create a world class culture with values
DESCRIPTION
How to identify, personality types, match hiring to employee desired traits, creating powerful corporate cultures, and an amazing workplace experience.TRANSCRIPT
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Presented by:
Ethan ChazinPresident & Founder
Personality & Values
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What is Personality?
DISCUSSION
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“The dynamic organization within the individual of those psychophysical systems that determine his unique adjustments to his environment.”
Gordon Alport
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Personality Assessments
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Assessment Tools
• Small Business Administration website: www.sba.gov/starting_business/startup/areyouready.html
• Change Style Indicator by Discovery Learning shows you how receptive you are to change.
• Personality type/career assessment tests: Myers Briggs Type Indicator (MBTI) MAPP Career Test – www.assessment.com The 16 personality types -
www.personalitypage.com/high-level.html Keirsey Assessment Birkman Method DISC tool (Sales professionals)
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Myers-Briggs Assessment
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MAPP Career Assessment
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Keirsey Assessment
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Birkman Method
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DISC Personality Profile
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• Extraverted (E) vs. Introverted (I) E are outgoing, sociable I quiet & shy.
• Sensing (S) vs. Intuitive (N) S are practical, prefer order N look at big picture.
• Thinking (T) vs. Feeling (F) T use logic F rely on personal values and emotions.
• Judging (J) vs. Perceiving (P) J value control and prefer order, P flexible and spontaneous.
• INTJ visionaries with original minds and great drive.
MBTI 16 Personality Types
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• Extraversion: How comfortable we are with relationships.
• Agreeableness: How warm and trusting are you?
• Conscientiousness: Responsible, dependable, organized and persistent.
• Emotional stability: Ability to withstand stress.
• Openness to experience: Range of interests and fascination with novelty.
“Big 5” Personality Model
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• Extraverts tend to be happier in their jobs…and their lives and perform better with lots of personal interaction.
• People more open to experiences are more creative in science and art.
• Agreeable people are only slightly happier than disagreeable people but do better in jobs requiring interpersonal skills and are more rule-abiding.
The Big 5 Traits
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1. Go to: Human Metrics: www.humanmetrics.com/cgi-win/JTypes1.htm2. Click on “Do it” and take MBTI assessment (72 questions).3. When complete, click on “Score it.
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Is personality determined by heredity or environment?
Think about YOU…
DISCUSSION
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You are getting ready to begin your search for the IDEAL organization to work for.
What traits matter MOST/LEAST to you?
DISCUSSION
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• Pragmatic: maintain emotional distance and subscribe to: “The end justifies the means.”
• Seek power.• Manipulate and win MORE, are persuasive.• Act aggressively.• Are more likely to engage in counterproductive
work behavior.
Machiavellianism
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• Self-centered.• High sense of self-worth.• A grandiose sense of self-importance.• Requires excessive admiration.• More charismatic.• Sense of entitlement.• Love me!
Narcissism
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• A lack of concern for others.• Lack of guilt/remorse when their actions cause
harm.• Inconclusive research about psychopathy and
impact on job performance.• Related to the use of hard influence tactics
(threats and manipulation.)
Psychopathy
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Approach-Avoidance
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• Personality traits as motivations.• We approach things we feel positively about
and avoid things that are negative.
Approach-Avoidance
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• Conclusions that we form about our own capabilities, competencies, and worth as a person.
• Over-inflated sense of self worth common of Fortune 500 CEOS.
• Overconfidence leads to perceived infallibility leading to bad decisions.
• Self-Monitoring: An individual’s ability to adjust their behavior to external, situational factors.
• Proactive Personality: People take initiative to improve their circumstances.
Core Self Evaluation
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• The way your personality translates into a specific behavior depends on the strength of the situation.
• Strong situations pressure us to exhibit the right behavior., show us what the right behavior is, and discourages the wrong behavior.
• In weak situations…anything goes!
Situational Strength
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• Assessed in organizations in terms of four elements:– Clarity: Degree to which cues about work and
responsibilities are available and clear.– Consistency: the extent to which cues regarding
how work and duties are compatible win one another.
– Constraints: The extent to which individuals’ freedom to decide to act is limited by forces outside their control.
– Consequences: The degree to which decisions or actions have important implications of the organization or its members.
Situation Strength
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Trait ActivationTheory
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• TAT predicts that some situations, events, or interventions “activate” (trigger) a trait more than others.– Ex. People learning online responded differently to
teaching instruction when they knew their behavior was being monitored.
– Ex. In a supportive, nurturing, encouraging environment, people behave much more socially
• Given the situation strength and trait activation theories, it may not be Nature or Nurture but…Nature AND Nurture.
Trait Activation Theory
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The Organizational Imperative For
VALUES.
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• Values represent beliefs that “a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite mode of conduct or end-state of existence.”
• We consider, pursue, join and remain associated with organizations based on what our notions of what “ought” and “ought not” to be!
• Milton Rokeach work organizing values into terminal and instrumental value.
• Terminal are desirable end-states to be achieved: instrumental are preferred modes of behavior or ways to achieve terminal values.
Values
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Milton Rokeach
Terminal Instrumental
Prosperity Personal discipline
Economic success Kindness
Enlightened Goal orientation
Independent Autonomy
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• Contemporary Work Cohorts.• Baby Boomers: Born after WWII, mid-40’s to
60’s. Honor trust, loyalty, responsibility, but distrust authority. (ME)
• Xers: Grew up with AIDS & MTV. Late 20’s-early 40’s. Value flexibility, life options and achieving job satisfaction.
• Millenials: Under 30. Grew up during prosperous times. High expectations, seek meaning in their work, have career goals aligned with becoming rich (81%) and famous (51%.)
Generational Values
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Person-JobFit Theory
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• John Holland’s research to match job requirements with personality characteristics.
• Six (6) personality types: realistic, investigative, social, conventional, enterprising and artistic.
• Job satisfaction and the likelihood of leaving a job depend on how well individuals match their personalities to a job (the work and the culture.)
Person-Job Fit Theory