The Impact of personality characteristics on behaviour in the workplace
Ian WigstonManaging Consultant-Education
Glowinkowski International
Why this presentation is in English
Outline
• Icebreaker• Some context• Predispositions and Behaviour• Problem Solving and Implementation• Communication and Interpersonal Style• Feelings and Self Control• Learning Style• A little magic!• Climate in the workplace
Please take a moment to consider the following. In each box try and think of at least two examples. We will be discussing this as part of the workshop later today.
Things I enjoy and am good at: Things I enjoy but am not good at:
Things I don’t enjoy but am good at: Things I don’t enjoy and am not good at:
Please take a moment to consider the following. In each box try and think of at least two examples. We will be discussing this as part of the workshop later today.
Things I enjoy and am good at:
Meeting new people and networking
Golf
Things I enjoy but am not good at:
Playing the guitar
Singing
Things I don’t enjoy but am good at:
Keeping track of money
Tidying my office
Things I don’t enjoy and am not good at:
Swimming
Washing up dishes
Strategic Objectives
Glowinkowski™ Integrated Framework
Strategic Objectives
CriticalSuccessFactors
CriticalSuccessFactors
CriticalSuccessFactors
Glowinkowski™ Integrated Framework
Strategic Objectives
CriticalSuccessFactors
CriticalSuccessFactors
CriticalSuccessFactors
Predispositionsand Motivations
Glowinkowski™ Integrated Framework
Strategic Objectives
CriticalSuccessFactors
CriticalSuccessFactors
CriticalSuccessFactors
Predispositionsand Motivations
Leadership Behaviours
OrganisationalStructure
[Group]Processes
Glowinkowski™ Integrated Framework
Strategic Objectives
CriticalSuccessFactors
CriticalSuccessFactors
CriticalSuccessFactors
Predispositionsand Motivations
Leadership Behaviours
OrganisationalStructure
[Group]Processes
Glowinkowski™ Integrated Framework
Climate
Strategic Objectives
CriticalSuccessFactors
CriticalSuccessFactors
CriticalSuccessFactors
Predispositionsand Motivations
Leadership Behaviours
OrganisationalStructure
[Group]Processes
Glowinkowski™ Integrated Framework
Climate
Performance
B = ƒ (P x S)
© 2012 Glowinkowski™ International Limited
Actual behaviour is a function of Personality (Predisposition) and Situation
Kurt Lewin’s Equation
Who do you think you are?
Glowinkowski Predisposition Indicator
Problem Solving & Implementation Style
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Problem Solving & Implementation Style
© 2010 Glowinkowski™ International Limited
Incremental Radical
Problem Solving & Implementation Style
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Incremental Radical
• Prefers change to be in small incremental steps
• Is mainly interested in improving existing ways of doing things
• Prefers to look at a situation in detail
• Considers practical application more important than theory
• Prefers to deal with hard facts
• Prefers to evaluate all the available data before making a decision
• Prefers the more Radical solutions to problems
• Prefers to find different ways of doing things
• Enjoys seeing the bigger picture
• Enjoys thinking about how different ideas inter-relate
• Puts imagination before information when problem-solving
• Prefers to use intuition in order to solve problems
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Incremental Radical
Problem Solving & Implementation StyleThe Thinking Dimension
Problem Solving & Implementation Style
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Incremental Radical
Focused
Flexible
• Tends to be single minded in pursuit of an outcome
• Prefers to work with deadlines
• Prefers work that requires attention to accuracy and detail
• Prefers to have a clearly defined objective in mind
• Is highly organised in how they carry out their activities
• Prefers their activities to be prioritised
• Finds it easy to move on to something new• Enjoys seeing the value of new approaches• Sometimes feels that detailed preparation can inhibit effectiveness• Prefers keeping their options open• Prefers less structure and organisation applied to their activities• Tends not to prioritise their activities
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Problem Solving & Implementation StyleThe Achieving Dimension
Focused
Flexible
Problem Solving & Implementation Style
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Incremental Radical
Focused
Flexible
PLANNER STRATEGIST
PRACTITIONER VISIONARY
• Generate practical and realistic ideas
• Are well organised and create plans with clear priorities
• Can be resistant to change
• Prefer gradual improvement and realistic ideas for change
• Like to have several different practical tasks on the go at once
• Many find themselves with too much on the go at once
• Like to put structure around large scale, complex problems
• Comfortable making considerable changes to what already exists
• Can be uninterested in day to day nuts and bolts issues
• Look at the bigger picture and future possibilities that exist
• Create radically different ideas that represent tangible change
• Less interested by the practicalities of turning ideas into reality
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Planner
Practitioner
Strategist
Visionary
Problem Solving and Implementation Style
M Bennison
RadicalIncremental
Evolutionary
Revolutionary
1
• Smaller steps, controlled improvements, existing practices, well-regulated
• Bigger shifts, bigger picture, different approaches
Practical Conceptual2
• Clearly connected ideas, maps/models, today’s problems
• Disconnected ideas, lack of coherence, tomorrow’s problems
Rational Intuitive3
• Hard facts, logic-based, evidence, evaluated data
• Insight, imagination, less data, “gut-feel”
The way we generate ideas and relate to change and problem-solving
The way we like to assimilate new information
The way information is used for decision making
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Problem Solving & Implementation StyleThe Thinking Dimension
4 5 6
Our standards and how much
we are prepared to vary them
• Outcome focused, persistent, repeated effort to get result, more interested in outcome
• Flexible approach, changes direction, values new approaches, enjoys the journey
• Ties up loose ends, works to deadlines, accuracy and detail, clearly defined goals
• Accuracy not that important, keeps options open, not full attention to one thing
• Personal standards of excellence, impatient with errors, satisfaction with detail
• 80/20, fit for purpose, prepared to cut corners in order to deliver
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Problem Solving & Implementation StyleThe Achieving Dimension
Focused
Flexible
Outcome
Spontaneous
Conscientious
Cursory
The style of task delivery
The degree of thoroughness
in our approach
Perfectionist
Pragmatist
Communication & Interpersonal Style
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Communication & Interpersonal Style
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Extraversion Introversion
Communication & Interpersonal Style
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Extraversion Introversion
Communication & Interpersonal Style
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Extraversion Introversion
Collectivist
Individualist
Communication & Inter-personal StyleThe Extraversion Dimension
• Enjoys the company of others• Prefers to talk problems through• Enjoys large social gatherings• Considers having a good time as a priority• Feels comfortable in social situations• Feels comfortable when meeting new
people
• Enjoys own company
• Prefers to think through a problem before stating an opinion
• Finds it easy to be on their own
• Is serious minded
• Tends to feel ill at ease in new and large social situations
• Prefers to mix with people they know
© 2010 Glowinkowski™ International Limited
Extraversion Introversion
Communication & Inter-personal StyleThe Agreeableness Dimension
• Is not concerned about personal popularity• Prefers to deal with the task to be done rather than people• Tends to be cautious when dealing with others• Finds it easy to take an opposing view• Asks tough probing questions• Assumes that their views will be found acceptable
• Prefers to avoid saying hurtful things to others
• Is concerned about the needs of people that they know
• Finds it easy to trust people
• Would prefer to co-operate than compete
• Finds it easy to conform
• Tends to be discreet about their accomplishments
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Collectivist
Individualist
Communication & Interpersonal Style
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Extraversion Introversion
Collectivist
Individualist
ENCOURAGER SUPPORTER
CHALLENGER INDEPENDENT
• Open, assertive, prepared to debate and challenge others’ views
• Focused on achieving their own agenda, but reasonable on compromising to achieve group goals
• Rational, reserved, possibly detached, comfortable pursuing own interests
• Keep views to themselves but possess good insight to group issues
• Speak when necessary and comfortable expressing opposing view
• Sociable, outgoing, helpful
• Creates good atmosphere through sympathetic response
• Natural tendency to be uncomfortable dealing with conflict, hold back from tackling difficult situations
• Unassuming, considerate, trusting
• Focused on achieving group goals
• Can appear unfriendly at first, but are good listeners and offer rather than impose solutions
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Challenger
Independent
Encourager
Supporter
Communication & Interpersonal Style
M Bennison
1
• Enjoys company of other people, draws from their energy, happy to talk things through
• Enjoys own thinking and ideas, less energised by social scene, happy to work on own
2
• Can be socially ascendant, forceful, speak without hesitation, can speak mind
• Happy to keep thoughts to themselves, hesitant to speak mind, could be submissive
3
• Dominated by pleasure-seeking, pursuit of pleasure (in both work and play)
• Dominated by sense of duty, life is a serious endeavour not to be trifled with
4
• Comfortable in social situations, comfortable meeting new people
• More hesitant in social situations, less comfortable meeting new people
The way social engagements affect individuals and energises them
The way we interact with others
The way we’re orientated towards life and pleasure-seeking
The individual’s tendency to feel comfortable within the broader social context
© 2010 Glowinkowski™ International Limited
Extraversion Introversion
Communication & Inter-personal StyleThe Extraversion-Intraversion Dimension
Outgoing Reserved
Asserting Accepting
Fun-loving Serious-minded
Socially assured Socially uncertain
Communication & Inter-personal StyleThe Agreeableness Dimension
5 6
The significance of personal
relationships
7
Our views on people’s motives
The tendency to challenge/comply
in a group
• Likes to be liked, concerned with
conflict and confrontation,
personal relationships key
• Less concerned with popularity,
more task orientated
• Takes people at face value, people are essentially
honest
• Cautious, cynical, people are essentially dishonest
• Tends to co-operate not
compete, fits in, prefers to
comply
• Tends to disagree, easy to take
opposing view, asks tough questions, devil’s advocate
8
How an individual sees themselves in
relation to others
• Discreet about achievements,
hides light under a
bushel, gets on with it
• Enjoys talking about achievements, likes
praise, can be demanding
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Collectivist
Individualist
Affiliative
Unaffiliative
Trusting
Questioning
Conforming
Dissenting
Modest
Assuming
A little magic!
Feelings & Self-Control
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Feelings & Self-Control
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At-Ease Ill-at-Ease
Feelings & Self-Control
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At-Ease Ill-at-Ease
Feelings & Self-Control
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At-Ease Ill-at-Ease
Disciplined
Impulsive
Feelings & Self-Control
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At-Ease Ill-at-Ease
Disciplined
Impulsive
COMPOSED CONTAINED
ENERGISED EXPRESSIVE
Feelings & Self-Control
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At-Ease Ill-at-Ease
Disciplined
Impulsive
COMPOSED CONTAINED
ENERGISED EXPRESSIVE
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• Feels Relaxed
• Feels positive and contented with their life experience
• Tends to look at the future optimistically
• Experiences positive self esteem
• Tends to feel tense and stress orientated
• Discontented and feels a degree of anger in relation to past experience
• Tends to look at the future pessimistically
• Experiences low self esteem
At-Ease Ill-at-Ease
Feelings & self-controlThe Emotionality Dimension
Our predisposition to “controlling” our
urges
• Tends to manage urges more effectively, no need for instant gratification, can hold their tongue – “think before speak”
• Less able to manage urges effectively, could be frustrated, “speak before think”
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Feelings & Self control The Impulsiveness DimensionDisciplined
Impulsive
1
• Lower levels of anxiety, not dwell on things, less apprehensive
• Tendency to worry and dwell on things that have gone wrong, apprehensive
2
• Takes a relaxed view, “c’est la vie”, laid back
• Tendency to get frustrated, even discontent and possibly bitter
The predisposition to worry and get apprehensive
The tendency to get frustrated, or angry, in relation to difficulties
3
• Greater confidence in future, excited by future and possibilities, tend not to be too discouraged
• More negative view, not sure of role in future or what it means, concerned
The tendency to view things in a positive or negative light
4
• Have good self-worth, hold good self-image, confident, not so self-critical
• Less self-worth, lower value and belief in self, self critical, “hard on oneself”
The way we value ourselves, irrespective of the view of others
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Feelings & self-controlThe Emotionality Dimension
At-Ease Ill-at-Ease
Relaxed Tense
Placid Discontented
Optimistic Pessimistic
Self-confident Self-conscious
Learning Style & Environment
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Conceptual(Theoretical)
Outgoing(Active)
DOING(Workshop)
DISCUSSING(Seminar)
TESTING(Laboratory)
READING(Theoretical)
Practical(Practical)
Reserved(Reflective)
Creativity & Entrepreneurship
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Developing Transforming
Internalise
Externalise
Considered trial of improvement to the
existing
A measured approach to communicating change
Enthusiastic promotion of adaptations to a
theme
Rigorous pursuit of ground-breaking
ideas
Influencing orientation
Low Medium High
• Evolutionary• Conforming• Conscientious
• Revolutionary• Dissenting• Cursory
• Accepting• Pessimistic• Disciplined
• Asserting• Optimistic• Impulsive
DIMENSIONS SUB-SCALES ESSENCE STATEMENT
CLARITY Long-term directionIntegration
Co-ordination
Well established long term directionPeople’s/Groups activities are well
integratedMaking progress toward long term
direction
CHALLENGE InnovationAchievement
Encouraged to try new approachesStretched with goals that are
challenging/realistic
CHANGE ORIENTATION MotivationAdaptabilityFlexibility
Take action before being directedMinimum of unnecessary proceduresA readiness/enthusiasm for change
AUTONOMY IndependenceAccountability
Effort
Does not always have to check/ask permission
A feeling that the individual can make a difference
Prepared to work beyond job remit
RECOGNITION RewardFeedback
Value & Appreciation
Differential relation between reward and performance
Receiving effective feedbackFeeling of being valued and
appreciated
INVOLVEMENT CommitmentTrust
Synergy
Committed to the teams long-term direction
Proud to be part of the teamWhole is greater than the sum of parts
SUMMARY TABLE OF CLIMATE FRAMEWORK
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