diversity workbook example

Diversity:1: the condition of being diverse : variety; especially : the inclusion of diverse people (as people of different races or cultures) in a group or organization <programs intended to promote diversity in schools>2: an instance of being diverse <a diversity of opinion>

-Merriam-Webster

What does diversity mean to you?

What do you believe diversity means to Western Area Power Administration?

WHAT DIVERSITY IS:• • • •

WHAT DIVERSITY ISN’T:• • •

The Language of Diversity and Positive Communication:Best Diversity, Communication, and Mediation Practices

Prepared for Western Area Power Administration

WWW.POWERDIVERSITY.COM 877-570-1573 [email protected]

PRIMARY

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THE PLATINUM RULE

TREAT OTHERS ___________________________________________________.

WIIFM??

What are the benefits of valuing diversity?• • • • •

What would the consequences be of not valuing diversity?• • • • •

To determine what behavior is appropriate in the workplace, ask this question: Does it positively contribute to the productivity of the team and the organization?




Traditional ManagementTraditional management is defined as the effective and efficient utilization of employees in pursuit of the organization’s goals and objectives.

Managing DiversityManaging diversity is defined as a comprehensive management process for creating an environment that enables all members of a workforce to be productive, without advantaging or disadvantaging anyone. (Thomas, Harvard Business Review, 1990)

• How is managing diversity different from traditional management?• What additional skills may be required for managing diversity?• What are some reasons managers might resist managing diversity?• What do managers have to gain by becoming good at managing diversity?

What managerial behaviors will create an environment and infrastructure that values diversity?

• • •




THE LANGUAGE OF DIVERSITYWhich of the following terms are acceptable, and which are not? What words

would you use instead?




ACCULTURATIONADMITAFFIRMATIVE ACTIONAFRICAN AMERICANAIDSALIENAMERICANAMERICAN INDIANARAB ASIANASIAN AMERICANASSIMILATIONBISEXUALBLACKBLINDBUDDHISMCAUCASIANCHINESECIVIL UNIONSCIVIL RIGHTSCLOSETEDCOLOREDDEAFDEROGATORY TERMSDEVELOPMENTAL DISABILITY

DISABLEDDOMESTIC PARTNERSHIPDWARFEEOCETHNICITYGAYGENDERGENDER-NEUTRALGENDER IDENTITYGHETTOHANDICAPHERMAPHRODITEHETEROSEXUALHINDIHIP HOPHISPANICHIVHOMOPHOBIAIMMIGRANTINDIAN INDIGENOUSINTER-SEXISLAMJUDAISMLATINOLESBIAN

LGBTLITTLE PEOPLEMENTAL ILLNESSMIDGETMINORITYMUTENATIVE AMERICANNEGROORIENTALORIENTATIONOUTINGPARAPLEGIAPARTNERPEOPLE OF COLORPREFERENCEQUADRIPLEGIAQUEERSPECIAL RIGHTSSTRAIGHTTHIRD WORLDTEJANOTRANSGENDERTRANSSEXUALTRANSVESTITEWHITE

Manager/Employee Interview Questions

1. What do you want most from your job?

2. Under what conditions do you do your best work?

3. How would you like to receive recognition for your hard work?

4. How do you want to be rewarded?

5. How would you like to receive suggestions for improving your work?

6. What are your short-term career goals?

7. What are your longer-term career goals?

8. How can I help you reach your career goals?

9. In what ways do you think people in our department--including yourself--are different

from one another?

10. How do these differences affect our working together as a team?

11. How do these differences affect interpersonal relationships on the job?

12. How do these differences affect overall productivity?

13. What things am I doing that help the team work together?

14. What do I do that might hurt productivity?

15. What suggestions do you have for me as a manager or team leader?

16. What biases do you perceive in me?

17. How do these biases manifest themselves in my actions?

18. What policies or procedures inhibit your best work?




SPEAK UP!It is not always easy to speak up when you are confronted with collusion, (defined as cooperation with others, knowingly or unknowingly, to reinforce stereotypical attitudes, prevailing behaviors, and norms) but it is your obligation. Many people, however, find it difficult to speak up depending on their own belief systems and personality types. Many people simply can’t find the words. The following script is an example of a simple script you can use to deliver constructive feedback when you witness behavior that you find inappropriate or offensive.

TIMING COMES FIRST!

(lead-in line)• D-Describe the specific behavior• E-Express feelings• S-Suggest alternatives• C-Compliments and consequences

(Yes or no answer)

For example, Tim is in the cafeteria with John and Suzie, and he hears John tell a racially-charged and offensive joke. At the time Tim said nothing because he was uncomfortable and shocked. Tim knows that if he doesn’t speak up, he could possibly be contributing to a “hostile work environment” and furthermore, he’s sure that John is not a bad person, but simply uninformed. Tim decides to inform him, and uses the DESC script to help him get the words out. Here’s how it might sound:

In private, later that day, Tim says to John, “John, I need your help. (lead-in line) Remember that joke you told at lunch today? (Describe specific behavior) I felt uncomfortable laughing at someone else’s expense like that (Express feelings). Perhaps you could tell jokes that are neutral that don’t use racist language, (suggest alternatives) because you’re too good at what you do to let something like a joke affect your professional image, as jokes like that do in a company like this (compliments and consequences). I wanted to make sure to talk to you about this privately so that it didn’t become an issue. Are we good? (Yes or no)




Scenario 1- You are waiting for a team meeting to start. Five people are already there, and you are waiting for three more. A colleague is telling you that she is considering buying a new home. She describes a neighborhood which she is considering moving to, but she says that she is uncertain because a lot of “those type of people” (a certain ethnic group) have recently moved into the neighborhood and she thinks it’s “going bad.”

Scenario 2- You are at the coffee machine with three other people. Someone tells a racially-charged joke. Everyone laughs, including you.

Scenario 3- You’re walking past a co-worker’s work station. You see a political flyer posted that’s emotionally-charged, and expressing extreme views on immigration, health care, or civil rights.

Scenario 4- You’re in a meeting with your boss and two other co-workers. Your boss uses a racist term to describe an Asian employee. It appears your boss isn’t aware that this is an offensive term.

Scenario 5- You’re at your company’s holiday party. During the party, someone makes a toast and during the toast, makes derogatory statements about “muslim terrorists”. You know of no muslims in your organization.

Scenario 6- You’re at a co-worker’s house for dinner, and they tell you that they honestly don’t like (pick a group) and wish they were all dead.

Scenario 7- Your co-worker tells you that two co-workers were fighting on the job, and one called the other a ______.

TIPS:Use the passive voice

Use specific wordsUse specific timesUse specific effects

Make specific requests

POWER PHRASE: “We don’t tolerate language like that here.”

MORE POWER PHRASES:

If you have trouble speaking up, please contact us at [email protected], and we’ll help give you the words.




Valuing Diversity Action Plan-Worksheet

My most important diversity goal, which I commit to working toward, is:________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

I will reflect my commitment to diversity by doing the following:________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

People will be able to recognize my commitment to diversity because of:________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

When there is a diversity challenge in my organization we will:________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________




Sexual harassment is a form of sex discrimination that violates Title VII of the 1964 Civil Rights Act as amended in 1972

This section of the seminar was designed to help you meet the following objectives:• To understand the definition and terminology associated with sexual harassment;• To recognize those actions that could be considered sexual harassment;• To apply the skills necessary to prevent and stop sexual harassment; • To determine what situations are, or could develop into, a sexual harassment

problem;• To understand WAPA’s complaint and disciplinary procedures

Sexual harassment consists of unwanted, unwelcome sexual advances or sexual conduct in the workplace that has the effect of unreasonably interfering with a person's work

performance. This type of behavior can create an intimidating or hostile work environment.




What sexual harassment is: T F M

1 Physical acts by one employee against another constitute sexual harassment.

2 A suggestive cartoon hanging over an employee's desk constitutes sexual harassment.

3 Ignoring another employee constitutes sexual harassment.

4 People in some cultures are more physical and openly affectionate than others and co-workers should understand their actions are not meant as sexual harassment.

5 Staring is sexual harassment.

6 Sexual innuendoes made at an office party are not sexual harassment.

7 Touching of one employee by another is sexual harassment.

8 The promotion of an unqualified willing participant in an office romance can be considered sexual harassment.

9 Failure to promote an employee because he/she will not date you is sexual harassment.

10 Inviting a coworker to go out on a date even though he/she has refused to go out with you in the past is sexual harassment.

• What does the term sexual harassment mean to you?

• How is sexual Harassment different from sexual discrimination?

• Give three examples of sexual harassment.

• What is the impact of sexual harassment in the workplace?




There are 4 basic types of sexual harassment.

Match the four types belowOn a scale of 1 - 10, with one (1) representing harmless and ten (10) representing offensive, indicate your personal reaction to the following behaviors. Enter your number in the space

provided.




Most people would have the same perspective on the same issue

Refusing time off after a sexual harassment complaint is filed

Promising a promotion in exchange for continuing a relationship

Listening to coworkers talk about their sex lives

Quid Pro Quo

Hostile Environment

Retaliation

Reasonable Person’s Standard

1 An outside employee calls you honey.

2 Coworkers continuously use obscene language in the lunch room.

3 A picture of someone dressed in a thong bikini sits on your coworker’s desk.

4 An employee loudly discusses her love life on the phone.

5 You are told that you may be passed over for a promotion if you refuse a sexual advance.

6 A person in another department comments on the sound of your voice on the telephone.

7 A supervisor massages your shoulders.

8 Dirty jokes and cards get passed around the office.

9 A supervisor tells you of his or her sexual fantasies about you.

10 Your boss grabs you tightly and kisses you.

You should never minimize a person’s complaint about offensive behavior.

Regardless of intent, an action is sexual harassment if it is:

• Deliberate • Repeated • Sexual in Nature • Unwanted • Not asked for and not returned

Remember: INTENT... the purpose behind the action and IMPACT... the impression of another’s actions.

Understanding Sexual Harassment:One of the Gang

A woman was recently promoted to an engineering position in a regional office. The office is predominantly male. In fact, many of the employees have worked together for up to 20 years. On Monday mornings, the engineers meet to review work assignments for the week. It is Monday morning and although Shirley has attended several of these meetings, she dreads going into the conference room. The common practice in the office is that the employees discuss their weekend endeavors as part of the pre-meeting discussions. The talk centers on their sexual exploits and is very crude. Shirley is very uncomfortable, and has tried on several occasions to express her feelings to her coworkers. However, the workers feel that their conversations are not directed at Shirley and brush off her comments by stating she is too sensitive.

• How would you assess the situation? Is this sexual harassment?• What would you do to resolve this conflict at the lowest level?

• Remember that everyone has a responsibility to create and maintain a respectful work environment.

• Avoid behavior that has sexual overtones.

• Consider the effect of your words or actions on third party recipients.




• Don’t ignore behaviors that make you feel uncomfortable. Speak up and do your part to resolve situations at the lowest level possible.

Understanding Sexual Harassment: No Thank You

For the past several weeks, Carlos has repeatedly asked Tiffany to go out on a date. Tiffany has refused each time. Today, Carlos invited her to lunch. When she informed him of previous plans, he proposed going out after work instead. It’s to the point where the sound of his voice makes her tense.

• How would you assess the situation? Is this sexual harassment?• What would you do to resolve this conflict at the lowest level?

• Sexual harassment includes unwanted verbal behaviors of a sexual nature.• Repeated requests for dates can be sexual harassment even if there is no intent

to make a person uncomfortable.• Clear communication can help to establish boundaries and avoid

misunderstandings.

Preventing Sexual Harassment: Checklist

Be serious about stopping and preventing sexual harassment. Don’t let negative attitudes about people come out at work. Remember it is your responsibility to do your work and follow the policies and procedures of your employer. In the case of sexual harassment, it could cost your employer a great deal of money in a court case. And, it could cost you your job!When you are at work remember to:

• Avoid behavior that has sexual overtones, including: • Complimenting a person's body.• Asking questions about a person's sex life.• Asking to date someone who has repeatedly said no.

• Keep your work area decorated appropriately. There should not be posters, pictures or other items that some people could find offensive.

• Don't use sexual humor. • Don't go overboard at office parties, picnics, or after work socializing - especially

when alcohol is involved. You still have to work with these people. Your agency could be liable for damages even outside of work. Don't take the risk.




• Remember the rules of proper conduct to your agency's customers, vendors, suppliers, etc. Don't harass any of them or let them harass you.

What do I do if I feel I have been a victim of sexual harassment?• • • • •

WAPA does not tolerate sexual harassment, and assures that a complaining employee will be protected from retaliation, and the strictest confidentiality insofar as that is

possible.




Hear What People Are Really Saying

Listening is one of the most important skills we can develop. How well we listen has a major impact on our job effectiveness, and on the quality of our relationship with others.

-We listen to obtain information.

-We listen to understand.

-We listen for enjoyment.

-We listen to learn.

Given all this listening we do, you would think weʼd be good at it! In fact weʼre not. Depending on the study being quoted, we remember a dismal 25-50% of what we hear. That means when we talk to our boss, colleagues, customers or spouse for 10 minutes, they hear approximately 2½-5 minutes of the conversation.

Turn it around and it reveals that when you are receiving directions or being presented with information, you arenʼt hearing the whole message either. You hope the important parts are captured in that 25- 50% you actually hear, but what if theyʼre not?

Clearly, listening is a skill that we should all continue to improve upon, and never take for granted. By becoming a better listener, you will improve your productivity as well as your ability to influence persuade and negotiate. Moreover youʼll improve your relationships, both personal and professional because youʼll hear the needs stated, and therefore be able to respond to them.

The way to become a better listener is to practice “active listening”—that is making a conscious effort to hear not only the words that another person is saying, but more importantly, trying to understand the total message being sent.

In order to do this you must pay attention to the other person very carefully.

You cannot allow yourself to become distracted by some activity that may be going on around you, or by mentally forming counter arguments that youʼll make when the other person stops speaking. Nor can you allow yourself to lose focus on what the other person is saying. All of these barriers contribute to a lack of listening, hearing, and understanding.

Tip:

If you're finding it difficult to concentrate on what someone is saying, try repeating that personʼs words mentally as they say them – this will reinforce their message and help

you control mind drift.




To enhance your listening skills, you need to let the other person know that you are listening to what is being said. To understand the importance of this, ask yourself how you felt the last time you were having a conversation, and believed the other person was not listening or paying attention to what you were saying. How did you feel? Have you ever had a coworker, friend or child stop in the middle of a conversation to say: “Youʼre not listening to what Iʼm saying”? How do you think they felt?

Acknowledgement can be something as simple as a nod of the head or a simple “uh huh.” You arenʼt necessarily agreeing with the person; you are simply indicating that you are listening. Using body language and other signs to acknowledge you are listening also reminds you to pay attention and not let your mind wander.

You should also try to respond to the speaker in a way that will encourage continued conversation, so that you can get the information you need. While nodding and “uh huhing” says youʼre interested, an occasional question or comment to recap what has been said communicates that you understand the message as well.

Tip:

Nodding and recapping on your part will de-fuse many an impending storm with loved ones in your personal life and shut off the “youʼre not listening” tape that may be playing

in your loved oneʼs head.

Becoming an Active Listener

There are five key elements to active listening. They all help you ensure that you hear the other person, and that the other person knows you are hearing what is being said.

1. Physically show that youʼre listening. Give the speaker your undivided attention and acknowledge the message. Recognize that what is not said also speaks loudly.

◦ Use the SOFTEN technique (next page).

2. Verbally show that youʼre listening. Provide feedback. Our personal filters, assumptions, judgments, and beliefs can distort what we hear. As a listener, your role is to understand what is being said. This may require you to reflect what is being said and ask questions.◦ Reflect what has been said by paraphrasing. “What Iʼm hearing is…” and

“Sounds like you are saying…” are great ways to reflect.◦ Ask questions to clarify certain points. “What do you mean when you

say…. Is this what you mean?”◦ Summarize the speakerʼs comments periodically.




Tip:

If you find yourself responding emotionally to what someone said, say so, and ask for more information: "I may not be understanding you correctly, and I find myself taking

what you said personally. What I thought you just said is XXX; is that what you meant?"

4. Defer judgment. Interrupting is a waste of time. It frustrates the speaker and limits full understanding of the message.

◦ Allow the speaker to finish.◦ Donʼt interrupt with counter-arguments.

5. Respond Appropriately. Active listening is a model for respect and understanding. You are gaining information and perspective. You add nothing by attacking the speaker or otherwise putting him or her down.

◦ Be candid, open, and honest in your response.◦ Assert your opinions respectfully.◦ Treat the other person as that person would want to be treated.

Key Points:

It takes great concentration and determination to be an active listener. Old habits are hard to break, and if your listening habits are as bad as those of most people, you have a lot of work to do.

Be deliberate with your listening and remind yourself constantly that your goal is to truly hear what the other person is saying. Set aside all other thoughts and behaviors and concentrate on the message. Ask questions, reflect, and paraphrase to ensure you understand the message. If you donʼt, then youʼll find that what someone says to you and what you hear can be amazingly different!

Start using active listening today to become a better communicator and improve your workplace productivity and relationships. And donʼt leave active listening at the office; it will do wonders for your personal life—just ask your friends and loved ones!




TACTIC:

S-

O-

F-

T-

E-

N-

Key-word recognition and feedback:

1-____________________________

2-____________________________

4 MAGIC PHRASE RESPONSES

1.___________________________________________________________

2.___________________________________________________________

3.___________________________________________________________

4.___________________________________________________________

THE I-R-O-N METHOD

I- ______________________________

R- ______________________________

O- ______________________________

N- ______________________________




THE B-C-A

B- ___________________________

C- ___________________________

A- ___________________________

THE HAMBURGER

___________________________

___________________________

___________________________

THE FEEL-FELT-FOUND

___________________________

___________________________

___________________________




How to Mediate ConflictMediation: Mediation is a form of assisted communication. It involves negotiation to resolve differences conducted by an impartial party.

Strive to be impartial

Isolate conflict to only those who are involvedo Gather Informationo Define the problemo Is everyone aware of problemo How have people been dealing with the issue?o Have the people involved confronted one another?

Bring people together to discuss the situationo Have each speak, without interruption, about the problemo Assist them to set a goal and achieve these goals throughout the conversationo Summarize and clarify the agreement for themo Stress that you are not responsible for coming to an agreement they are!o Communicate a positive feeling on your part about their working to improve the issues between them

Define rules of the mediationo One person speaks at a timeo Each person must listen to each othero Refer to each person by their name rather then “her” or “she”o ALWAYS use “I” statements. “I feel upset when Mary….” instead of “Mary really ticks me off when she….”o No raised voiceso No insults or sarcasmo Be attentive to body language and how things are said.

Encourage, but don’t find a solutiono Allow them to find a resolution they are both pleased with

Follow up! Schedule a follow up meeting with both of them a week or two later. Make sure that their resolution is working for everyone involved.

Six Rules for Conflict Mediation 1. Never take sides 2. When possible, use a win-win strategy 3. Help ensure that personal integrity is maintained 4. Get conflicts into the open 5. Be aware of barriers to conflict resolution (defensiveness, put-downs, manipulation) 6. Do not involve more people than necessary




Western Area Power Administration

DIVERSITY COMMUNICATIONTOOLKIT

BROUGHT TO YOU BY

THIS KIT INCLUDES:

DIVERSITY TASK FORCE DIRECTORY

DIVERSITY WEBSITE DECLARATION

DIVERSITY MISSION STATEMENT

DIVERSITY “WANT AD” PHRASE

DIVERSITY GENERAL POSTER

DIVERSITY LAUNCH LETTER

DIVERSITY PERSONAL POSTER

DIVERSITY STAR RECOGNITION PROGRAM

These are templates designed to be used as-is, or customized to suit your specific needs and personality.

FOR MORE INFORMATION, OR TO SCHEDULE A DIVERSITY WORKSHOP, CALL US AT 877-570-1573

Email us at [email protected], or visit www.powerdiversity.com

DIVERSITY TASK FORCE DIRECTORY—

This should be filled in before workshop leader leaves. It should include name, phone, and email address of each person on the task force team

____________________________________________________________________________

DIVERSITY WEBSITE DECLARATION

AT Western Area Power Administration, WE BELIEVE IN DIVERSITY

BECAUSE WE BELIEVE IN YOU

•At Western Area Power Administration, because we believe that our diverse workforce is our greatest asset, we strive to be a leader in diversity practices and policies. We seek out and welcome people with unique backgrounds and abilities. •We believe our commitment to diversity, and showing respect for the inherent dignity of all people helps us attract and keep the most talented workforce in the world, which is the key to maintaining our competitive edge.•We believe that differences in race, religion, age, gender, sexual orientation, physical ability, nationality, background, and thinking style enrich our workforce, and help us better serve our clients and our Western Area Power Administration family. •We believe in practices that encourage and celebrate individual differences. We strive to ensure that diversity and inclusion training will always be an integral part of our hiring, training, and retention process.•We believe that our commitment to promoting a diverse workforce and the unique talents that come with it will help us achieve our ultimate goal—enriching the quality of life for all Western Area Power Administration employees, and enriching the customer service experience for our clients.

DIVERSITY TASK FORCE DIRECTORY:For more information on diversity at Western Area Power Administration:

Contact our diversity task force leader, __________________________, at __________________, or one of our diversity task force team members; ___________________________ at ______________________, or___________________________ at ______________________, or email us at ___________________.

DIVERSITY MISSION STATEMENT

At Western Area Power Administration, we value and invite diversity in all forms so that we can further enrich the quality of life for all Western Area Power Administration employees and owners.

______________________________________________________________________

DIVERSITY “WANT-AD” PHRASE

“At Western Area Power Administration we value and invite diversity in all forms.”

_______________________________________________________________________

DIVERSITY GENERAL POSTER


Dear (Western Area Power Administration) Employees:

On (Training Date), this organization launched an effort which is of critical importance.


CELEBRATE DIFFERENCESAt Western Area Power Administration, we realize

that diversity is about you.

Call our diversity hotline at _________________

Or email us at ___________________________

With any questions or concerns, to join our diversity task force,

Or to learn more about diversity at Western Area Power Administration.

Call our diversity hotline at541-857-7621, or

email us at [email protected] any questions or concerns, to join our diversity task force, or to learn more about diversity at PRS.


Dear Western Area Power Administration Employees:

On November 1, 2012, this organization launched an effort which is of critical importance.

This effort is focused on bringing together all employees as a team of people who respect, trust, and appreciate each other as professionals. It’s an effort which will help all of us to value each others’ similarities as well as differences. It will help us value diversity.

Diversity is important to this organization for many reasons. It’s important because we need to be innovative; we need a variety of ideas and perspectives to help us see business situations in new ways. Diversity is important because our customer base is becoming very diverse—and if we don’t understand our customers, we’ll miss opportunities and lag behind our competition. It’s important because our employees are becoming more diverse, and we need to maintain our teamwork while at the same time encouraging a wide variety of backgrounds, viewpoints, and styles.

This organization has made a strong commitment to diversity—a commitment which will be successful only if every single employee, including myself, participates in making it so. Through ongoing training and communication, we’ll begin to understand each other better, and we will learn ways to work more effectively among ourselves and in service to our customers.

In these changing times, we need to pull together to ensure our success. I know I can count on you to do that by living the belief that all Western Area Power Administration employees have value—without exception.

For questions, concerns, or to find out how you can participate, please contact our diversity task force at ________________ or email us at __________________.

Sincerely,

_______________________________________________________________________

DIVERSITY PERSONAL POSTER

MY DIVERSITY PLEDGE

I am committed to respecting all people and opinions.

I pledge to make

Western Area Power Administration

A safe, open, and inclusive place in which to work and prosper.

DIVERSITY STAR RECOGNITION PROGRAM

YOU’RE A

DIVERSITY STAR! THANKS FOR MAKING

WAPA

A MORE INCLUSIVE, RESPECTFUL ENVIRONMENT.

Print, cut, and place in the office for others to give to those they believe are making a difference.

______________________________________________________________________________

Understanding yourself and others on and off the job.

a Identify your particular social style - how you relatemost often.

Gain a better understanding of yourself and others.

Predict how you and others might respond in agiven situation.

Improve your communication with others who havedifferent styles, therefore building more meaningfulrelationships.

NATIONAL PRESS PUBLICATIONSA Division of Rockhurst University Continuing Education Center, Inc.

Setf- A Profile of Interpersonal InteractionsEach of us is unique. We all have different perceptions, values and experiences that make us special. TheSELF Profile is a survev of social stvle dimensions that is desisned to:

tr Identify your particular style - how you relate most often.

tr Help you gain a better understanding of yourself and others.

tr Help you predict how you and others might respond in a given situation.

tr Improve your conlmunication with others who have different styles, therefore building more meaningfulrelationships.

The SELF Profile has four distinct social styles of interaction with others. Although all of us are a unique blendof all four styles, you will be able to identify your dominant style. SELF was developed by using the mostsophisticated techniques available, but it cannot provide accurate feedback ifyou do not provide accurateresponses. Therefore, it is best to answer the questions in the way that you behave now rather than the way youused to be or would most like to be. Remember, no personality style is better than any other. And, honestanswers will provide you with the most accurate, useful information possible.

SELF Directions

The SELF Profile consists of 30 general questions describing how a person might act in a given situation.

tr For questions I-24, use the 1-5 scale listed in the example below describing how you might actin agiven situation.

tr For questions 25-30, choose A or B - whichever response describes you best.

Example: I consider myself to be good at small talk.

Not at all Somewhat Occasionally Usually Very muchlike me like me like me like me like me

.1.

Write the Number That Describes You Best in the Boxes on the Right

Not at all Somewhat Occasionally Usually Very muchlike me like me like me like me like me

1. When in a group, I tend to speak and act as the representative of that group.

2. I am seldom quiet when I am with other people.

3. When faced with a leadership position, I tend to actively accept that role rather than diffuse it among others.

4. I would rather meet new people than read a good book.

5. Sometimes I ask more from my friends or family than they can accomplish.

6. I enjoy going out frequently.

1. It's important to me that people follow the advice that I give them.

8. I like to entertain guests.

9. When I am in charge of a situation, I am comfortable assigning others to specific tasks.

10. I often go out of my way to meet new people.

1 1. In social settings, I find myself asking more questions of others than they ask of me.

12. I truly enjoy mixing in a crowd.

13. Other people usually think of me as being energetic.

14. I make friends very easily.

15. I am a verbal person.

16. I try to be supportive of my friends, no matter what they do.

l1 . When I see that things aren't going smoothly in a group, I usually take the lead and try tobring some structure to the situation.

18. I seldom find it hard to really enjoy myself at a lively party.

19. When in a leadership position, I like to clearly define my role and let followers know what is expected.

20. I consider myself to be good at small talk.

2l. I am very good at persuading others to see things my way.

22. I can usually let myself go and have fun with friends.

23. I often find myself playing the role of leader and taking charge of the situation.

24. I do not prefer the simple, quiet life.

.3.

| :()(_)

:C€

l4

26.

For Questions 25-30, Write the Letter Representing Your Response inthe Boxes on the Right

25. You are in a conversation with more than one person. Someonemakes a statement that you know is incorrect, but you are surethe others didn't catch it. Do vou let the others know?

A. YesB. No

After a hard day's work I prefer to:

A. Get together with a few friends and do something active.B. Relax at home and either watch TV or read.

21. When planning a social outing with a small group, I am mostlikely to:

Be the first to suggest some plans and try to get the othersto make a decision quickly.Make sure everyone has a say in the planning and go alongwith what the group decides.

You have just finished a three-month project for which youhave sacrificed a great deal of your free time and energy. Tocelebrate, are you more likely to:

A. Invite some of your friends over and throw apafiy.B. Spend a quiet, peaceful weekend doing whatever you wish,

either by yourself or with a special friend.

If I feel that I am underpaid for my work, I'm most likely to:

A. Confront the boss and demand a raise.B. Do nothing and hope the situation improves.

I think that those around me see me as primarily:

A. Gregarious and outgoing.B. Introspective and thoughtful.

A.

B.

28.

29.

30.

.5.

d

F(.)o

oo

!

C),

To Score Your SeffProtile

1. On items 25-30:

tr If you answered A, give yourself a 5.tr If you answered B, give yourself a 1.

2. Transfer each of the scores you've entered on the right to theblanks below.

3. Add each column.

Proceed to the next page ...

T2.

tr4.n6.

tl8.

T

1.

3.

5.

7.

9.

t t 'J

l .3.5.t .9.

11.13.15.r7.19.2r .23.25.21.29.

Total

10.t t ' I

t .z

DIRECTIVE SCORE

Total

AFFILIATIVE SCORE

, ,J

,r.n

,u.z

tr.z

t' 'f],*.I ro' I

t r ' I16. I

" f l18.rn'r20., t .n

,OE24' I

Give yourself a:

I

2aJ

4

5

6

If you scored from:

t5-21

22-33

34-44

45-56

5t-68

69-75

tr Take your Directive Score and put a dot on the broken line below.

tr Then, put a dot on the dotted line below for your Affiliative Score.

tr Next, connect the two dots with a straight line.

tr Shade in the area between the line you've drawn and the intersection of the broken and dotted lines.

a6IIIl5IIII,4

' ; ' ' ' ' ' ' ; ' ' ' ' ' '0" ' ' l ' ' ' ; ' ' ' ' ' ' ; " ' ' ' ' r ' 'l jI -IIt2IIIt - ,l I

.8.

f nterpretation ol the Sutf ProlileNow that you have completed your SELF Profile sheet and entered your scores on the graph, you may beasking, "What do the broken and dotted lines mean?"

The Affiliative Line (dotted) measures your needs and desires for being around others. If you scored high onthe line, you probably like it best when you're with people. On the other hand, people with low scores on thisline tend to be more self-contained, enjoy time to themselves or with a few close friends and generally seek lessinteraction with others.

AFFILIATIVE SCALE

. .; . . . . . . . .; . . . . . . .; . . . . . . . . .r. . . . . . . . ;.

. . . . . . j .(High) (Low)

The Directive Line (broken) shows an individual's needs and tendencies to direct and control situations.People scoring high on this line tend to be comfortable supervising others and controlling situations, whilethose scoring low on this line are generally more supportive and seek consensus from others.

DIRECTIVE SCALE

(High)t6IIIlst"III1aIIIl3t"II,2III

-1.9,

(Low)

l-

Dimensional DescriptorsWhen the broken and dotted lines intersect, they form four dimensions: the S, the E, the L and the F. Since thelines measure your Affiliative and Directive tendencies, the combination of the scores can indicate a group ofcharacteristics.

Highneed todirect

Need i Needpeople | +more Affiliative !

neodeI "LlI l l lA+Lr V \ , / I rvDD

aaaaaaaaaaaaaaaaaaaaaaaa.aaaaaaaaaarfooooaaoaaaaaaaaaaaaaaaoaaaaaaaaaoaa

654i32,t

Lowneed todirect

S E

C)

.a-)()C)LrnL F

.10.

Now, to interpret your SELF scores, it may be helpful to take a close look at your visual Scoring Diagram.You can gain valuable information about yourself by looking at the shaded area on the graph.

If your shaded area on the graph is fairly targe (Figure 1), it is very probable that you exhibit behavior that isvery similar, in most situations, to others in that dimension.

However, if your shaded area takes up only a small portion of your designated dimension (Figures 2 and 3), youare more likely to be flexible across situations and able to adapt your social style to the particular situation. Tointerpret your scores, it will help to look at the characteristics of the dimension you've shaded. That dimensionidentifies the response pattern you follow in a large number of situations. But, if your triangle has a large areaalong one line (Figure 3), it may indicate that you possess many of the characteristics of the adjoiningdimension. You will need to take a close look at the characteristics of both areas to determine how you behavein most situations.

Figure 1

IIIII

t" ' \ """""

IIII

Figure 2 Figure 3

We have gathered information to give you feedback on each of the four dimensions, including clues on how tointeract with others. Continue to explore your SELF profile.

.1 l .

Below are some characteristics that can be used to describe the tendencies of each dimension of the SELF.

STRENGTHS LIMITATIONS

Setf Characteristics

SPersuasiveRisk+aker

CompetitivePursues change

ConfidentSocially skilled

Tnqnir ino

OpenDirect

High

LTeam-oriented

CaringDevoted

EnthusiasticHelpful

AccessibleTrustingSensitive

Good listenerGood friendLikes varietyGregariousPeacemaker

dimension.

EPracticalOrderly

\/afr / r t i fa^r

Self-determinedOrganizedTraditional

Goal-orientedDependableEconomicalAmbitious

F LowExactingThoroughFactual

ReservedMeticulous

PracticalCalm

Has high standardsRisk-avoider

A.[.EIIil+II-Y-E--i-Hrch""""" ; ' ;i

Too other-orienred l!Indecisive

' )l

Impractical FlVutnerable =iHesitant -!

EDogmaticStubbom

RigidUnapproachable

DistantCritical

Insensitive

F LowSlow to get things done

PerfectionisticWithdrawn

DullSullenShv

Passive

SPushy

IntimidatingOverbearing

RestlessImpatient

ManipulativeAbrasiveReactive

Dominating

High

P(,

Subjective

Low Low

Exercise: Exploring

tr Select the three Strengths listed in your primary dimension that are most like you.

tr Select the two Limitations that most accurately describe you.

tr Think of a situation in which you are most likely to act in a manner characteristic of yourNow, think of a situation where you

might take on the characteristics of another dimension. List the situation and the dimension.

tr List at least one descriptor from each dimension that you consider a strength you'd like to have:

(3)FLES

(l) (2)

.12.

(4)

Setf and Interactions With 0thers

TURN.ONSS

AttsntionAchievementRecognitionAdventureExcitementSpontaneity

...........4..4{t.L..IAIIyE IHigh ,

"""1_L=l

Populariry >!CJoseness

- iAffirmation F: IKindness ElCaring eix !

- iiLow!

EControl

ResponsibilityMasteryLoyalty

Fast pace

High SLack of enthusiasm

WaitingIndecisionConvention

TURN.OFFSHigh E

AmbiguityIrreverence

LazinessShowing emotions

n Low_[PerfectionAutonomy

ConsistencyPractical things

Information

TIVE iII

r-\ |> !FiUIt i i

E iIII

Lowl

F LowOver-assertiveness

CarelessnessArrogance

Fakes

Exercise: Exploring You and Interactions With Others

tr Review the SELF social dimensions. Which dimension(s) are you most likely to get along with?

tr Review the dimensions listed above. List three of your friends and decide which dimension theymight fit into. Remember to focus on a pattern, not a single behavior.

tr Which dimension(s) might you find most difficulr to ger along wirh?

tr List any social tendencies you may have that could jeopardize you in interacting with any of theother three dimensions.

.13.

Srtf Working StrategiesThe following describes social style preferences at work. If you scored high in any dimension, you are likely topossess the following working strengths:

SEnergetic

EnterprisingEnthusiasticStimulating

QuickCreativeAware

E

By the bookAdministrative

EfficientOrganized

Bottom-line orientedImpatient about detailsMakes quick decisions

rJ rr ' l I I

> iArbitrator I : Does well in a routine

\JIAdaptive pi DataseekerFlexible Ei Supportslogic/structure

Compromising i DependableFair ! Controlled

Loyal I SteadyCooperative i Conservative

Exercise: Exploring You

tr Think of three or four individuals that you work with. Try to place them in one of the four dimensions.Focus on a pattern and not just one descriptor.

Name Dimension

tr In what working situations do you think each of these individuals is most likely to be a success?

.14.

Actions to Avoid When DealingWith Each Dimension

SShow energy and enthusiamShow interest in what they are

doing or sayingAl lou them to be spontaneousYield to their need for attention

and recognitionTry to agree rr ith them as often

as possible

L

Show sincere interest in them asindividuals

Listen, be humanistic andsensitive

Be expressiveBe casual and infbrmalConverse, do your paft to

maintain the conversation

F

Listen, they may not bother tospeak out unless you give thema clear opening

Be friendly, unassuming andentertaining

Be low-key and supportiveBe the initiatorAsk their opinion

SBoring themBeing indifferentLetting them bowl you

over with energyForgetting their birthday

or other special occasion

L

Taking advantage of theirwillingness to help

Being distant andunapproachable

Being unappreciative orforgetting their efforts

Forgetting to return their favors

EExpecting a 1ot of warm

emotronsExpecting praise or thanksExpounding on your

differencesBeing offended by their

distance

F

Being arrogant or boastfulBeing loud or pushySpeaking "knowingly" on that

which you know iittleTaking over (they may let you

but they'11 resent it)

tr

How to Flex Your Setf Style in Working Relationships With 0thersBelow are characteristics describins what stratesies to use and not use with each of the four dimensions.

Positive Actions You Could Take

EShow respect fbr their position

and accomplishmentsPlan on doing most of the ta lk ingYield to their need to be in controlAvoid disagreements in areas of

common expertiseEngage in activities that don't

require a lot of verbalinteraction (i.e., sports or otherfriendly competitions)

tr Think again of four friends or four members of your work family. List their names:

For each individual listed above, listthis person more effective.

a few interactive strategies that might make your interactions with

Name

.15.

Strategies

Successful Working Strategies

lf you are in a working relationship with someone of this style, here are a few things that If your supervisor/manager operates from one of these dimensions, it may bemay be helpful to remember. helpful to remember these guidelines.

For Working With Employees or Peers For Working With Supervisors/Ilanagers

Allow them the flexibility to be creative. Be sociable.They seek recognition and exciting challenges, so reward their efforts with your enthusiasm. Be flexible, open and spontaneous.Channel their energy in appropriate directions (not always easy). Show enthusiasm and excitement.Make sure they get lots of credit (they'll probably take it anyway). Let them get lots of credit.Respect need for socializing. Provide support by providing balance between them and other employees.Remember: We are important (philosophy). subtly interject reality when necessary and keep things tidy and organized

They need control - take advantage oftheir efficient, practical, ambitious nature and give Recognize they are motivated by chalienge.them the reins when possible. Play by their rules.

Take advantage of their need to clear up messes - when business is bad or the situation Be on time, to the point, oriented toward results.ambiguous, they'll be the best people to provide structure and get others back on line. Show that you are keenly aware of their authority.

Show respect for their traditional values and ways of thinking. Provide support by serving as a buffer between them and other employees,Work with them to be more accepting of other methods of accomplishment. expose them to alternative ways of doing things, but document everythingRemember: I am important (philosophy). with emphasis on results.

Remember their need to keep everyone happy and their skill at keeping the peace - when Openly express your thoughts, concerns, ideas.business is good, these people wiil be the most effecdve leaders. Be a team player, compromise, strive for consensus, build relationships,

Treat them fairly, supportively and openly. Take interest in your supervisor/manager as a person.Allow them opportunities to interact with others. Make it easy for them when they have to be directive.Appeal to their principles and values. Provide support; set your own performance goals and get them done.Remember: They are important (philosophy).

Listen; these people may not be the boldest or first to present ideas - be assured, however, Acknowledge their expertise.that they have a lot of great ideas. Give facts and data, and be consrstent.

Work with them to set deadlines (you may often have to help them see the virhres of Think things though and document ideas with facts from credible sources."good enough"). Offer detailed, well{hought-out plans of action.

Give them space to operate. Provide support by subtly providing energy and enthusiasm through the ranks,Pay attention and appreciate their need for substance and credibility. bringing in fresh, new approaches (but be sure to document and detail everyRecognize they are practical and emotional. aspect of your proposal).

Remember: It is important (philosophy).

DODO

.16.

$I

t

Successful Working Strategies

For Working With Employees or Peers

DON'T

s

Stifle their energy by demanding their conformity.Forget to show them your appreciation for their new and thoughtful ideas.Remember their motivations, don't be too put offby their unconventionality.

They are motivated by opportunities and friendship.

F

Get into their "territory" (they'll let you know)."Go around" them on issues when they should be involved.Be ambiguous or use excuses.Exhibit unassertive behavior.

L

Take advantage of their eagemess to please.Be harsh or insensitive.Forget to acknowledge them when you pass them in the hall.Criticize or cause conflicts.

F

Pressure them, in the interest of expediency, to abandon their careful, exactingnature (it is these traits that keep the rest of us honest).

Expect them to quickly get on board and initiate new projects without thinkingthem through first.

Expect them to empathize (be emotional) in a crisis; instead, they'll use logicand practicality.

For Working With Supervisors/lVlanagers

DON'T

S

Openly argue.Expect them to have everything organized and carefully laid out.Present one conclusion; instead, explore possible compromises/options.Use a win/loss approach.

E

Exhibit any behaviors that may be misinterpreted as laziness (they'll look for it).Expect more than a "business relationship."Waste time chatting.Expect any strokes.

L

Take advantage of their nature by slacking off.Forget the importance of maintaining social rapport and informal chats.Forget to listen and have patience.

F

Be false and ingratiating - do your homework and stick to the facts.Be in a hurry to prove yourself or push through your new ideas.Appear arrogant or cocky.Expect a high risk or surprise in decision-making.

tI

.17.

Setf Social Styles Dimensions Summary

FLESSOCIAL MOTIVATORS Recosnitions Success Acceptance Substance

DISLIKES Routineindecision

Laziness,irreverence

Dissension,egotism

Pushers,phonies

DECISION STYLES Spontaneous(quick)

Decisive (quick) Inclusive (slow) Methodical(slow)

WHEN THINGS DON'T GOWELL, THEY WILL

Be accusing,blame it onothers

Fight forcontrol, becomedefensive

Submit, fall inline

Withdraw,separate

ADAPTIVE STRATEGIES Tone it downsome, listen

Listen, acceptothers'differences

Self-indulge Assert, bespontaneous

WOULD MOST LIKE YOU TO(BE)

Recognize theirideas andachievements

Follow andsupport theirgoals

Sensitive oftheir feelings

Accepting oftheir thoughts

THEIR WORST FEARS ARE Losing socialimage

Losing control Losingacceptance

Being wrongand lookingfoolish

.18.

Guidel ines for Using This InlormationWhen you have completed the SELF Profile and have access to more information for understanding others,there are a few guidelines that may be useful to remember.

I First, the information in this test is designed to aid you in self-awareness and understanding others in broadand general terms. However, there will be, as is always the case, exceptions to these general categories.Human beings are very complex creatures whose behavior is greatly affected by a variety of factors.Therefore, they are not easily categorized.

I Second, always remember that an individual's behavior is greatly affected by the situation he or she is in.So, you can expect individuals to exhibit a variety of different characteristics in different situations.Therefore, look for consistent information across several settings before categortzing others into any onedimension.

I Finally, it will help you to remember that an individual's social style is the product of many years ofdevelopment and is not easily changed. You will be wise to accept others as they for both theirstrengths and limitations - rather than insisting upon changing them.

I Remember, no personality style is better than any other. Yet, our social interactions with others can begreatly enhanced if we have an understanding of the motivations, strengths and weaknesses of bothourselves and others. The SELF Profile can serve as a useful tool for satherins such information.

. 19.

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