behavior pattern

7/27/2019 Behavior Pattern

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on the following pagg: are descriptions of all 15 Classical Profile patterns, each portraying thebehavior of people with a specific blend of the four Discr oir"niio;;. -AchieverPattern ffl*"fft is irdtstrious ano fil{rnr;.oi:d"yu.

Goah personal accornplishmenb, s;1ntnirrcsal the elpense of tln gnoup'sgoet,ludges ottrers by: apiltty to acfrbve concrete 'rg9tfltsH;axrrb6 athtsry: accountdUmtyfor o,,n'iValue to the organization: sets ardc.grnpletes key resuh areas for selfoveruseg: reliance on setaS* lf; absorp$on,in,the;untier Pressure, neco#s fiGtraea,;o' :",impatient; becqnes more of a idoct| ard :'leesofa"delegatof : , ,Fearsi others with compeling orinferlqr work ;gtandalds affecting results , 'w;uro increase *i""tiu"n""f r"iur,ror", lredqgtion of "dther-s" thint


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AppraiserPattern

ffi

Emotions: ip*".1"*n*U . lGoal:"vic{o4f.ul!.tl,naii, , '1,.luCges oq919 Oy:,AUruy t" i"ru"il *n-rt lo, 'Influences on*Suy'@ttive recqgniit;:Vatue to the orgaq-rtsatlon: abcqmpfishes 'ggals with the teant ,,,,,,., ,., . ,gveruses: .utt ority; irgpriuityUnder Pressur*, r"sttess, criticat;iimpatient,,;, .,,.,.,..,ir,,,;, . . .',r.ear": rossu' * ;t et;t,,, u.t"', . .:...:-;;l ; ..,, ... , ....... "''.Wout d incre bse A*.d,tiii';naj" * itt mor;i ' .,'.individual tpqdtf,-0ltwgh; empathy r,vhen :sho$ng Aisappryyqll $eadierpgtn' ' , t:

CounselorPattern


3/8

CreativePattern lilEm'oiions; acceptsaggression: restrains :,;gxnrelsioni,..G""1;.ootinaryei untq4 accornpistx4gntsll.:;Ju4ges oners by: perpoga! standatds; ' 'I,rre*;*" ideas for accornpltshing taskg,,liifluences otners by: *itig to pacei,,#i.ijopment oJ s;lsJggns and inncryative l:.ffpf@cns

..'':,:,VatG toltt " organization: initiates ordesignsshar-s ,, ,. dui*"", blur{ness;critical orcor,rgpigending auitude .'rftFdo, p6sguie: becones bclred with rartind'tr\ert;'sulks wtren restrained: acls -,'iln&ilenggntty t,',jf91i",: fab5 q infuence; faiture to acnteve :their $aodardsW."iA increase effectiveness -itf, -or",,. @rilh;,tectfulcornrnunication; effeclive tean

.' coopgration; recognition of existing sancibns

DeveloperPattern

ffi';,VClue to:the organiration: avoids lpassing

^,1;,the.bu,c_k'; seek5 nelv or innovative pr:oblern-,sffllgmethodS '

t,ltiUulo,nlr;""a ;o*i,',"r"us with morel1 ; g ence;.qrnpethi: pq-tidBA$o{r anO. co$aboialhn qq.r-qlqrs; fo*arv+trrougrh ardr afite.ntisn tq qualfty,Co({rd''


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InspirationalPattern Persons with,tne,fnsbibtion4 pafiem aternr*to podifu the thoughts dnd,acriOrus d ottids:,,Ihey wanl iolqmo tfeir.el.ivlronqe{ Jney'are'astuie ar,i:reilrifingand,mantuldiDg.aq, individUal s existind mo{i\s.,rr *OerH$:r*! "" n*so. tt'S, nenariol lolvirrd a er;ird"try.dr . ,'l' Ii'',,:Inspirationat pp*."r.'"l"ur ru*f r,";;* ;;'want, but they do,rrrt atrivays im*eOiate! rnrbatize ffem.Thgy introduce'.th


5/8

Objective ThinkerPattern

ffi

PerfectionistPattern [+.m tl1"r,rrs ang,,i,,,;inboth;thehpe "qrg;'Sggs;,thql are.diffiqf.in , ,andiffcomroma6U

wdint sre


6/8

T JPersuaderPattern *+ury#1** ii:,,+#iffif'

t.qjpg-sftlve ou_tlgglq ,Persuaders may, be too oplimistic g,hrt ,ll;,a'Froiect,s rbsut$ and others: potential, Peniuadss dso,i,+ieiO io.ouer-estimate the{r aoiiity to changg the,behavioro!ffrs;,:: ' ', :. .'. I ,i. . ' ' .. , l;t ,,;:. ;.), ;' : t''"tt;:'' ':)i,i'"mibpe*uaoers oesire ileobm rrorn tourine ano - -- l

. i;:,

ffi

PractitionerPattern


7/8

PromoterPattern 'it ttl. ngrk ofcontacts. Theyr adept" arrd they,i,1,,lrtl

lEnf prc{ects. Wittr tt}eir u,'fr:tehii |e aecess to the peopte

,rarety anta gonize oilrersqrAflg spcial, , ;rrreiop ano mlrilf$ii'heiitheir.own:Seas'

and interact w$lhfess interested in tasklo seek outany

committees, and

i":"'6iF#'iii'disooialfiqg,,;.,,,dien$gq to more solihy

rijd to pterestimate thel 'r io f gv-o. rable,corxrusionsiiPromoters'w$tl tean to Gdncoactriru andfr.ray'prqqgnt drallerrq foilim{tron i:onversation andiClhensetves of lhe urgerrcy offillask;

Result-OrientedPattern

oi",rcti


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SpecialistPattern u*.ln

behavior pattern

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