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Communication

This text explores different personality traits, communication tendencies, and how they affect our interactions with others. It discusses dominant, influential, steady, and compliant tendencies, as well as differences in extraversion, introversion, sensing, intuition, thinking, and feeling.

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Communication

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  1. Communication Dr. Sean Joyce

  2. High “Dominant” TENDENCIES Tends to take an active, assertive, direct approach to obtaining results

  3. High “Dominant” cont. • Psychological Need: • To direct others • Predominant Strength: • High ego strength and task oriented • Goal Driven: • Personal Challenges • Fear: • Being taken advantage of • Over-Extension: • Impatience

  4. High “Dominant” cont. • CONTROLLERS • Strong, decisive and result oriented • Provide strong guidance for others • May appear pushy • Demanding of themselves and others • Highly self-critical

  5. High “INFLUENCE” TENDENCIES Tends to approach others in an outgoing, impulsive, emotional and reactive manner

  6. High “iNFLUENCE” cont. • Psychological Need: • To Interact with others • Predominant Strength: • Optimistic and people-oriented relaters • Goal Driven: • Social recognition • Fear: • Social rejection • Over-Extension: • Disorganization

  7. High “INFLUENCE” cont. • PERSUADERS • Creative • Socially poised • Influential and optimistic • Operate primarily by intuition • Easily bored

  8. High “STEADY” TENDENCIES Tends to prefer controlled, deliberate, predictable environment, security of situation and known expectations

  9. High “steady” cont. • Psychological Need: • To serve others • Predominant Strength: • Team Player, loyal, and concrete results oriented • Goal Driven: • Traditional Practices • Fear: • Loss of stability • Over-Extension: • Possessiveness

  10. High “steady” cont. • STABILIZER • People and friendship are important • Good at juggling multiple projects • Concerned about feelings of others • Self-controlled, steady and patient • Concentration and completion of tasks

  11. High “COMPLIANCE” TENDENCIES Tends to prefer things done the “right way”, according to established standards and have a “proven” track record

  12. High “COMPLIANCE” cont. • Psychological Need: • To comply with their own high standards • Predominant Strength: • Accuracy • Goal Driven: • Correct or Proper Way • Fear: • Criticism of their work • Over-Extension: • Overly Critical 

  13. High “ COMPLIANCE” cont. • ANALYZER • Perfectionists, decisions and information are accurate and thoughtful • Deals with facts, data, logic and details • Sometimes slow to make decisions • Overly cautious, not risk taker • Feelings and emotions are guarded

  14. Understanding Our Personality Traits Dr. Sean Joyce

  15. Our Differences • How we focus • Extraversion Introversion • How we gatherinformation • Sensation Intuition • How we make decisions • Thinking Feeling • How we take action • Judging Perceiving

  16. EXTRAVERSION • Energized by other people, external experiences • Acts, then reflects • Is often talkative • Expresses thoughts and emotions freely • Needs relationships • Gives breath to life

  17. INTROVERSION • Energized by inner resources, internal experiences • Reflects, then acts • Is often reserved; quiet; hard to know • Keeps thoughts and emotions private • Needs privacy • Gives depth to life

  18. Summary of Comparisons of Extraversion and Introversion • Energy • Extravert - Directed outward toward people and things • Introvert - Directed inward toward concepts and ideas • Focus • Extravert - Change the world; confident, accessible • Introvert - Understand the world; reserved; questioning • Orientation • Extravert - After thinkers • Introvert - Fore thinkers • Work Environment • Extravert - Seeks variety and action • Introvert - Seeks quiet for concentration

  19. SENSING • Sees specific parts and pieces • Lives in the present • Prefers handling practical matters • Likes things that are definite, measurable • Starts at the beginning • Works hands-on with the parts to understand the overall design • Enjoys using and refining the known and familiar

  20. INTUITION • Sees patterns and relationships • Lives toward the future, anticipating what might be • Prefers imagining possibilities • Likes opportunities for being inventive • Jumps in anywhere; leaps over steps • Studies the overall design to understand how the parts fit together • Enjoys experimenting with the new and different

  21. Summary Comparison of Sensing and Intuition • Mode of Perception • Sensing - Five Senses • Sensing - Reliance on experience • Intuition - “Sixth” Sense • Intuition - Reliance on possibilities • Focus • Sensing - Detailed; practical; present • Intuition - Innovation; expectation; future • Orientation • Sensing - Live life as it is • Intuition - Change, rearrange life • Work Environment • Sensing - Prefers learned skills; precise; factual • Intuition - Identifies complex patterns; looks at big picture

  22. THINKING • Decides with the head • Driven by logic • Concerned with principles such as truth, justice • Sees things as an on-looker from outside the situation • Takes a long range view • Spontaneously critiques • Good at analyzing plans

  23. FEELING • Decides with the heart • Goes by personal convictions • Concerned with values such as relationships, harmony • Takes an immediate and personal view • Sees things as a participant from within a situation • Takes an immediate and personal view • Spontaneously appreciates • Good at understanding people

  24. Summary Comparison of Thinking and Feeling • Mode of Decision Making • Thinking - Based on logic of the situation • Feeling - Based on human values and needs • Focus • Thinking - Things; truth; principles • Feeling - People; tact; harmony • Orientation • Thinking - Solves problems • Feeling - Supports others • Work Environment • Thinking - Is brief; acts impersonally • Feeling - Is naturally friendly; acts personally

  25. JUDGEMENT • Prefers an organized lifestyle • Likes definite order and structure • Likes to have life under control • Enjoys being decisive • Likes limits and categories • Feels comfortable establishing closure • Handles deadlines, plans in advance

  26. PERCEPTION • Prefers a flexible lifestyle • Likes going with the flow • Prefers to experience life as it happens • Enjoys being curious; discovering surprises • Likes freedom to explore without limits • Feels comfortable maintaining openness • Meets deadlines by last minute rush

  27. Summary Comparison of Judging and Perception • Lifestyle • Judging - Likes to plan • Perceiving - Spontaneous • Focus • Judging - Decisive; self-regimented; purposeful • Perceiving - Curious; flexible; adaptable • Orientation • Judging - Exacting • Perceiving - Tolerant • Work Environment • Judging - Focuses on completing tasks • Judging - Makes quick decisions • Judging - Wants only the essentials of the job • Perceiving - Focuses on starting tasks • Perceiving - Postpones decisions • Perceiving - Wants to find out about the job

  28. Comparisons • Extravert • Enthusiastic • Outgoing • Sociable • Expressive • Energetic • Agreeable • Introvert • Deep • Reflective • Private • Reserved • Independent • One-on-on

  29. Comparisons • Sensing • Detailed • Factual • Practical • Realistic • Down-to-earth • Systematic • Intuition • Imaginative • Creative • Conceptual • Holistic • Integrative • Idealistic

  30. Comparisons • Thinking • Logical • Rational • Objective • Analytical • Impartial • Questioning • Feeling • Sincere • Empathetic • Compassionate • Considerate • Sentimental • Persuasive

  31. Comparisons • Judging • Decisive • Conclusive • Firm • Determined • Committed • Self-assured • Perceiving • Flexible • Adaptable • Open-minded • Adventurous • Tolerant • Easy-going

  32. TRADITIONALISTS 1927-1945 4% of Workforce • Grew up during WWII • “The Greatest Generation” • Hard Workers • Duty before fun • Abides by the rules • Respects authority • Work and family are separate • Hoard things in case they become scarce • Stay in same job/company for life • Technologically challenged • Formal organizational structure • Prefer clear expectations • Do not like being rushed

  33. BABY BOOMERS 1946-1964 31% of Workforce • Optimistic • Team Oriented • Professional accomplishments important • Grew up in time of reform • Question authority • Communicates best one-on-one • Workaholics • Likes relationships in workplace • Job status and symbols important • Want emotional relationships with manager and staff • Loyal to the organization • Likes to be asked questions as a way to get to the issue • Likes to be asked for input

  34. GENERATION X 1965-1977 32% of Workforce • Grew up children of Boomers • Two family incomes • Latch key kids • Autonomy on the job • Appreciate managers that are mentors • Self-reliant • Value fun and informal work space • Variety at work • Technologically savvy • Grew up with computers • Skeptical • Minimal supervision • Changing the way work will be done • Flexible work hours • Are not afraid to ask questions • Not good at office politics • Want effective leadership • Do not want a lot of rules

  35. MILLENNIALS/GENERATION Y 1978-1999 33% of Workforce • The Internet Generation • Crave work/life balance • Less loyal to long term commitment to company • Multitasks • Self-confident • Speak their mind • Like teamwork and collaboration • Relate well to older workers • Sociable • “Can Do” attitude of the TRADITIONALIST • Technological savvy of the Xers • Know what they want and are used to getting it • Think differently than any other member of the workforce • Want to know how goals fit into “Big Picture” • Want coach, not boss • Provide opportunities for learning and building skills • Responds well to mentoring • Create clear picture of work environment • Help develop strategies to reach goals

  36. 1970’s • “Me Decade” …. Named by Thomas Wolfe • Preoccupation with Self-Awareness • Theory of X-Y by Douglas MacGregor • Behavioral Theory of the Firm introduced by Cyert and March: move beyond classical economics to organizational behavior

  37. 1980’s • Reagan era • Trickledown economics • Initial concept of Corporate Strategy developed by Andrews • Men and Women of the Corporation (Kanter): development of corporate power as it relates to women • Evolution and Revolution: Organizations go through predictable stages of growth (Griener)

  38. 1990’s • Rise of e-economics • World shrinks because of “instant message” • Peters and Waterman (McKinsey) published In Search of Excellence, the seminal book on organizational culture • Management Women and the New Facts of Life (Schwartz): the role of the working mother • The Disciple of Innovation (Drucker): systematic approach to problem solving • Clinton Era of Presidency • Dot.Com 1997-2000

  39. 2000’s • The Power of social network • Senge: The Fifth Discipline, applies system thinking to the organization • Hamel: The Core Competence of the Corporation. Companies compete on capabilities • Kaplan: The Balanced Scorecard. The introduction of the importance on non-financial performance measure • Kotter: Leading Change: The role and importance of organizational change • Coleman’s research on emotional intelligence in the workplace

  40. 2010’s • New era of data • Kaplan study on how companies can better sustain performance by acting more like the market

  41. Test 1 IX

  42. Test 1 SIX

  43. Test 2 Finished Files are the result of years of scientific study for the development of industry.

  44. Test 3 Paris in the the Spring

  45. Test 4 Busy as a a Beaver

  46. Test 5 1000 10 1000 20 1000 30 1000 40

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