLUTION: When pitted against each other, conflict could arise because of the terseness of the High D and the elaboration by the High E. On the other hand, they could work well together by combining technical and people abilities and by recognizing each other’s strengths.

HIGH D — HIGH P:

CONFLICT: High D: Strong driver (especially with low P), may not give specifics on task, but expects miracles.

High P: Likes cooperation and wants to plan actions carefully and methodically.

RESOLUTION: These two can work well together by mutually establishing the urgency and importance of tasks, and setting realistic time frames which the High P feels comfortable with and the High D feels satisfied with.

CONFLICT RESOLUTION

TeamScan® 4.3


HIGH D — HIGH C:

CONFLICT: High D: Doesn’t know how strongly is coming across to others, is critical of others, doesn’t want to know the details, only the big picture.

High C: Is sensitive to criticism. Wants to check everything and do it for themselves.

RESOLUTION: These two work well when changes in procedures are explained to the High C and there aren’t too many checks on the High D person, not too many details.

HIGH E — HIGH E:

CONFLICT: High E’s: Will spawn off of each other’s ideas. One may become easily influenced by the other’s “oversell” of an idea. Can make decisions on “heart over mind” and act impulsively. A lot of energy will be created from generating ideas, but initiation and/or completion may not be reached before the two are discussing the next project.

RESOLUTION: These two work well when objectives and deadlines are defined. Brainstorming for creative ideas is a must for each other, but keep a handle on time frame.

HIGH E — HIGH P:

CONFLICT: High E: Wants a wide circle of friends, tends to exaggerate.

High P: Prefers closer, smaller group of associates, very sincere and realistic; may feel the E is “too much” and not sincere.

RESOLUTION: These two work well in a congenial atmosphere and coordinate people very well.

CONFLICT RESOLUTION

TeamScan® 4.4


HIGH E — HIGH C:

CONFLICT: High E: Needs interaction, usually not technically oriented.

High C: Wants things done accurately and won’t tolerate the stories and excuses made by High E’s.

RESOLUTION: These two can work well together. High E as the overseer, delegator, and the High C person as the quality control and detailer. Learn to appreciate each other as either would dislike doing the other’s job.

HIGH P — HIGH P:

CONFLICT: High P’s: Will have the least amount of conflict over any other pairing of traits. Tend to procrastinate, may never get anything completed. Will exercise utmost care for each other’s feelings. Will avoid pressure. Can spend a considerable time in small talk.

RESOLUTION: These two work well when they agree upon the pace, as well as goals and deadlines. Initially this may need to be determined by management, because procrastination may slow down the start-up time. Once everything is defined, the two will have a direction for completing the project.

HIGH P — HIGH C:

CONFLICT: High P: Easygoing and usually don’t take life as intensely as High C individuals.

High C: Compulsive about detail and right from wrong. Want everything done correctly.

RESOLUTION: These two work well with a system to follow and to let them know priorities, both in the job and for each other. Both very influenced by the environment and respond well to strong leadership.

CONFLICT RESOLUTION

TeamScan® 4.5


HIGH C — HIGH C:CONFLICT: High C’s: Will have the feeling that they are right because of their own inner book of

rules. Tend to guard contribution of information to the project as “proprietary.” Will tend to have a preset idea of how things should be done because “that’s the way it’s been done.” May feel that in order to get the job done right, they will have to do it themselves. May not be willing to compromise their position. Sensitive to criticism, but will tend to criticize each other.

RESOLUTION: Spending time together before the project starts will build a rapport. There needs to be the understanding that any previous work may need to be refined to make the best possible finished project. Setting “rules” for the team may be essential for the two to follow.

LOW ENERGY — HIGH ENERGY:(Disregarding the effect of traits initially)

CONFLICT: Low Energy: Likes to work on projects one at a time, likes to be more single-minded of

purpose, channels limited resources efficiently.

High Energy: Prefers to have several projects going at the same time, often feel low energy people are not pulling their own weight in a situation.

RESOLUTION: Low energy people need more consistent recharge times in a day to perform. High energy people need to be sure they don’t have too many projects going. A low energy person doing a job requiring high energy can lead to burnout. A higher energy person doing a job requiring low energy often leads to boredom. A high energy person involved in too many high energy projects with their multiple demands can lead to burn out.

CONFLICT RESOLUTION

TeamScan® 4.6


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trait intensity chart

secure problem solvers

common place dominance

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sight of people

predictoroutward self

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