human synergistics serbia katalog proizvoda

Catalog of Products and Services2008

Changing the World—One Organization at a Time®

1

introducing the circumplex

Copyright © 2008 by Human Synergistics International. All Rights Reserved. www.humansynergistics.com

ordering information 77-80

training and special services 71-76

organizational development 55-70

Measure organizational culture, levers for cultural change, andoutcomes of culture—including customer service styles and qualityof service.

team development 35-54

Measure team performance, synergy, group and member styles, theteam skills of members, and the quality of group processes.

individual development 13-26

Measure personal orientations and thinking and behavioral stylesrelated to on-the-job effectiveness, quality of interpersonal relation-ships, and satisfaction and health.

introducing the circumplex 7-12

ContentsThe HSI catalog is your resource for products and services for individual, leadership,team, and organizational development. This catalog provides you with an introduction toour assessments, simulations, workshops, and other services. We’ve included a ProductUser’s Guide (see back pocket) to help you decide which HSI products best meet yourtraining and development needs.

leadership development 27-34

Measure leadership impact and effectiveness as well as leader/managerial strategies, skills, and styles.

The driving force behind HSI’s integrated system fororganizational measurement and development, theCircumplex brings performance full circle.

Try our product training workshops, executive coaching,and assessment scoring.

Order HSI products and services via phone, email,and fax. We look forward to serving you.

pricing information* Back Pocket

product user’s guide Back Pocket

translation grid Back Pocket

*All prices are subject to change without notice.


2 www.humansynergistics.com Copyright © 2008 by Human Synergistics International. All Rights Reserved.

WelcomeWelcome to the Human Synergistics Internationalproducts and services catalog.

Thank you for your interest in Human SynergisticsInternational (HSI). We have designed this catalog toassist you in selecting the products and services that aremost relevant to your training and developmentobjectives.

What We Do

Since 1970, HSI has been working with organizations,their members and consultants to strengthenperformance and turn challenges into opportunities. Weare committed to providing you with research-basedmaterials that:

• Engage and motivate people

• Inspire sustained change

• Measurably improve organizational performance

A Broad Client Base

When you choose HSI, you’re in good company. We’reproud to provide high quality assessment and develop-ment materials to human resource specialists, organiza-tional development practitioners, executive coaches,counselors, teachers, and trainers. More than 10,000public and private sector clients, as well as 3,000consultants, have used our products.

Looking for proven performanceimprovement solutions?

Out of the DesertHSI is perhaps best known for itsfirst team-building simulation, theDesert Survival Situation™, intro-duced in 1970. In fact, Desert hasbeen cited as the most widelyused training and developmenttool in the world. Our capabilities,however, extend far beyond thedesert and group processsimulations.

HSI works with organizations toassist them in reaching their fullpotential by strengthening theirindividual contributors, leaders,work teams, and cultures.

Our assessments and simulationshave helped over 20 millionindividuals enhance their effec-tiveness and achieve greaterlevels of success.

3



Respected ProductsHSI publishes some of the most highly respected andwidely used training and development materials in theindustry. Specifically, we offer:

Assessment and Measurement Tools

Our diagnostics include inventories for self-development,360° surveys for feedback, group assessments for teambuilding, as well as organizational culture and climatesurveys for system-wide change.

Simulations and Exercises

Our experiential learning products include survivalsimulations for team development, business simulationsfor team-based learning, and focused exercises forpromoting quality, safety, and organizational change.

Support Materials

To ensure that participants gain the most from yourdevelopment programs, we provide an array of supportmaterials that complement and enhance your use of HSIproducts:

Leader’s Guides. Simplify and strengthen the process ofplanning and conducting your programs with compre-hensive leader’s guides full of tips and techniques toeducate and engage participants.

Self-Development Guides. Reinforce critical learningpoints and help participants initiate change with theseeasy-to-use resources.

Videos and Other Visual Aids. Enliven your programdelivery and facilitation with dynamic videos, DVDs, andslides that vividly bring the content “to life.”

Specialized Activities. Take your programs to the nextlevel with simulation observer’s guides and otheractivities to help participants build upon the learningexperience.

From highly respectedassessments and simulations toinnovative support materials,look to HSI for everything youneed to succeed.



IndividualPages 13-26

HSI individual assessmentsprovide the catalyst forchange and improvement ina variety of areas by provid-ing feedback and coachingon individual thinking andbehavioral styles.

HSI organizational assess-ments help members take acloser look at how they dothings—and determinewhat they can improve tobecome more successful.These assessments take or-ganizations to the heart ofperformance problems, andpromote solutions that drivemeasurable, sustainedchange and improvement.

OrganizationPages 55-70

• Life Styles Inventory™(LSI 1 and 2)

• The Leader WithinTM

• Stress Processing Report™(SPR)

• LSI Conflict™

• The AMA DISC Survey™

• Organizational CultureInventory® (OCI)

• OrganizationalEffectivenessInventory™ (OEI)

• Corporate Ethics Audit™(CEA)

• Customer Service StylesSurvey™ (CSSS)

• Culture for DiversityInventory™ (CDI)

TeamPages 35-54

HSI group assessments enableteam members themselvesto generate feedback on thebehavioral styles that emergewhen they work together.Work teams can use thisinformation to drive changesthat significantly impact theirability to produce results.

• Group Styles Inventory™(GSI)

• Acumen Team WorkStyles™(TWS)

• Acumen Team Skills (TSK)

• Observer’s Guides™

Inspire the skills and behaviorsthat propel performance—andsustain success.

AssessmentsThat Drive Positive ChangeBeginning with the Life Styles Inventory™ (LSI) in 1970, HSI has continued toprovide assessments and measurement products based on sound theory,thorough research, and careful development and testing.

Our standard—and our continuing goal—is to offer products that meetrigorous academic and psychometric standards while being practical andrelevant to the real world.

Each HSI assessment is designed to:

Measure current performance

Identify strengths and development opportunities

Pinpoint barriers to successful performance

Develop more productive behaviors

Monitor change and improvement over time

HSI assessments address development needs at the individual, leader, team, andorganizational levels.

• Leadership/Impact® (L/I)

• Management EffectivenessProfile SystemTM (MEPS)

• Acumen LeadershipWorkStyles™ (LWS)

LeadershipPages 27-34

HSI leadership assessmentsprovide leaders with uniqueinsights into their leadershipstyles and strategies and howthey impact the behavior andperformance of those beingled. Organizational leaderscan use this information toimprove both personal andorganizational effectiveness.

5



Take your teams further than they’ve ever gone.

SimulationsThat Accelerate Team PerformanceWhen HSI introduced the Desert Survival Situation™ ourclients couldn’t get enough of this innovative team activitybased on the concept of synergy—that people workingtogether can achieve better results than theycan individually.

We built on Desert’s success by developing a complete line ofsurvival simulations. Next, we were among the first in the industryto offer business simulations: team-building exercises that also teachcritical business-related skills. We recently added the Challenge Series ofexercises which combine team building with learning opportunities aroundstrategic planning, performance management, and other importantorganizational processes.

HSI Simulations are designed to:

Teach the interpersonal (people) and rational (task) behaviors involved insuccessful teamwork

Demonstrate the impact of constructive group styles on performance

Improve group problem-solving skills and decision-making effectiveness

Strengthen cooperation and communication among group members

In addition to our survival and business simulations, HSI also offers The CultureChange Series and the Safety Series (see page 52).

The Survival SeriesPages 44-47

A complete solution toyour team developmentneeds, these high-impactexercises provide a “safe,”controlled environment forlearning and practicingeffective group processskills and behaviors.

This collection of sevendynamic team exercisesfocuses on contemporaryissues relevant tomanagers—while alsopromoting effective groupprocess skills andbehaviors.

The Challenge SeriesPages 50-51

• Cascades

• Reef

• Bushfire

• Desert

• Subarctic

• Jungle

• Desert II

• Earthquake

• Tsunami

• Constructive Negotiations

• Critical Thinking

• Ethical Decision

• Organizational Change

• Performance Management

• Project Management

• Strategic Planning

The Business SeriesPages 48-49

From conducting effectivemeetings to resolvingcustomer complaints, ourbusiness simulations stretchyour teams to reach theirpotential.

• Project Planning

• Meeting Effectiveness

• Customer Complaint

• Turnaround™

The Culture ChangeSeries Pages 68-69

Consultants involved inculture change initiativescan use these simulations tointroduce organizationmembers to culture andteach them how it “works.”

• Envisioning a Culturefor Quality™

• Cultural ChangeSituation™



Product training workshops to prepare you touse our assessments and simulations to their fulladvantage.

Coaching support to assure successful integrationof our products into your consulting and traininginitiatives.

Consulting services when and where you needthem, for assistance with program design, implemen-tation, and/or delivery. Our network of associateconsultants extends nationwide.

International services and products in multiplelanguages to support your global projects. We haveaffiliate offices in many other countries andassociate consultants worldwide.

Web-based options that enable you to addspecial questions and demographic items to ourorganizational surveys.

Scoring services to reduce your workload andensure the efficient, confidential processing of yoursurvey data and reports.

Responsive, consultative support for theexpertise and assistance you need to introduce anHSI assessment or monitor the ongoing impact oforganizational change programs.

Online asessments and service too...Many of our asessments are currently availableonline. Check with your account manager foravailability and details.

Customer-Oriented Services

HSI offers a wealth of servicesto consistently ensure yourprofessional success.

360° ServiceHSI always puts you first. It’s evident inthe products we sell, the services weprovide, and the results we help youachieve.

This dedication to your success is atradition we’re proud of, and one wework hard to maintain.

Our sales representatives, scoringdepartment, administrative team, andresearch staff will support you fromevery angle—before, during, and afteryour program or intervention.

We hope you’ll turn to HSI—and keepreturning—for respected, timelessproducts and “cut-above” services thatput proven solutions within your easyreach.

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The Circumplex

Group Processesand Members’ Styles

PersonalStyles

Leadership Stylesand Impact on Others

Culture(Norms and Values)

Individuals

Teams

Leadership

Organizations

©



All you need to know.Introducing the Circumplex,the driving force behind HSI’s integratedsystem for organizational measurement,feedback, and development.

What makes organizationalchange happen?

In a word, people.

People make the organization. So how do you getpeople to work toward a better organization? How doyou get everybody on the same page, at the sametime, moving in the right direction?

Use the same language.

Whether you are measuring individual, team ororganizational effectiveness, the circumplex providesa common and consistent language for feedback,analysis, and change initiation.

What can this circle tell you aboutimproving organizational performance?

Look at Performance—From All AnglesThis circle, called the Circumplex,has the answers.

Developed by psychologistDr. J. Clayton Lafferty over 30years ago, the HSI Circumplex wasone of the first to be used for devel-opment purposes. Over the past 25years, Dr. Robert A. Cooke hasdirected numerous studies tovalidate the Circumplex andconfirm the reliability of HSIsurveys based on it.

The Circumplex provides a way to“see” what drives performance—thatof individual contributors, leaders,work teams—in short, the entireorganization. It breaks the factorsunderlying performance down into 12ways or “styles” of thinking, behaving,and interacting. Some styles areeffective and productive; some arenot. Whether effective or not, they alldescribe what’s happening inside theorganization and provide a directionfor change and development.

©

9



The Circumplex is the driving force behind HSI’s integratedsystem for organizational measurement, feedback, anddevelopment. Our Circumplex-based surveys measure thefactors that drive performance at multiple levels through-out organizations. These surveys include:

Individual Level:

Life Styles Inventory™ (LSI)(measuring individual thinking andbehavioral styles)

Leadership Level:

Acumen Leadership WorkStyles™ (LWS)(the styles exhibited by leaders)

Leadership/Impact® (L/I)(the impact of leaders on the behaviorof others)

Team or Group Level:

Group Styles Inventory™ (GSI)(group-level patterns of interaction)

Acumen Team WorkStyles™ (TWS)(styles exhibited by individuals in teamsettings)

Organizational Level:

Organizational Culture Inventory® (OCI)(behavioral norms and expectations)

Organizational Effectiveness Inventory™ (OEI)(outcomes of, and factors leading to, culture)

Culture for Diversity Inventory™ (CDI)(norms related to diversity management)

Linked together by the Circumplex, these assessmentsprovide a structured system for taking a close look at anorganization to decide what’s working, what’s not, and howto fix it.

How can you use the Circumplex toimprove organizational adaptabilityand effectiveness?

Combine Views for a Clearer Picture

A Well-Rounded SolutionHSI’s Circumplex surveys are the tools youneed to initiate, guide, and monitororganizational change initiatives. Useour integrated system to:

Analyze and understand the organiza-tion at different levels: its culture andsubcultures, the climate of groups andteams, and the personal styles of leadersand members.

Combine the feedback to identify areasof concern: counter-productive norms andstyles that work against integration andadaptability and, in turn, reduceeffectiveness.

Decide how the organization could—and should—perform: identify targets interms of member satisfaction and engage-ment, cooperation and coordination withinand across teams, and organizational servicequality, growth, and innovativeness.

Identify the Circumplex styles that areholding the organization back: and,more importantly, the styles that should bepromoted and strengthened to meetperformance objectives.

Give members the information andtools needed to initiate targeted andconsistent changes: with changes at theorganizational level reinforcing those at theindividual and team levels (and vice versa).

Profile and monitor the organization’sprogress over time: use follow-upassessments to gauge progress, redirectchange efforts, and link changes in cultureto improvements in performance.



The Circumplex provides the foundation for HumanSynergistics International’s integrated measurementsystem for individual, leader, group, and organizationaldevelopment. The Circumplex identifies 12 specificpatterns of thinking and behaving which cluster into 3general styles: Constructive, Passive/Defensive, andAggressive/Defensive.

These styles are described below and on the next page asthey relate to the behavior of organizational members andare measured by the Life Styles Inventory™.

Aggressive/Defensive Styles

The Aggressive/Defensive styles include (7)Oppositional, (8) Power, (9) Competitive, and (10)Perfectionistic. These styles reflect self-promotingthinking and behavior used to maintain one’s status/position and fulfill security needs through task-related activities. Though sometimes associated withshort-term success, these styles lead to stress, createconflict, and result in inconsistent performance.

Passive/Defensive Styles

The Passive/Defensive styles are (3) Approval, (4)Conventional, (5) Dependent, and (6) Avoidance.These styles represent self-protecting thinking andbehavior that promote the fulfillment of securityneeds through interactions with people. However,in doing so, they interfere with personal effective-ness and negatively impact individual health andwell-being.

Constructive Styles

The Constructive styles include (11) Achievement,(12) Self-Actualizing, (1) Humanistic-Encouraging,and (2) Affiliative. These styles characterize self-enhancing thinking and behavior that contribute toone’s level of satisfaction, ability to developproductive relationships and work effectively withpeople, and proficiency at accomplishing tasks.

Which styles describe your organization,teams, and members now?

Which describe where you want them to be?

©

11



Number

11

Humanistic-

Encouraging

Reflects an interest in the growth and development of people, a high positiveregard for them, and sensitivity to their needs. People high in this style devoteenergy to coaching and counseling others, are thoughtful and considerate, andprovide people with support and encouragement.

DescriptionName

2 Affiliative Reflects an interest in developing and sustaining pleasant relationships.People high in this style share their thoughts and feelings, are friendly andcooperative, and make others feel a part of things.

1

Achievement Based on the need to attain high-quality results on challenging projects, thebelief that outcomes are linked to one’s effort rather than chance, and the tendencyto personally set challenging yet realistic goals. People high in this style think aheadand plan, explore alternatives before acting, and learn from their mistakes.

12 Based on needs for personal growth, self-fulfillment, and the realization of one’spotential. People with this style demonstrate a strong desire to learn andexperience things, display creative yet realistic thinking, and have a balancedconcern for people and tasks.

Self-Actualizing

Constructive Styles

Number

3 Approval Reflects a need to be accepted and a tendency to tie one’s self-worth to beingliked by others. People high in this style try very hard to please others, makegood impressions, and be agreeable and obedient.

DescriptionName

4 Conventional Reflects a preoccupation with conforming and “blending in” with the environ-ment to avoid calling attention to one’s self. People high in this style tend to relyon established routines and procedures, prefer to maintain the status quo, andwant a secure and predictable work environment.

5 Dependent Reflects a need for self-protection coupled with the belief that one has littledirect or personal control over important events. People high in this style allowothers to make decisions for them, depend on others for help, and willingly obeyorders—possibly as a result of recent changes in their personal or work lives.

6 Reflects apprehension, a strong need for self-protection, and a propensity towithdraw from threatening situations. People high in this style “play it safe” andminimize risks, shy away from group activities and conversations, and react tosituations in an indecisive and non-committal way.

Avoidance

Passive/Defensive Styles

Number

7 Oppositional Reflects a need for security that manifests itself in a questioning, critical, andeven cynical manner. Though people high in this style ask tough questions thatcan lead to better ideas, they might also emphasize even minor flaws, usecriticism to gain attention, and blame others for their own mistakes.

DescriptionName

8 Power Reflects needs for prestige and influence, and the tendency to equate self-worth with controlling others. People with strong tendencies toward this styledictate (rather than guide) others’ actions, try to run everything themselves,and treat others in aggressive and forceful ways.

9 Competitive Based on a need to protect one’s status by comparing one’s self to others,outperforming them, and never appearing to lose. People high in this styleseek recognition and praise from others, view even non-competitive situ-ations as contests or challenges to “prove” themselves, and try to maintain asense of superiority.

10 Based on the need to attain flawless results, avoid failure, and the tendency toequate self-worth with the attainment of unreasonably high standards. Peoplehigh in this style are preoccupied with details, place excessive demands onthemselves and others, and tend to show impatience, frustration, and indiffer-ence toward others’ needs and feelings.

Perfectionistic

Aggressive/Defensive Styles



The Circumplex: SummaryHSI’s integrated and multi-level system for measurement and development enables organizations to initiatechange programs at the individual, leader, group, and organizational levels, either simultaneously orsequentially.

Our distinctive Circumplex provides the base for our quantitative measurement instruments as well as acommon language to link multi-level development efforts. Our Circumplex-based surveys demonstratestatistical reliability and validity in capturing styles of thinking, behaving, and interacting through 12 differentpatterns. These patterns of thinking, behaving, and interacting provide a structured way of taking a close lookat an organization, a work team, and the individuals within them, to decide what’s working, what’s not andhow to fix it.

Measure and analyze performance at different levels:Individual, leader, work team, and organizational (and sub-unit) levels.

Combine this feedback to identify areas of concern:Those weak spots that, over time, can send performance into a downward spiral.

Decide how an organization could and should perform:What people should be doing to take the organization where it needs to go.

Determine the styles (specific patterns of behavior) that hold the organization back or propel it forward:Identify which styles people need to develop or strengthen to move forward.

Give people the information and tools they need to make targeted, consistent changes in their behavior:Changes that, when combined, drive the organization to meet its potential.

Chart and follow an organization’s progress toward improvement goals over time:Re-assess performance, and re-direct as needed, to stay on the right track.

©

INDIVIDUALDEVELOPMENTPRODUCT LISTING

individual development

Measure personal orientations and thinking

and behavioral styles related to on-the-job

effectiveness, quality of interpersonal

relationships, and satisfaction and health.

Life Styles Inventory™ (LSI 1 & 2)

The Leader WithinTM

LSI Conflict™

Stress Processing Report™ (SPR)

The AMA DISC Survey™

Books on Individual Development



Life Styles Inventory™ 1 (LSI 1)

A versatile assessment for organizationdevelopment and change, beginning withindividual members.

IndividualDevelopment

Product


Strengthen your organizationthrough individual development.Give your managers and employeesthe opportunity to learn aboutthemselves, initiate positive changes,and improve their performance withthe Life Styles Inventory.

PRODUCT APPLICATION

Use the LSI to:• Initiate self-development efforts

by organizational members—regardless of their level in thehierarchy, functional specializa-tion, or tenure with theorganization

• Sharpen interpersonal skills byenabling people to recognizeand redirect defensive behaviors,as well as strengthen behaviorsthat enhance communicationand improve relationships

• Increase productivity throughself-awareness; enable people tochange their behavior so thatthey accomplish tasks moreeffectively and efficiently

LSI 1 is a validated self-report survey thatenables people to take a close, revealing lookat themselves. In 20-30 minutes, a participantcompletes the LSI by responding to words andshort phrases in terms of the extent to whichthey describe him or her. These items measurepatterns of thinking and behavior correspond-ing to the 12 styles on the Circumplex (seepages 7-12).

By transferring LSI scores to the Circumplex,respondents are provided with a “picture” ofthe ways in which they approach their workand interact with others. The profile enablesrespondents to see how they describedthemselves in relation to the self-descriptionsof 9,000 other respondents.

The Life Styles Inventory 1 provides people with insightfuland otherwise unavailable information on their thinkingand behavioral styles—information that can be used forself discovery, self monitoring, and self development.

Know Thyself —SocratesLSI helps people to get to know themselves. It providesfeedback on patterns of thinking that are Constructive andproductive as well as those that are Defensive andcounter-productive. Guided by this feedback, theindividual can improve upon what is good and work tochange what could be better. The results: improvedindividual well-being and enhanced performance.

How the LSI 1 Works

The completed profile reveals the extent towhich the individual’s styles are Constructive,Passive/Defensive, or Aggressive/Defensive.On the basis of this feedback, respondents canelect to change their thinking and embark onpersonal development programs to enhancetheir effectiveness.

A 70-page Self-Development Guide is providedto help respondents understand the significanceand implications of their profiles. The Guideexplains the possible “roots” of the 12 thinkingstyles, discusses their effects, and offers strate-gies for self development.


15Copyright © 2008 by Human Synergistics International. All Rights Reserved. www.humansynergistics.com

Options for Administering the LSI 1LSI can be administered and scored in paper &pencil format, through Internet Data Collection(IDC), or via our new Web-based sites.

The traditional paper & pencil version of the LSI,printed on NCR (no carbon required) paper, allowsrespondents to hand score the survey and profiletheir results. This version of the LSI is ideal forprogram designs that call for the administrationand scoring of the survey on-site during thesession, class, or conference.

The IDC option is appropriate for large-scaleadministrations of the survey. Human Synergisticsemails participants invitations to fill out the surveytogether with a Web link, user name andpassword. Respondents complete the LSI at theirconvenience, prior to the program. Profiles aregenerated and provided to the facilitator within 7to 10 business days after the surveys arecompleted.

The new Web-based version of the LSI is themost versatile. Like the IDC option, respondentsare provided a user name and password tocomplete the LSI online. (Facilitators areprovided with an account to set up these namesand passwords.) Unlike the IDC, however, resultsare real time and can be provided in threedifferent ways.

LSI 1 Survey Online makes results available tothe facilitator, who can then provide participantswith their results along with paper-based copiesof the Self-Development Guide.

LSI 1 Profile Online provides results immedi-ately, online, to the participant and thefacilitator. Participants are provided with paper-based Self-Development Guides, either beforeor after receiving their feedback.

LSI 1 Kit Online is totally Web-based andprovides participants with their results alongwith an interactive Self-Development Guide,customized to emphasize their strongest styles.

individual developmentPlease refer to the back of the catalog for the Pricing Guide.

Life Styles Inventory™ (LSI)PARTICIPANT MATERIALSLSI 1 Full Kit

DI 95100• Self-Description Inventory• LSI 1 Self-Development Guide (SDG)• Profile Summary Cards

LSI 1 Basic KitDI 99100• Self-Description Inventory• LSI 1 Self-Development Guide

LSI Profile Summary Cards w/FolderDI 9510136-card deck provides “at-a-glance”interpretation of LSI scores.

LSI Post TestDI 98101

LSI Prescription for Change DI 96100Guides formation of a developmentplan based on LSI scores.

LSI 1 Survey (Online)DI 95401Online profile available to consultantonly. Includes paper SDG.

LSI 1 Profile (Online)DI 95402Online profile available to consultantand participant. Includes paper SDG.

LSI 1 Kit (Online)DI 95404Online profile available to consultantand participant. Includes online,interactive SDG.

SCORINGLSI 1 per inventory

CS 89001LSI 1 per group profile

CS 89025

FACILITATOR MATERIALSLSI Leader’s Guide

DI 99110Everything you need to conductinteresting and effective LSIprograms.

LSI Mastery CardsDI 12100Fun and informative team exercisefor learning about and understand-ing the 12 styles.

LSI TransparenciesDI 05111Set of 20 attractive, full-colortransparencies assists with LSIscoring and debriefing of results.

LSI 1 PowerPoint® PresentationDI 05108Set of 21 full-color slides assists withLSI scoring and debriefing of results.

LSI 1 Blank Profile TransparencyDI 05104

LSI Flipchart PadDI 99120The LSI Circumplex on 25 largesheets for easy profiling and display.



Developed over 30 years ago, the Life StylesInventory 2 (LSI 2) was one of the first valid andreliable 360° feedback tools on the market.

The LSI 2 provides information to address the “blindspots” that can derail performance improvement.With the LSI 2, your people can gather feedback onothers’ perceptions of their behavior—fromco-workers, direct reports, and/or bosses.

When used in conjunction with LSI 1 results, LSI 2feedback provides powerful insights that individualscan use to adjust and fine-tune their developmentplans.


A pioneering 360° assessment that provides a well-roundedview of individual performance.


Product

Reliable andConfidential FeedbackThe LSI profile is a “snapshot” thattells individuals where they are now.

It shows them their currenttendencies toward behaviors thateither lead to or block effectiveperformance.

The LSI profile enables members ofyour organization to harness thepower of feedback and use it toenhance performance. LSI 2 providesa confidential, reliable method ofgathering feedback and presents it ina frank and direct manner.

From there, individuals use the LSI 2Self-Development Guide as acompass to interpret their feedbackfrom others. A self-developmentplanner is included for each of the 12styles, allowing individuals toformulate a plan to change behavior,if desired.


How we see ourselves is notalways the same as how otherssee us. In fact, these two “views”can be as different as night andday. Get the whole picture withthe Life Styles Inventory 2.

The LSI 2—completed by five trustedassociates—shows how others perceivean individual in terms of the same 12styles measured by the LSI 1.

By comparing LSI 1 results with LSI 2results, individuals can identify gapsbetween how they see themselves andhow others see them. These gaps mayrepresent important areas fordevelopment.

How the LSI 2 Works



The Value of Post-TestingTo be effective, individual development must be ajourney that never ends. Highly recommended forall HSI assessments, post-testing enhances the valueand “pay-off” of the assessment experience bykeeping the improvement process moving forward.

Use post-testing to:

Monitor performance improvement initiativesover time

Redirect development plans as needed

Engage and inspire individuals to work towardtheir development goals

SCORINGLSI 2 per participant (up to 5)

CS 89002LSI 2 per participant (beyond 5)

CS 89013LSI 2 per group profile

CS 89026

FACILITATOR MATERIALSLSI Leader’s Guide

DI 99110Everything you need to conductinteresting and effective LSIprograms.

LSI Mastery CardsDI 12100Fun and informative team exercisefor learning about and understand-ing the 12 styles.

LSI 2 Blank Profile TransparencyDI 05105

For more information, please contact an HSI sales consultant.

Ideal for large-scale applications and/orgeographically dispersed groups, the LSIWeb-based version enables your employeesto respond to assessment items and submittheir responses via the Web.

AVAILABLE ONLINE



PARTICIPANT MATERIALSLSI 2 Kit

DI 43100• 5 Description by Others Inventories• LSI 2 Self-Development Guide• Scorer’s Worksheet and Instructions• Profile Supplement

LSI 2 Description by Others InventoryDI 42101

LSI 1 & 2 Full KitDI 41105• LSI 1 Full Kit plus LSI 2 Kit

LSI 1 & 2 Basic KitDI 41100• LSI 1 Basic Kit plus LSI 2 Kit

LSI 2 is available online.Please contact HSI for more information.

BEST VALUE!

BEST VALUE!

LSI 2 ProfileHow others described me

LSI 1 ProfileHow I described myself

LSI 2 Post-Test ProfileHow others currently see me

©




Life Styles Inventory Circumplex™

Effective individuals showSTRONGER tendencies along

the Constructive styles.

Effective individuals showWEAKER tendencies along theAggressive/Defensive styles.

Effective individuals showWEAKER tendencies along the

Passive/Defensive styles.



The Leader Within is a self-contained development programthat combines the Life Styles Inventory™ with individual andteam exercises, and guided discussion. It is a dynamicprocess for developing personal responsibility and achievingpeak performance.

The development program is intended for the organization’sindividual contributors, specialists, professionals and otherorganizational members who do not have managerial orsupervisory responsibilities.

As the name implies, The Leader Within focuses on the“leader” that resides within each one of us. Research showsthat internal motivation can be developed. Through thisprogram, your people will develop behaviors that enablethem to capitalize on their skills, and improve theirperformance potential.


Product


Your people are your competitiveadvantage. Are you taking advantageof all they have to offer? Take them tonew heights with The Leader Within.

The Effective Self-Leader

A Performance Improvement Target

The LSI profile of an Effective Self-Leader is shownbelow. Effective Self-Leaders relate to both tasksand people from a strong sense of self. Driven toachieve from within, they are also resilient—ableto recover quickly from setbacks and steer them-selves back on course.

©

The Leader Within™

A development program to help individualcontributors build self-leadership behaviors.

PRODUCT APPLICATION

Use The Leader Within to:• Build a solid, capable workforce

of individuals who consistentlypromote success and makepositive contributions

• Develop the attitudes andbehaviors that will enable youremployees to perform at theirbest every time, in any situation

• Encourage self-motivation and aproactive, constructive approachto relationships and tasks

• Strengthen the characteristicsthat make a good leader toenhance the “leader within”



A Solution for TodayThe Leader Within™ is a flexible program designedto meet the demands of today’s time-pressuredbusiness environment:

As a facilitator-led, one-day or half-dayprogram, The Leader Within is a powerful blendof individual and team exercises, assessmentactivities, and guided discussion.

As a self-paced, self-directed program, TheLeader Within development process is equallyeffective—without taking participants away fromthe job.

The Participant’s Workbook comes completewith everything you need to create an interactive,results-oriented learning experience in anytraining situation. And the Leader’s Guideprovides step-by-step program designs as well astips, techniques, and recommendations to makeevery program successful.

The program emphasizes self-relianceand the ability to reach one’s potential.It helps individual contributors todiscover:

How “taking charge” enables them tocapitalize on their skills and improvetheir performance

Why being self-managing is critical tolasting success and career resiliency

Which “self-leadership” behaviorsenhance their relationships andapproach to tasks

What current behaviors are obstaclesto personal effectiveness, and how tochange them

An integral part of The Leader Within isthe Life Styles Inventory™ (LSI 1), a self-assessment that measures thinking andbehavior along 12 patterns or “styles” ofthinking and behavior (see page 14). Aspart of The Leader Within program,participants complete the LSI and usetheir results to target current behaviorsthat support or stifle their performance.

To encourage and facilitate self-improvement, the program provides aperformance benchmark that directspositive change. The “Effective Self-Leader” profile acts as a “developmentcompass” that guides individualstoward effective self-leadershipbehaviors—and away from behaviorsthat prevent them from fulfilling theirpotential.

How The Leader Within Works


The Leader Within

PARTICIPANT MATERIALSThe Leader Within Participant’s Workbook

DI 94100Contains the LSI, the “Effective Self-Leader” profile, andeverything participants need for a successful learningexperience.

FACILITATOR MATERIALSThe Leader Within Leader’s Guide

DI 94110The facilitator’s resource for step-by-step instructions,recommendations, and tips for conducting an effectiveThe Leader Within program.

The Leader Within PowerPoint® PresentationDI 94116Add an attractive visual element to any facilitator-ledThe Leader Within program.

The Leader Within TransparenciesDI 94115The same full-color visuals as the PowerPoint®Presentation, but in transparency format.



LSI Conflict™

An inventory for measuring and improvingindividual approaches to conflict situations.

Disagreements are a fact of work life, but they don’t haveto stifle initiative and sideline performance. Your organiza-tion, whether it’s a business, non-profit, educationalinstitution, or government agency, can turn conflict into anasset. All it takes is a new approach toward resolvingdifferences that results in “win-win” situations—for thoseinvolved, and for your organization.

Conflict is a ChoiceA specific application of the LSI (see page 14), LSI Conflict isa confidential self-assessment that helps people take aclose look at whether their thinking and behavior helps orblocks their ability to deal constructively with conflictsituations.

Know What Works... and What Doesn’tAfter completing and scoring LSI Conflict, individualstransfer their scores to the Circumplex to create apicture or “profile” of their current approach to conflict.This approach can be either Constructive and supportachievement of “win-win” results, or Defensive andcontribute to counterproductive behaviors.

LSI Conflict is a tool for moving people from distributiveto integrative negotiating styles and, in turn, effective

problem solving.


Product

individual developmentPlease refer to the back of the catalog for thePricing Guide.

LSI ConflictPARTICIPANT MATERIALSLSI Conflict Kit

DI 62100• LSI Conflict Self-Description Inventory• LSI Conflict Self-Development Guide

FACILITATOR MATERIALSLSI Conflict Leader’s Guide

DI 62110Complete instructions for facilitating anLSI Conflict self-development program.

LSI Conflict TransparenciesDI 62112Set of 11 attractive, full-color transparencies assistwith LSI Conflict scoring and debriefing of results.

SCORINGLSI Conflict per inventory

CS 89022LSI Conflict per group profile

CS 89037

Results Through Action PlansUsing the LSI Conflict Self-DevelopmentGuide to learn about their conflict styles,individuals can decide what they need todo to improve their approach. Completingan action plan helps them to specify andcommit to behavior changes to enhancetheir conflict styles and improve theireffectiveness in all conflict situations.


Constructive differing is good; out-and-out conflict is not. Let LSI Conflictshow your people how to resolve theirdifferences and find an integrativesolution.

PRODUCT APPLICATION

Use LSI Conflict to:• Help individuals at all organiza-

tional levels learn to deal withconflict more constructively—forhigher quality decisions, increasedproductivity, and more harmoni-ous working relationships

• Improve the effectiveness ofself-directed work teams byidentifying barriers to constructivecommunication and enhancingcooperation throughout theorganization



What the SPR Measures

Self

Personal belief systemsand self-perception influ-ence how individualscope with stress.

Stress levels are affected byhow individuals perceivetheir relationships.

How individuals thinkabout and perform tasksadds to or detracts fromfeelings of stress.

What individuals chooseto do and their attitudetoward accomplishmentshave an impact on theirstress levels.

GoalsProcessOthers

• Self Image

• Past View

• Control

• Approval

• Growth

• Effectiveness

• Inclusion

• Interpersonal

• Intimacy

• Trust

• Receptiveness

• Synergy

• Cooperation

• Time Orientation

• Time Utilization

• Satisfaction

• Directedness

• Expectations

• Future View


An assessment for building a healthier, moreproductive workforce.

Stress has many causes. Job-related stresses includefriction with the boss, making an important speech orpresentation, or taking on a new job. Life changes can alsocause stress, such as divorce, loss of a loved one or aserious illness.

Research shows, however, that people also experiencestress as a result of life’s “small hassles,” such as having toomany things to do, or getting conflicting orders fromsuperiors.

Reduce Stress Levels WhileIncreasing EffectivenessThe SPR is a unique self assessment that measures howwell individuals deal with the stress they face at work,home and in everyday life. SPR identifies the currentthinking styles used by individuals to cope with stress andidentifies which of those thinking styles may be limitingtheir personal effectiveness and elevating their stresslevels. As individuals work to improve their thinking andbehavior, they also enhance their job performance.


Product


Stress is an integral part of everyday life.The Stress Processing Report shows yourpeople how to manage stress to maximizeperformance.

PRODUCT APPLICATION

Use the SPR to:• Assist individuals in improving

physical health and feelings ofwell-being, while increasingsatisfaction with work and self

• Promote higher levels ofproductivity as people reducetheir stress levels and completetasks more efficiently

• Enhance the quality of workrelationships by teaching peopleto cooperate and communicatemore effectively

• Encourage greater receptivity tochange and the ability to recoverquickly from minor setbacks



Assess Current Approachto StressorsBy responding to descriptive state-ments, individuals use the SPR to createa “picture” or profile of their tendenciestoward 19 specific ways of thinking or“styles” (see table on page 22). Thesestyles determine how people respondto stressful situations and are linked tostress symptoms, including medicalproblems.

Commit to Behavioral ChangesUsing the SPR Self-DevelopmentGuide, individuals find out how wellthey currently deal with stress anddiscover the consequences of continu-ing certain behaviors. From there, theycan plan ways to modify theirapproach—to reduce or eliminate stresssymptoms and behave more proactivelyin stressful situations.

Finally, using the SPR Post Test,individuals can complete the SPR againand again to determine progress towardimprovement goals.

How the SPR Works



PARTICIPANT MATERIALSSPR Kit

DI 39148• Self-Description Inventory• Self-Development Guide• SPR Debriefing Audio Tape

SPR Post TestDI 39145Measures the individual’s progresstoward improvement goals.

SPR OnlineDI 39405

FACILITATOR MATERIALSSPR Leader’s Guide

DI 39102Everything you need to administer, score,and debrief the SPR.

SPR Debriefing AudiotapeDI 39151Discusses the 19 domains of the SPR andtheir interrelationships.

SPR PowerPoint® PresentationDI 39107Set of 17 full-color slides assists with SPRscoring and debriefing of results.

SPR TransparenciesDI 39108Set of 17 full-color slides assists with SPRscoring and debriefing of results.

SPR Quote CardsDI 39120Team exercise teaches the characteris-tics of the 19 domains the SPRmeasures.

Biodots/Stress Card SetDI 39157Popular tools measure individual stresslevel based on body temperature. 25biodots and 1 stress card.

Try the SPR OnlineThe SPR is now available online. Once the SPRresponses have been completed, a personalizedreport is automatically generated. The reportexplains thinking styles, identifies areas ofstrength, and uncovers areas that limit effective-ness and cause stress.

The participant can view the “UnderstandingStress,” “Purpose and Structure of the SPR,” and“References” screens to gather backgroundinformation about the SPR that is not containedin the personalized feedback report.

Facilitators, administrators, and instructors haveadditional capabilities to manage and control theonline SPR. They can either create participantaccount names and passwords themselves, orhave the participants create their own by using a“PIN number” selected by the facilitator.

Facilitators can check, change or deleteparticipant accounts; post a message on theirSPR Main Menu page; and view their participants’results. In addition, facilitators can have partici-pants contact them online with questions abouttheir results or next steps.




A combination of different styles and pointsof view is good for teams and organizations.The AMA DISC Survey helps individualsunderstand their personal styles and adaptto and complement the styles of others.

The AMA DISC Survey™

A personal styles survey that strengthensand simplifies the development process.

Our differences make us who we are. But how can welearn to recognize, understand, and appreciate thedifferent styles—or ways of being—that set us apart?And how can we use our styles to greatest advantagein a variety of situations?

A New Survey Based on anEstablished FrameworkBased on William Marston’s D.I.S.C. framework, The AMADISC Survey measures four basic styles of behavior:Directing, Influencing, Supportive, and Contemplative.Because each style has both strengths and possibleweaknesses, none is inherently better or worse than theothers. More importantly, all of the styles can contributeto (or potentially detract from) the effective functioningof groups and organizations.

Developed by Robert A. Cooke, Ph.D.,Human Synergistics/Center for Applied Research, Inc.,for the American Management Association.


Product

individual developmentPlease refer to the back of the catalog for thePricing Guide.

The AMA DISC SurveyThe AMA DISC Survey Kit

DI 88100Self-Description Inventory andDebriefing Guide

The AMA DISC Survey Facilitator’s ManualDI 88110

Web Processing AvailableIdeal for large-scale applications and/orgeographically dispersed groups, The AMADISC Survey can be administered via theWeb with online or feedback. Paper &pencil forms are also available. For moreinformation, please contact an HSI salesconsultant.

PRODUCT APPLICATION

Use The AMA DISCSurvey to:• Provide unique insights into

people’s orientations, priorities,and motives in carrying out theirwork and relating to others

• Create an awareness of thedifferences between people, andemphasize the need to modify oradapt personal styles to improveoutcomes related to effectivework performance

• Enhance organizational develop-ment programs addressing suchissues as problem solving anddecision making, time manage-ment, interpersonal relations,conflict management, teambuilding, and organizationalchange

• Set the stage for more in-depthdevelopment programs featuringthe Life Styles Inventory™, Leader-ship/Impact®, and OrganizationalCulture Inventory®



The AMA DISC Survey Styles

Directing

Oriented toward tasksand change

Oriented toward peopleand change

Oriented toward peopleand acceptance

Oriented toward tasksand acceptance

ContemplativeSupportiveInfluencing

Assertive Enthusiastic Cooperative Analytical

Efficient Outgoing Empathetic Reserved

Focused on results Focused on gettingthings started

Focused on makingteams work

Focused on gettingthings right

What Makes The AMADISC Survey™ Different?The following features set The AMA DISCSurvey apart from other DISC Surveys:

Oriented toward work-related behav-iors. To eliminate confusion, the instructionsand items clarify that respondents shouldfocus on their on-the-job behavior.

Designed to enhance reliability andvalidity. The survey presents items one at atime, so respondents can evaluate eachitem separately. This minimizes potentialcontamination in survey responses.

Printed on NCR (no carbon required)paper. This paper automatically transfersresponses to a sheet for scoring andprofiling results. This also minimizes possiblecontamination of responses, while makingthe survey easier for participants to score.

Greater statistical reliability. The AMADisc Survey utilizes Likert scales for measure-ment, differentiating itself from olderversions that use Ipsitive scales. Likert scalesallow for statistical testing of a survey’sreliability and validity.

Efficient. Use The AMA DISC Survey as a 40-minute introduction to personal styles, or asthe basis for a half-day session on personal,interpersonal, team, or organizationaldevelopment.

Versatile. The survey comes with a seven-module Debriefing Guide that provides avariety of options for understanding andapplying survey results. Depending on thetime frame and objectives, participants cancomplete all of the modules or a selectedsubset. Each module is designed for self-directed learning. The guide can also serve asthe basis for various group activities.

Focused. To assist participants in understand-ing their results, the Debriefing Guidecontains interpretations for single styles andcombinations of styles. Further, it enablesparticipants to examine the productive andcounterproductive aspects of their styles.

Supported. The Facilitator’s Manualprovides all the information needed to planand facilitate programs that include The AMADISC Survey. The manual describes the basicactivities involved in administering, scoring,and debriefing the survey, along withapproximate time frames and programdesign suggestions.

How The AMA DISC Survey Works




Three books are available for peopleinterested in specific Circumplex styles.Thoroughly researched and richly detailed,they collectively provide practicalinformation on how to modifyPerfectionistic behavior and how tostrengthen Achievement thinking.


Individual Development BooksPerfectionism: A Sure Cure for Happiness

DI 99200Five Steps to Coaching Success: A Leader’s Guide

DI 99201The Psychological Edge in Rugby:Leadership and Motivation in Coaching Team Sports

DI 99204

Perfectionism: A Sure Cure for HappinessBy Drs. Lorraine and J. Clayton Lafferty

A book to help those who need to be “perfect.”The authors examined more than 9,000 cases of perfectionism—many through personal interviews—to explore thisdamaging behavior and its effects. The book presents the surprising causes and revealing consequences of perfectionism,as well as the correction for this counterproductive behavior. With Perfectionism: A Sure Cure for Happiness, the perfection-ist can recognize the downside to this behavior and take targeted action to change it— for good.

Use Perfectionism: A Sure Cure for Happiness to:Reduce an unhealthy attachment to perfectionistic attitudes and behaviors

Five Steps to Coaching Success: A Leader’s GuideBy Thane Crossley

An indispensable how-to book for today’s leaders.Coaching is a critical leadership skill that, when used effectively, can mean the difference between mere businessperformance and performance excellence. Five Steps to Coaching Success: A Leader’s Guide breaks down this skill into fivekey behaviors that our leaders can adopt to become great performance coaches: Communicating Clearly, Listening andGiving Feedback, Enhancing Performance, Planning for the Future and Maintaining Excellence.

Use Five Steps to Coaching Success: A Leader’s Guide to:Provide your leaders with a self-directed approach to understanding, developing, and practicing the five behaviors thatdefine coaching excellence.

The Psychological Edge in Rugby:Leadership and Motivation in Teaching Team SportsBy Michael Gourley

The principles of achievement motivation.The motivational theories presented in this book are based on psychological data gathered from Human Synergistics’research. By following these concepts, significant gains can be made in getting the right psychological edge for topperformance. Because the values people learn on the playing field can also serve them well in their careers, the insightscontained in this book are fully applicable to a business environment.

Use The Psychological Edge in Rugby: Leadership and Motivation in Teaching Team Sports to:Improve coaching skills that will result in increased productivity, decreased work stress, and employee satisfaction.

Books on Individual Development


Product


Product


Product

leadership development

Measure leadership impact and effectiveness,

as well as leader/managerial strategies, skills,

and styles.

Leadership/Impact® (L/I)

Acumen Leadership WorkStyles™ (LWS)

Management Effectiveness Profile System™ (MEPS)

LEADERSHIPDEVELOPMENTPRODUCT LISTING




A unique development tool for mid-to senior-level managers.

LeadershipDevelopment

Product

Leadership is influence and impact.So how are your leaders affecting yourorganization? Are they creating the type ofculture that effectively unleashes thepotential of your human resources? If not,transform your organization—from the topdown—with Leadership/Impact.

There’s no denying leadership’s role in determining howwell (or how poorly) your organization performs. Thecumulative impact of each leader’s day-to-day actions iswhat brings success...or setbacks. How are your leadersaffecting your organization? Are they having a positiveor negative impact on the work and performanceof others?

Shaping Others’ BehaviorTo be effective, your leaders need to know if whatthey’re doing (and how they’re doing it) is moving yourorganization forward. This requires understanding theinfluence or impact they are having on their directreports and others.

Leadership/Impact (L/I) is a 360° assessment thatprovides your leaders with targeted feedback on thisimpact—specifically, the leader’s influence on howthose around him or her approach their work andinteract with others. This informative “window” revealsnot only the direction of the leader’s impact, but also itsimplications for his or her effectiveness—and that of theorganization as a whole.

Available OnlineIdeal for large-scale applications and/orgeographically dispersed groups, the L/I Web-based version enables your managers torespond to assessment items and submittheir responses via the Web.

PRODUCT APPLICATION

Use Leadership/Impact to:• Identify the need for leadership

development, as well as adirection for change

• Provide the foundation forcultural change throughleadership development

• Help leaders understand theimplications of their behavior,and adopt strategies to increasetheir personal and organizationaleffectiveness



How Leadership/Impact® Works

L/I assesses a leader’s impact in terms of theCircumplex (see page 8). Thus, a leader canmotivate or drive others to behave in:

Constructive,

Passive/Defensive, or

Aggressive/Defensive ways

To target areas needing improvement, L/Ienables the leader to determine the impacthe or she ideally would like to have onothers. The Circumplex is used to highlightareas of difference between one’s currentand ideal impact.

By comparing the “current” to the “ideal”impact profile, the leader can identifyopportunities for change that will move hisor her impact toward the “ideal.” Thisinvolves increasing Prescriptive strategies(which lead to a Constructive impact) anddecreasing Restrictive strategies.

One-of-a-Kind ResourceFollowing the L/I assessment and scoringprocesses, each leader receives his or herown L/I Personalized Feedback Report.

In addition to presenting assessment results,this helpful resource enables the leader toplan and implement the changes needed toimprove his or her impact—for enhancedpersonal and organizational effectiveness.

Successful Strategies?L/I adds an important new dimension to thefeedback typically made available to managersand executives. Direct reports and peers use L/Ito describe not only the strategies used by theleader, but also how these strategies affect theirown on-the-job behavior and ability to performto their potential.

L/I assesses two types ofleadership strategies:

Prescriptive. Guiding activities and behaviorstoward goals, opportunities, and task accom-plishment—leading to a Constructiveimpact.

Restrictive. Constraining or prohibitingactivities and behaviors with respect to goals,opportunities, and methods—leading to aDefensive impact.

leadership developmentPlease refer to the back of the catalog for the Pricing Guide.

Leadership/Impact (L/I)

PARTICIPANT MATERIALSL/I Assessment Package

DI 13100• 1 Self-Report Inventory• 8 Description by Others Inventories

plus scoring• Personalized Feedback Report

L/I Description by Others InventoryDI 13102Extra surveys for obtaining feedback fromadditional respondents.

FACILITATOR MATERIALSL/I Facilitator’s Guide

DI 13110Includes CD & information for using the L/I in groupsessions or in one-on-one coaching sessions. The CDcontains electronic copies of the administration forms,group exercises, and transparencies in PowerPoint®.

L/I Composite ReportDI 13115Optional summary of leadership strategies, impact, andeffectiveness results for all participants in yourleadership development program. Includes full-colortransparencies for presenting results.

L/I PowerPoint® PresentationDI 13117Set of 26 full-color slides assists with debriefing of L/Iresults.

Envisioning Role Modeling

Mentoring Stimulating Thinking

Referring Monitoring

Providing Feedback Reinforcing

Influencing Creating a Setting

L/I measures strategies in ten domainsof leadership:



Effective leadership development andcoaching demand measurement andfeedback that is valid, relevant, andpersonalized. Provide your leaders with a360° feedback experience that meets allthese criteria and, in doing so, offersthem a clear and meaningful direction forgrowth.

Acumen Leadership WorkStyles™ (LWS)

A multi-rater feedback tool fordeveloping the personal styles thatprovide the foundation for effectiveleadership.Leadership involves a complex set of intellectualand emotional activities that include visioning,planning, problem solving, and inspiring others.While the effective execution of these activitiesdepends on various factors, among the mostimportant are the leader’s thinking and behav-ioral styles. Thus, one of the most meaningfulstrategies for development is to help leadersunderstand and adjust their particular combina-tion of personal styles.

Promoting Self-Awareness and ChangeBuilding on the Life Styles Inventory™, LWS uses94 survey items, all oriented toward individualbehavior in organizational settings, to assessleaders along the 12 Circumplex styles. This Web-based system provides leaders with highlypersonalized feedback on how their ways ofacting and reacting to people and situationsshape their effectiveness.

LWS is a best-of-class 360° feedback tool forcoaching and development in view of:

• Its well documented reliability and validity inpredicting leadership effectiveness

• Its large norming base which enables leaders tocompare their own styles to those of a mean-ingful group of peers

• Its customized and richly detailed feedbackreports—which are received as credible,relevant, and motivating


Product

PRODUCT APPLICATION

Use Leadership WorkStyles to:• Provide those with leadership

responsibilities—at the organizational,project, or team levels—with insightsinto their personal styles and howthese styles combine to shape theirleadership performance

• Develop their capacity to monitor andmodify their behavior, to moreskillfully develop and empowerothers, and to more effectively focusthe efforts of peers and subordinateson the attainment of organizationalgoals

• Offer them the sensitive, insightful,and tailored feedback they need tomore effectively carry out theircurrent leadership roles and developthemselves for positions with greaterresponsibilities



LWS offers self-motivated leaders a personal styles assessment, with feedback from self andothers, that is unparalleled in terms of personalization. The detail and accuracy of the reportsleads to acceptance and commitment which, in turn, facilitates the job of the coach or consult-ant in developing the leader.

LWS survey results are analyzed to develop standardized scores for the leader along the 12Circumplex styles. Profiles based on self-reports and descriptions by others are generated tographically illustrate the leader’s behavior along such styles as Self-Actualization, Approval, andCompetitive.

Next, the leader’s profile is analyzed in terms of 6 clusters or sets of styles. For example, scoresalong the Humanistic and Affiliative style are combined to estimate the leader’s “Sociability.”Similarly, results along the Achievement and Self-Actualizing styles are considered together togauge the leader’s “Achieving/Confident” orientation. These cluster scores are then compared toone another to determine their relative strength.

The shape of the leader’s overall profile is determined by his or her primary, secondary and, inmany cases, tertiary clusters. In this way, a feedback report can be developed for the leader inconsideration of his/her particular combination of styles (as opposed to being based on simplyone or two styles).

LWS draws on a large database of information about how leaders with particular combinationsof styles tend to behave in a variety of management situations. This information is used togenerate a detailed feedback report that describes the relative effectiveness or ineffectivenessof these patterns of behavior.

The feedback report, averaging about 25 pages, is professional in content and presentation.Feedback is provided on both self and others’ results, and the latter can be broken down bypeers, direct reports, and boss.

Major sections of the feedback report include Self Profile, Feedback (from others) Profile,Breakout Profiles of Ratings from Different Sources, interpretations of Self and Co-WorkersPerceptions, Comparing Self and Co-Workers Perceptions, Spread of Opinion Profile, Results ofEach Scale, Suggestions for Development, and Comments from Co-Workers.

How Acumen’s Leadership WorkStyles Works


Acumen Leadership WorkStyles™PARTICIPANT MATERIALSLeadership WorkStyles Self ReportWeb Assessment Package

AI 20400Inventory, processing, workbook and report.

Paper Assessment PackageAI 201001 paper inventory, processing, workbook and report.

Leadership WorkStyles Feedback ReportWeb Assessment Package

AI 30400Inventory, processing, workbook and report.Allows up to 30 Web raters plus Self Report.

Paper Assessment PackageAI 301009 paper inventories, processing, workbook and report.Includes 8 paper & pencil raters plus Self Report.

FACILITATOR MATERIALSLeadership WorkStyles Facilitator Guide

AI 20110Leadership WorkStyles Facilitator Guide CD

AI 20111Leadership WorkStyles Workbook

AI 20112Leadership WorkStyles Group Report

AI 30500Processing and composite report for multiple leaders .



PRODUCT APPLICATION

Use MEPS to:• Drive a personalized, self-

directed development processthat incorporates 360o feedback

• Sharpen interpersonal skills suchas listening, delegating, commu-nicating, and dealing withconflict

• Boost task-related skills like goalsetting, planning, and problemsolving

• Efficiently and accurately identifydevelopment needs for an entiremanagement population

Management Effectiveness Profile SystemTM (MEPS)

A process for management skill development.

Your managers are your organization’s lifeline.They’re responsible for guiding and directingyour most important assets—your employees—not to mention making thousands of complexdecisions that keep your company runningsmoothly. And even the best can’t rest on theirlaurels. To stay successful today—so yourcompany stays successful—your managers mustkeep challenging themselves to become evenbetter.

Chart the Course to ContinuousImprovementEffective management requires skill mastery in avariety of areas, all critical to continued success.So how do your managers know what they needto work on, and when? MEPS is a cost-effective,efficient assessment that gives your managersthe vital information they need to get—andstay—on the path to progressive improvement.

With the MEPS Assessment Package, mid- toupper-level managers can evaluate their job skillsand behaviors (see table on page 33) to find outhow well they’re doing right now, and determinewhat they need to work on. And HSI takes care ofassessment scoring for you—so you can get theMEPS process up and running with a minimaltime commitment.


Effective management is not adestination, but an endless journey.Let the Management EffectivenessProfile System provide a roadmapand keep your managerson track.


Product

Web Processing AvailableIdeal for large-scale applications and/orgeographically dispersed groups, MEPScan be administered via the Web witheither online or paper-based feedback.Paper & pencil forms are also available. Formore information, please contact an HSIsales consultant.




Use MEPS to Measure the Full Spectrumof Management Skills and Behaviors

A View From All SidesEveryday a manager interacts with a broadspectrum of people, each of whomexperiences him or her just a bit differ-ently. These “outside” insights are thefoundation of the MEPS process.

A pioneering 360o assessment, MEPS offersmanagers a structured, confidential way toget a balanced perspective of theirstrengths and development opportunitiesfrom those who count—direct reports,peers, and/or bosses.

When a manager compares this compositefeedback to his or her own perspective,the result is an objective, well-roundedview of the manager’s competencies.

How MEPS Works

In addition to a fully customized, detailedreport of the manager’s results, the MEPSAssessment Package includes a Self-Development Guide. This management“how-to” shows managers how differentskills affect the workplace and providespractical strategies to help them addressdevelopment opportunities head on—forquicker, more precise results. There’s even astraight-forward development plan forcreating and committing to improvementactions.

The MEPS process is so flexible and versa-tile, you can use it with either individuals(one-on-one) OR groups (specific depart-ments/divisions, or across the entirecompany).

Task-Related PersonalInterpersonal

Problem Solving Team Development Stress Processing

Time Management Delegation

Planning Participation

Goal Setting Integrating Differences

Performance Leadership

Organizing

Providing Feedback

Commitment

Maintaining Integrity



Task Effectiveness Personal EffectivenessInterpersonal Effectiveness

Vision, which measures theability to develop a mission orpurpose for the organizationand/or work unit and make it areality. Based on values andbeliefs, visions tend to be whatdrive innovations and newdevelopments. They effectivelymove the organization in newdirections.

Performance Efficiency (WorkUnit) measures the manager’sability to assess both the qualityof the work produced and howefficiently the work is completed.How well employees accomplishgoals and assignments iscommonly used as an indicator ofa manager’s effectiveness.

Quality of Work (Personal) mea-sures the manager’s ability tohandle current assignments andmeet goal requirements. Amanager’s effectiveness in thisarea is likely to be related to his orher ability to influence others.That’s because those in upperlevels of the organization aremore open to the influence ofmanagers who have proven thatthey are not only committed tothe goals of the organization, butare also able to contribute totheir realization.

Influence measures the ability toinfluence specific groups of people(i.e., persuade them to behave in themanner you desire). Managers whoare viewed as effective by theiremployees tend to have influenceover their superiors. This is becausemanagers with “upward influence”are able to obtain the resources andauthority necessary to deliver onpromises, appropriately rewarddesired behaviors, and providewhat is needed to get the workaccomplished.

Employee Satisfaction measuresthe extent to which a work group issatisfied with the current worksituation. While employeesatisfaction doesn’t always lead toproductivity gains, employeedissatisfaction does reduceproductivity and customer service.

Quality of Interpersonal Relationsmeasures the quality of a manager’ssocial network and the strength ofhis or her interpersonal power. Ef-fective managers tend to be thosewho spend a significant amount oftime and effort developing a socialnetwork of cooperative and mutu-ally satisfying work relationships.

Career Progression measuresothers’ perceptions regarding howeffectively an individual’s career hasprogressed thus far and his/her pre-paredness to assume greaterresponsibilities. Career progressionhas been shown to be positivelyassociated with overall effective-ness ratings, performanceevaluations, and employees’satisfaction with their manager.Thus, increased responsibility andcareer progression are typicallyviewed as signs of managerialeffectiveness or success.

Self-Development measures anindividual’s expressed interest inperformance improvement and howothers perceive that person’s reac-tion to negative feedback. Effectivemanagers are always looking forways to become even better—theytend to be viewed as those who aimto improve their performance, evenwhen it’s satisfactory or quite good.

Line/Staff Appropriateness mea-sures the overall ability to makethings happen through others. Man-agers who can persuade directreports to implement decisions andplans that contribute to theorganization’s mission and goalsmake their superiors look good and,in turn, are given greater influenceover higher level decisions.


Feedback on Managerial EffectivenessMEPS also includes “summary perception” items to provide managers with feedback on their overalleffectiveness. These items focus on dimensions of effectiveness that parallel the skill areas measured:Task Effectiveness, Interpersonal Effectiveness, and Personal Effectiveness.


Management Effectiveness Profile SystemTM (MEPS)

PARTICIPANT MATERIALSMEPS Assessment Package

DI 33100• Self-Description Inventory• 6 Description by Others

Inventories• Self-Development Guide• Scoring and Customized Report

MEPS Extra Description by OthersDI 33102

MEPS Post TestDI 33107

FACILITATOR MATERIALSMEPS Leader’s Guide

DI 33110Help your managers to achieve the bestresults from the MEPS process.

MEPS TransparenciesDI 33105Set of 15 attractive, full-color transparenciesassists you in debriefing MEPS feedback.

MEPS PowerPoint® PresentationDI 33120Set of 15 full-color slides assists withdebriefing of MEPS results.

SCORINGMEPS Group Profile

CS 89029

35

Measure team performance, synergy,

group and member styles, the team skills

of members, and the quality of group

processes.

TEAMDEVELOPMENTPRODUCT LISTINGGroup Styles Inventory™ (GSI)

Acumen Team WorkStyles™ (TWS)

Acumen Team Skills (TSK)

The Simulations:

The Survival Series

Survival Simulations Trainer’s Kit

The Business Series

The Challenge Series

The Safety Series

Observer’s Guide™

team development

team development


Group Styles Inventory™ (GSI)

An assessment for promoting and reinforcingeffective group styles.The toughest and most complex problems faced byorganizations typically are assigned to teams, committees, orother types of groups. But do your groups have what it takesto make the best decisions?

Synergy Doesn’t “Just Happen”

Why do some groups exceed expectations while others fallshort of their potential? Synergy occurs when the efforts oftwo or more people working interactively produce ideas,solutions, or products that surpass those produced by thesame individuals working independently. Synergy is whatmakes a group an organizational asset.

But synergy doesn’t just happen. More often, it requirespaying careful, focused attention to what makes a groupsuccessful, including the interaction styles that emerge asmembers work together on tasks. Assessing these stylesallows a group to determine what’s working and what’s not,as well as identify what they need to do to achievesustainable gains in results and outcomes.

A Versatile Tool for PromotingSynergy in Groups

You can put the GSI to work with any temporary orpermanent group whose members solve problems andmake decisions. Use it with existing project teams, cross-functional groups, or standing committees to identifystrengths, as well as areas for improvement. Or use it with anew group to foster Constructive modes of interaction fromthe start. Alternatively, you can use the GSI with an ad hocgroup to prepare members to work effectively in groups inthe future.

The GSI can be administered following an actual meeting orwork session or it can be used in conjunction with one ofHSI’s simulations (see pages 42 to 54). Because it is based onthe same Circumplex model as the LSI (p. 14), L/I (p. 28), andOCI (p. 56), it can serve as the team-level component of acomprehensive, multi-level organizational developmentprogram.

Patterns of interaction usuallydevelop quite rapidly withinwork groups. But are the“styles” that have evolved inyour groups helping them tosucceed, or preventing them fromreaching their potential?

team development

TeamDevelopment

Product

PRODUCT APPLICATION

Use the GSI to:

• Reinforce team-building efforts

• Promote Constructive behaviorsand synergistic decision makingwithin groups

• Improve the quality of teamdecisions

• Increase members’ satisfactionwith their teams, as well as theirteams’ solutions

• Integrate team development withindividual, leadership, andorganizational development

team development


Describe Interaction Styles

You can administer the GSI immediately following a group meeting or work session orafter groups complete a simulation (but before they receive the answers). The GSI asksmembers to describe how they worked together and approached the task by respondingto a set of 72 brief questions. Members’ responses to the survey reflect their perceptions ofthe patterns of behavior or “styles” that were exhibited by the group.

Plot the Results

Members can score and profile their own results, as well as average together their resultsto create a group profile. Differences between individual profiles reflect differences in theimpact that the group is having on individual members. The group’s composite GSI profilereveals its dominant, as well as its weakest, styles.

Identify Targets for Change

Some of the styles measured by the GSI are Constructive and associated with high qualitysolutions, member satisfaction, and time effectiveness. Other styles are Defensive,counter-productive and associated with inconsistent or poor performance, low membersatisfaction, and inefficient use of time. Thus, the GSI will tell members what styles theyneed to change in order to maximize their group’s effectiveness.

Modify Styles to Improve Performance

The GSI Participant Guide provides a number of suggestions for practicing and developingmore Constructive styles (and reducing Defensive tendencies). The two-step processoutlined in the Guide helps groups to identify appropriate improvement strategies andtranslate them into specific actions for implementation.

Monitor Progress

Once teams have had an opportunity to implement their strategies for change, they shouldcomplete the GSI again (after another work-related meeting or simulated problem-solvingsession). Re-administration of the GSI reinforces and supports team-building efforts byproviding groups with feedback on the effectiveness of their improvement strategies inrelation to their performance.

Facilitator Tip: Get all the help you need to con-duct a development program that effectivelyintegrates use of an HSI Simulation with theGSI. The GSI Leader’s Guide includes a specialstep-by-step section on administering, scoring,and debriefing a combination simulation/GSIprogram.

team developmentPlease refer to the back of the catalog for the Pricing Guide.

Group Styles Inventory™ (GSI)PARTICIPANT MATERIALSGSI Kit

DI 49107Includes one GSI Inventory andone Participant Guide.

GSI Inventory OnlyDI 49101

GSI Kit with SimulationDI 49108In effect only when you purchase theGSI Kit in the same quantity on thesame order as your business orsurvival simulation purchase.

GSI Scoring Supplement(one per team)

DI 49102Streamlines the process of GSI scoringand averaging individual results tocreate a composite profile.

FACILITATOR MATERIALSGSI Leader’s Guide

DI 49110Help your teams to achieve thebest results from the GSI process.

GSI TransparenciesDI 49112Set of 11 attractive, full colortransparencies assists with GSIscoring and debriefing of results.

GSI PowerPoint® PresentationDI 49116Set of 12 full-color slides assistswith GSI scoring and debriefing ofresults.

GSI Flipchart PadDI 49115The GSI circumplex on 25 largesheets for easy profiling anddisplay.

Get the GSI/Simulation Combo and Save!Take advantage of special pricing when youpurchase both the GSI and a simulation! Choosethe best HSI Simulation for your organization.See pages 42-54.

SPECIAL PRICE

How the GSI Works

Put Your Teams to the Test

team development


PRODUCT APPLICATION

Use Team WorkStyles to:• Provide members of project teams,

cross-functional work groups, andself-managed teams with insightsinto their personal styles and howtheir combination of styles affectsother members and the team as awhole

• Give team members the informationthey need to compare their self-perceptions with those by others tobetter understand how they influ-ence the climate and performanceof the team

• Provide them with a personal roadmap for developing positive interac-tion styles, reducing or eliminatingnegative styles, and becoming amore professional and valuable teamplayer

team development

Acumen Team WorkStyles™ (TWS)Team

DevelopmentProduct

A multi-rater feedback tool for developingpersonal styles that provide thefoundation for effective teamwork,collaboration, and synergy.As organizations continue to move toward team-basedstructures and systems, the task and interpersonalstyles that “worked” for individual contributors havebecome increasingly outdated, inadequate and, incertain ways, counter-productive. While people areoften expected to simply adjust to the demands ofteamwork, the reality is that most are better able tomake the transition with training, development, andthe type of feedback provided by TWS.

Developing Teams by Developing Members

TWS is similar, and complementary, to HumanSynergistics’ Group Styles Inventory™ (GSI). While bothassessments are based on the Circumplex, the GSIfocuses on the team level of analysis—emphasizingthe climate of the team, interaction patterns, andgroup processes. In contrast, TWS focuses on individualteam members—the way they approach tasks andinteract with others. TWS therefore can be used as afollow-up to (or before) the GSI for serious team-building interventions.

Derived from the Life Styles Inventory™, TWS uses 94survey items, all oriented toward individual behavior ingroup and organizational settings, to assess teammembers along the 12 Circumplex styles. This Web-based system provides team members with personal-ized feedback on how they work with others andcontribute to, or detract from, team performance. Theyare provided with feedback on their styles, both selfreported and as described by others, along withsuggestions for constructively redirecting theirbehavior as a team member.

The success of any team depends oneach member performing to his/hermaximum ability and interacting withother members in a way that enhancestheir contributions. Develop yourteams by developing individual teammembers through the use ofTeam WorkStyles.

team development


Acumen Team WorkStyles™PARTICIPANT MATERIALSTeam WorkStyles Self ReportWeb Assessment Package

AI 40400Inventory, processing, workbook and report.

Paper Assessment Package.AI 401001 paper inventory, processing, workbook and report.

Team WorkStyles Feedback ReportWeb Assessment Package

AI 50400Inventory, processing, workbook and report.Allows up to 30 Web raters plus Self Report.

Paper Assessment PackageAI 501009 paper inventories, processing, workbook and report.Includes 8 paper & pencil raters plus Self Report.

Promoting Team Members’ Self-Awareness

Team WorkStyles maximizes the potential for the development of group members by providingfeedback on their self-perceived styles profiled against their styles as perceived by others. The otherpeople providing the feedback can be limited to members of the immediate team or expanded toinclude superiors, members of other teams, and internal or external clients.

TWS goes beyond the typical personal styles survey in promoting individual and team developmentbecause:

• It has well-documented reliability and validity with respect to individual effectiveness in team settings

• It gives unique insights into the team member’s unique combination of styles and how those stylesaffect his or her ability to interact with others

• The feedback focuses on personal styles relevant to group functioning, including those related to goalsetting, problem solving, collaborating, and communicating

• It provides the team member with personalized suggestions for development, tailored to his or herstrengths and weaknesses

FACILITATOR MATERIALSTeam WorkStyles FacilitatorGuide

AI 40110Team WorkStyles FacilitatorGuide CD

AI 40111Team WorkStyles Workbook

AI 40112Team WorkStyles Group Report

AI 40500Processing and composite reportfor multiple team members.

How Team WorkStyles Works


TWS uses carefully researched survey items that identify the ways in which people interact withothers and approach their work in team settings. These items assess the extent to which a teammember is characterized by the 12 thinking and behavioral styles on the Circumplex.

The feedback provided to team members goes beyond a style-by-style description of theirproductive and potentially counter-productive styles. Their particular combinations of styles areidentified and they are presented with insights into their team-related behaviors that are drivenby the interaction of those styles.

The feedback reveals how the world shapes their motivations and priorities, how they lead orfollow other people, and how they work with others in a cooperative, competitive, or possiblydetached way.

When used on an individual basis, this information affords the team member the opportunity tomodify his or her behavior to contribute more effectively to the team. When shared and used ona group basis, this information provides team members with a better understanding of eachother, the insights needed to adjust their styles to one another’s needs and concerns, and theopportunity to develop the team by assigning responsibilities for roles and behaviors thatformerly were lacking.

team development


PRODUCT APPLICATION

Use Team Skills to:• Enable team members to see how

they compare to other members ofself-managing work groups, projectteams and cross-functional teams

• Provide highly personalized feedbackreports on their skills, and offerpriorities and suggestions forincreasing professional effectiveness

• Give team members in-depthinformation on how they perceivethemselves in their work environ-ment, and how their co-workers seethem

• Provide a broad overview of anindividual’s capabilities based on theresponses of his/her supervisor andpeers

team development

Team members with finely honedskills are key to achieving the goals ofthe team and the organization. Helpyour team members gain insight intowhich skills they need to be mosteffective in their jobs.

A multi-rater feedback tool forstimulating and guiding the professionaldevelopment of team members.To achieve maximum effectiveness in their jobs,individual team members need to develop andfine-tune their skills relevant to the task and mainte-nance (i.e. interpersonal) aspects of group dynamics.The most effective way to assure a high level of skilldevelopment is to stimulate and guide eachindividual in pursuing his or her own professionaldevelopment agenda.

The TSK inventory measures members’ skills inbehavioral terms, relying heavily on observationsfrom teammates, other peers, and their supervisor—or just their peers if so desired.

Best-of-Class ProductThe TSK product is the leading method for achievingthese ends for a number of reasons:

• The survey items are high in face validity anduseful for predicting effectiveness at work

• Skill areas most important to the individual’sparticular job are identified by raters

• Individuals can compare themselves to a largenorm base of other team members

• Highly personalized, richly detailed, feedbackreports are provided

Acumen Team Skills (TSK)Team

DevelopmentProduct

team development


Skill AssessmentAcumen’s skill assessments provide in-depth information about how individuals see themselves andhow others see them in their work environment. Performance is assessed based on actions related tothe individual’s job functions and a detailed personalized report is prepared.

This feedback report includes a detailed analysis defining each skill, compares the individual’s self-ratings to those of others, and offers suggestions for increasing professional effectiveness.

Task assessments for the TSK include Communication, Working with Others, Task Focus and BusinessValues. Each task area contains several related subskills. Scores are displayed in relation to a large normbase of other individuals.

XRelationship

SkillsCooperation Networking Handling

DisagreementFeedback &

Coaching

High

HighAverage

Average

LowAverage

Low

WORKING WITH OTHERS

Rated Most Importantby coworkers

Rated Important by coworkers

Rating by self

Rating by coworkers

Spread ofcoworker ratings

Insufficient dataX

The thin bars represent an individual’s self-ratings, which are converted into low, average,or high scores (based on the self-ratings of previous respondents).

The thick bars show how co-workers rate the individual in the skill areas. These ratings aredisplayed in relation to a large norm base of other raters, including managers, peers, andothers.

Horizontal lines show the amount of variation among others’ ratings.

A large triangle indicates which skill is the single most important, while a small triangleindicates the skill is one of the five most important for an individual’s position.

An “x” appears when an individual’s co-workers provide too few ratings for a credible score.

How To Read A Skill Assessment Graphic


Acumen Team SkillsPARTICIPANT MATERIALSTeam Skills Feedback ReportWeb Assessment Package

AI 60400Inventory, processing, workbook and report.Allows up to 30 Web raters, plus Self Report.

Paper Assessment PackageAI 601009 paper inventories, processing, workbook and report.Includes 8 paper & pencil raters, plus Self Report.

FACILITATOR MATERIALSTeam Skills Workbook*

AI 60112Team Skills Group Report

AI 60500Processing and report.

*Team Skills Facilitator Guide is not available

team development


PRODUCT APPLICATION

Use HSI Simulations to:

• Establish a Constructive, team-oriented atmosphere in theworkplace, at conferences orworkshops, and in classrooms ortraining programs

• Strengthen members’ rationaland interpersonal problem-solving skills

• Demonstrate and promotesynergy within groups

• Improve the efficiency andeffectiveness of individual andgroup decision making

The SimulationsLooking for a quick way to objectively evaluatethe quality of your groups and demonstratetheir potential? Look no further than HSI’ssimulations.The HSI simulations provide a unique opportunity toquickly and objectively measure whether your groupsare achieving synergy—as well as demonstrate thisotherwise elusive concept. Synergy occurs when theinteractive efforts of two or more people have a greaterimpact than the sum of their independent efforts. Bymeasuring the quality of both individual and teamperformance on a single task, the simulations allowgroups to quickly calculate the extent to which they arefully utilizing their resources—and doing so in a waythat achieves synergy.

In addition, the simulations can be used for teambuilding and the development of more effective groupprocesses. The approach emphasized by many of HSI’ssimulations involves developing and applying skills intwo critical areas: Rational and Interpersonal.

team development

Take your teams to the next leveland beyond...

Rational (Task)Skills and Processes

Analyzing the Situation

Setting Objectives

Simplifying the Problem

Considering theAlternatives

Interpersonal (People)Skills and Processes

Listening

Supporting

Differing

Participating

Striving for ConsensusDiscussing the Conse-quences

See page 54 for more information on our SynergisticProblem-Solving Model and how to use our simulationsto improve group interaction and the effectiveness ofdecisions.

team development


Select the Simulation That’sRight for You

To meet all of your team development needs,HSI offers a wide variety of simulations thattarget specific areas:

The Survival Series

Set in unfamiliar locations (such as a ledge highin the Cascades Mountains) or unusualcircumstances (such as an earthquake orbushfire), these simulations take participantsoutside of their organizational roles and areas ofexpertise to a situation where only theirsynergistic problem-solving skills will help themto survive. As such, the Survival SeriesSimulations highlight general problem-solvingprocesses and skills (rather than problem-specificcontent or knowledge).

The Business Series

By focusing on familiar problems—such as howto organize and conduct a successful meeting,effectively deal with a customer complaint, planand manage a project, and turnaround theperformance of a declining organization—thesesimulations can be used to develop task-specificknowledge as well as synergistic problem-solving skills.

The Challenge SeriesThis series targets knowledge and skills in moreadvanced areas such as performance manage-ment, project management, organizationalchange, strategic planning, and ethical decisionmaking, as well as synergistic problem solving.

How to Get Even More From HSI Simulations

Observer’s Guide™

The Observer’s Guide enables a team member (or an“outsider”) to focus and report on the behaviors thatcontribute to or detract from group performance.Observers can follow the evaluation steps prescribedin the Guide while watching a team complete a simu-lation. The Guide enables observers to providespecific feedback on the rational and interpersonalskills and processes that were exhibited by memberswhile solving the problem as a team. In turn, these in-sights help members to decide which behaviors theyneed to increase, reduce, or eliminate to becomemore effective contributors.

For more information on the Observer’sGuide, see page 53.

Completing the GSI after a simulation helps members tomake the critical link between the quality of interac-tions among members and the group’s effectiveness.Based on the feedback provided by the survey, thegroup can develop targeted plans for promoting Con-structive interaction styles and reducing moreDefensive behaviors. Over time, the GSI can bere-administered by teams to monitor their progressand make continuous improvements.

For more on the GSI, including how you can saveby purchasing the GSI with your simulationorder, see pages 36-37.


Compare Individual versus GroupPerformanceEach simulation requires participants toresolve a specific problem in a limited periodof time—first individually, then as a team. Asparticipants work together to draw upon theirexperiences and knowledge in search of thebest answers, they are challenged to success-fully integrate the expertise of all groupmembers. By comparing individual and teamsolutions to the recommended solution,participants can see whether, as a group, theywere able to take advantage of what eachmember had to offer and contribute.

Strengthen Synergistic Problem-Solving Skills

As members work to complete the simula-tion task, they begin to see their own role inshaping the quality of the team’s perfor-mance. This understanding deepens as thesimulations are scored and the impact ofgroup processes on performance is discussed.Equipped with these insights, members candecide what they need to do to enhance theteam’s functioning—and get the results theteam needs to succeed back at work.

How HSI Simulations Work

The Safety Series

Teaching people to take control of situations tomake the work environment safer is the mainemphasis of this series of group problem-solvingsimulations.

team development


Versatile

The survival simulations can be used as an icebreaker at the beginning of a workshop, conference,seminar, training program, or class or to establish healthy norms within a new work group. And, theycan be used with new or established teams to introduce members to the value of synergy or to gaugetheir synergistic problem-solving skills.

Interactive

Set in unfamiliar locations, our Survival Simulations allow group members to participate as equals—regardless of rank or position. By starting on equal footing, participants have the opportunity to fullyparticipate, focus on group processes, and analyze their contributions to the quality of the team’sperformance.

Easy to Implement

Leader’s Guides are available for each of the HSI Survival Simulations. The Guides contain all of theinformation you’ll need to design and facilitate a successful program, including the experts’ decisionsand rationale, scoring instructions, program design options, and tips for discussing the skills andprocesses that contribute to effective team performance.

Videos are also available for most of the simulations. The videos enable participants to see the situa-tion setting and the available items, making the simulation more real for them. They also relieve youof the responsibility of having to be the “survival expert” by presenting the expert’s rank and rationaleto participants.

The Survival Series

From the Sonoran Desert to the Australian Bush and beyond, the HSISurvival Series requires team members to work together effectively to dealwith the unknown.

team development

Do your teams have what it takesto survive?

Choose the Survival SimulationThat’s Right for You

To find the survival simulation that bestmeets your team development needs,see the chart on page 45.

Virtual Desert Survival!An Internet application of one of our most popular survivalsimulations, Virtual Desert allows team members frommultiple locations to participate in a “real time” simulationexperience. Virtual Desert is a Web-based exercise that youcan use to build virtual teams, develop virtual learningcommunities, and teach group dynamics in distancelearning programs.

Virtual Desert Survival OnlineAdministrator KitThe program administrator gains access to the online Leader’sGuide, team and simulation management Web pages.

For more information, please contact an HSI salesconsultant.

NOW AVAILABLE!

TeamDevelopment

Product

team development


Simulation TimeThe ChallengeThe Situation

HSI Survival SimulationsThe simulations are listed from least to most time required to complete, score, and debrief.

Jungle SurvivalSituation™Participant’s Booklet

SM 22101Leader’s Guide

SM 22110

While flying from Panama City tothe Caribbean island region of theSan Blas Archipelago, your twin-engine plane hits a number of largebirds, causing it to crash into atriple-canopied jungle.

From a list of 12 strategicactivities, select those that willassure your survival, as well asone overall strategy. Then, rank15 items found in the wreckageaccording to their importanceto your survival.

2.5 to 3.5hours

Reef SurvivalSituation™Participant’s Booklet


SM 12110

On an excursion from Tahiti toAustralia, your yacht strikes acoral reef and begins taking onwater through the hull.

Rank 12 items salvaged fromthe yacht in the order of theirimportance to your team’ssurvival.

1.5 to 2hours

Bushfire SurvivalSituation™Participant’s Booklet


SM 28110Video / DVD

SM 28105 / SM 28106

You and your group are on holidayin the Dandenong Ranges just eastof Melbourne, Australia, when yousuddenly notice a bushfireapproaching.

Rank 12 items in the order oftheir importance to yourteam’s survival.

1.5 to 2hours

Subarctic SurvivalSituation™Participant’s Booklet


SM 15110Video / DVD

SM 15105 / SM 15106

Twenty-two air miles east of yourintended destination, your floatplane crashes on the east shore ofLaura Lake, in the subarctic regionof the northern Quebec-Newfound-land border.

Rank 15 items salvaged from theplane in the order of theirimportance to your team’ssurvival.

1.5 to 2.5hours

EarthquakeParticipant’s Booklet


SM 09110Video / DVD

SM 09105 / SM 09106

1 to 1.5hours

You and your co-workers areworking late in the basementlibrary of your 10-story downtownoffice building when a majorearthquake hits.

Identify which of 12 possibleaction steps are important andsequence them in the orderthey should be carried out.Rank the remaining steps fromleast to most dangerous.

Cascades SurvivalSituation™Participant’s Booklet


SM 18110Video / DVD

SM 18105 / SM 18106

On the way back from a weekendretreat, the helicopter carrying youand your group crashes in a smallclearing high in the CascadesMountains.

1 to 1.5hours

Rank 12 items salvaged fromthe crash in the order of theirimportance to your team’ssurvival.

Desert SurvivalSituation™Participant’s Booklet


SM 13110Video / DVD

SM 13105 / SM 13106

It’s a hot August day and your planehas just crash-landed in the SonoranDesert in the Southwestern UnitedStates.

Rank 15 items salvaged fromthe plane in the order of theirimportance to your team’ssurvival.

1.5 to 2.5hours

Desert II SurvivalSituation™Participant’s Booklet


SM 19110Video / DVD

SM 19105 / SM 19106

On your way home from Acapulco,your chartered plane experiencesengine trouble and crash landssomewhere in the Sonoran Desertin the Southwestern UnitedStates.

Identify your four greatestproblems and the best strategyfor your survival. Then, decideon the criticality and best usefor 16 items salvaged from thecrash.

2.5 to 3.5hours

Please refer to the back of the catalog for the Pricing Guide.

TsunamiParticipant’s Booklet


SM 21110

Your group is enjoying a beach partyon the coast in central Chile when apager message alerts that a tsunamiis approaching.

Rank 8 items in the order oftheir importance to your team’ssurvival.

1 to 2hours

team development


Survival Simulation Trainer’s Kit

The most cost effective way to geteverything you need to get your teamsup and running.

An array of support materials is available for theHSI Survival Simulations, including Leader’sGuides, Videos (VHS and DVD) and the Observer’sGuide. Now you can purchase all of these greatproducts together as a package—at a savings ofover $50*!

The Survival Simulation Trainer’s Kit comes witheverything you need to conduct a simulation-based program for 25 people, including:

Participant Booklets (25)

The Booklets presents the survival challenge, aworksheet for recording individual, team andexpert answers, and grids for scoring thesimulation.

Leader’s Guide (1)

Our Guides provide all of the information thatyou’ll need to conduct a successful program,including the expert’s decisions and rationale,scoring instructions, program design options, andtips for teaching participants about the skills andprocesses that contribute to synergisticproblem solving.

Observer’s Guide (5)

By assessing rational (task) and interpersonal(people) skills, this invaluable tool helps teamobservers to develop their own coaching skills asthey provide groups with feedback on theirperformance.

Video and/or DVD (1)

The Videos and DVDs cut down on facilitatorpreparation time, help to keep the program onschedule, and bring “to life” the simulation byshowing the situation and available items as wellas providing the expert’s rank and rationale.

TeamDevelopment

Product

team development

Finally, a way to better teams thatyou can’t afford to pass up. With theSurvival Simulation Trainer’s Kit,you get the results you need...and save!

Go Where You Want to Go

Customize your kit by choosingfrom five of our most popularsurvival simulations. Or, orderseveral different kits that you caneither use with different groups oradminister over time with thesame groups to keep themon track.

For more information on HSISurvival Situations, see pages44-45.


Survival Simulation Trainer’s KitCascades Survival™

SM 18000Desert Survival™

SM 13000Subarctic Survival™

SM 15000Desert II Survival™

SM 19000Bushfire Survival™

SM 28000Earthquake Survival

SM 09000

* SPECIAL PRICE. Not to be combined with any other discount.

team development


PRODUCT APPLICATION

Use the Advanced Trainer’s Kit to:

• Demonstrate to participants that teamsdiffer—and that some work together betterthan others

• Quantify and provide a framework andlanguage for participants to understandthemselves as a team

• Explain how and why Constructive interac-tion styles lead to more effective solutions

• Provide participants with the tools andknowledge they need to build their teams

• Introduce participants to the Circumplex toset the stage for further development,including:

Individual development via the LifeStyles Inventory™ (LSI, pages 14-15)

Team member development withthe Acumen Team WorkStyles™(TWS, pages 38-39)

Leadership development with theLeadership/Impact® (L/I, pages28-29)

• Reinforce cultural change programsbased on the Organizational CultureInventory® (OCI, pages 56-58) withcomplementary experiences at thegroup level

Introducing the Advanced Trainer’s Kit

Take your team to the next level with the newAdvanced Trainer’s Kit. Through it, you will learnthat group interaction styles make the differencebetween excellent and poor performing teams.By pairing a survival simulation with theCircumplex-based Group Styles Inventory™ (GSI,see pages 36-37), excellent performing teamscan be identified and used as a model while poorperforming teams can be analyzed anddeveloped.

You will receive all the simulation materialsoffered as part of the Survival SimulationTrainer’s Kit:

Participant Booklets (25)

Leader’s Guide (1)

Video or DVD (1)

Additionally, instead of the Observer’s Guides,you’ll receive the following GSI materials for theassessment and improvement of group pro-cesses and styles:

GSI Inventories (25)

The GSI enables each team member to describethe way in which the group approached the taskand interacted during the survival simulationexercise. Each member can score his or herresponses, profile the results, and gain anunderstanding of the styles (Constructive andDefensive) exhibited by the team.

GSI Participant’s Guide (5)Each team of five members can use the Guide topool their GSI results and develop a compositeprofile for their team. The Guide also providesparticipants with in-depth descriptions of thetwelve Circumplex styles as applied to teams andgroups. Additionally, suggestions are offered forstrengthening Constructive styles and reducingAggressive/Defensive and Passive/Defensivegroup styles.

GSI Leader’s Guide (1)

The Leader’s Guide provides you with thebackground and information you need to usethe GSI with confidence, debrief the results,and help your teams develop action plans toimprove their interaction styles and problem-solving performance.

Additional Materials:

• 5 GSI flip chart pages

• GSI PowerPoint® Presentation


Advanced Trainer’s KitCascades Survival™

SM 18004Desert Survival™

SM 13004Subarctic Survival™

SM 15004Desert II Survival™

SM 19004Bushfire Survival™

SM 28004Earthquake Survival

SM 09004

team development


team development

The Business Series

From conducting effective meetings and planning projects to resolvingcustomer complaints, HSI Business Series simulations are your solution tosharpening business knowledge and practices while tuning upteamwork skills—for double the impact on performance.

Dual Purpose

The simulations in our Business Series provide the “how-to” knowledgeyour teams need to tackle common, yet demanding, business problemsand situations with expertise and confidence. At the same time, theystrengthen the skills and behaviors your teams need to effectively (andefficiently) solve problems and make decisions.

Flexible

Whether your objective is to energize a meeting, kick off a project, buildbetter teams, or teach proven business strategies for dealing with specifictypes of problems, the HSI Business Simulations can be adopted withconfidence. Use these versatile activities with groups new to simulationsor as the perfect alternative for groups that have experienced one or moreof HSI’s survival simulations.

All You Need

Leader’s Guides are available for each of the HSI Business Simulations andoffer all of the information you’ll need to plan and facilitate a successfulprogram. The guides include the recommended solutions and rationales,scoring instructions, program design options, and tips for discussing theskills and processes that contribute to effective team performance.

Choose the Business Simulation that’s Right for You

Review the next page to find the HSI Business Simulation that best meetsyour team development needs. You’ll find a brief description of eachsimulation, including the situation, challenge, and time needed to adminis-ter, debrief, and score the exercise.

Double the impact onperformance with the HSIBusiness Series.

TeamDevelopment

Product

team development


HSI Business SimulationsThe simulations are listed from least to most time required to complete, score and debrief.

Simulation TimeThe ChallengeThe Situation

Cultural ChangeSituation™Develop the knowledgeneeded to manage andchange an organization’scultureParticipant’s Booklet


SM 29110Transparencies

SM 29111

You are a VP of a conglomeratethat has just received Organi-zational Culture Inventory®(OCI) and Organizational Effec-tiveness Inventory™ (OEI)results for the company’s vari-ous divisions and departments. (See page 69.)

Using the OCI/OEI results, identify gapsbetween the organization’s currentand ideal culture, the impact ofdifferent cultural norms on outcomes,and levers for changing the culture.

2 to 3hours

Turnaround™Reveal underlying philosophiesand assumptions regardinghow to lead organizationaltransformation and change Participant’s Booklet


SM 20111

You are a general manager in alarge company that has justreassigned you to its failingblue jeans manufacturingplant.

Develop a four-part plan for improvingthe plant, based on your review of theplant’s history and recent productionand financial reports.

5 to 8hours

Project PlanningSituation™Strengthen generalplanning proficienciesand competenciesParticipant’s Booklet


SM 17110

Your team has been assignedresponsibility for designing aplan for managing a secretproject.

Sequence 20 activities in the order theyshould be followed in managing theproject.

1.5 to 2hours

Meeting EffectivenessSituation™Develop effective meetingmanagement skills andpracticesParticipant’s Booklet


SM 16110

Increasing turnover rates inmost of your stores requiresthat you call a meeting todiscuss the problem.

Sequence 20 action steps in the orderthey should be followed to maximize theeffectiveness of the meeting.

1.5 to 2hours

Customer ComplaintSituation™Learn how to handlecustomer complaintsefficiently and effectivelyParticipant’s Booklet


SM 26110

A customer approachesyou with a complaint.

Sequence 18 action steps in the orderthey should be carried out to maximizeservice effectiveness.

1.5 to 2hours

Envisioning a Culturefor Quality™Create a culture that makesservice quality and teamworkthe normParticipant’s Booklet


SM 27110

A recent survey conducted bycorporate headquartersindicates that your store rates“average” in service qualityand suggests that theproblem may be your store’sculture. (See page 68.)

Envision a culture for quality for yourstore by rank ordering the impact (frommost positive to most negative) of 24behavioral norms on service quality.

2 to 3hours


team development


Sophisticated

The Challenge Series is a collection of dynamic team exercises that focus onimproving knowledge and skills in complex areas such as critical thinking,ethical decision making, and strategic planning. Although the topicsaddressed by the simulations are appropriate for a wide variety of audi-ences, they are particularly relevant to those who are—or who aspire tomove into—higher-level positions.

Practical

In addition to teaching techniques and processes for dealing with complexsituations, The Challenge Series can be used to equip participants with theknowledge and skills needed to work effectively in teams. And since teams(rather than individuals) handle most of the more demanding and complexproblems faced by organizations, the circumstances presented by thesesimulations are highly relevant and realistic.

More Than Just a Training Tool

The Challenge Series simulations can be used to meet a variety of trainingobjectives in the classroom or at off-site meetings. They are also extremelyeffective for use right in the work place—to kick off or reinvigorate groupsthat are tackling the same types of issues addressed by the simulations. Inaddition, the Facilitator’s Manual for each Challenge Series exercise providessuggestions for extending the challenge presented by the simulation andapplying it to participants’ organizations.

Choose Your Challenge

Seven different Challenge exercises were developed by Robert A. Cooke,Ph.D. and Janet L. Szumal, Ph.D., of Human Synergistics for the AmericanManagement Association. Each of the exercise booklets includes a set ofcards that participants can use to facilitate the development of theirsolutions. See next page to find the Challenge Series simulations that bestfit your needs.

The Challenge Series

Go beyond the basics by building knowledge and skills that canmake the difference between ordinary and extraordinary performance.

team development

Challenge your teams to go tothe next level with theChallenge Series.

TeamDevelopment

Product

team development


The Challenge SeriesThe simulations are listed from least to most time required to complete, score and debrief.

*Challenge Series Kits include 10 Exercise Booklets plus Facilitator’s Manual.


Organizational ChangeChallenge™Learn the steps of an effectiveorganizational change process Kit *

SM 60100Exercise Booklets

SM 60101

Concerns about the stagnatinggrowth of a home health caresupplies and equipmentmanufacturer require that youand the other top managersoutline a change process forrevitalizing the company.

Sequence 17 activities inthe order they should beimplemented to mosteffectively accomplishorganizational change.

1.5 to 3 hours

Simulation The ChallengeThe Situation Time

Critical ThinkingChallenge™Stimulate creativity and innovativeproblem solving by applyingcritical thinking strategies andtechniquesKit *


SM 40101

You work for a growingmanufacturer of high-qualityplastic parts and are a memberof one of its continuousimprovement teams.

Come up with creative andworkable solutions to fiveproblems—all of which aredifficult to solve by meansof traditional problem-solving approaches.

20 to 35minutes perproblem(1.75 to 3hours total)

Ethical Decision Challenge ™Promote recognition of ethicaldilemmas and the skills for dealingwith themKit *


SM 50101

You are a member of yourhospital’s Institutional ReviewBoard, which is responsible forevaluating research proposalsinvolving human subjects.

Rank 10 research practicesinvolving human subjectsin order of their relativepermissibility oracceptability.

1.75 to 3 hours

ConstructiveNegotiationsChallenge™Learn what it takes to achieve“win-win” agreements Kit *


SM 30101

You are a manager at a largecomputer software companyand serve on a committeeresponsible for negotiatingagreements and contractswith prospective partnerorganizations.

Sequence 17 negotiationactivities in the order theyshould be implemented toeffectively developintegrative contracts andagreements.

1.75 to 3 hours

Strategic PlanningChallenge™Discover how to plan beyond theboundaries of your departmentor unit Kit *


SM 90101

You are the manager of astrategic business unit andserve on a committee respon-sible for developing strategicplans consistent with themission and philosophy of thelarger organization.

Sequence 18 critical stra-tegic planning activities inthe order they should beimplemented to mosteffectively achieve a set ofintegrated plans at thecorporate and businessunit levels.

1.75 to 3 hours

Performance ManagementChallenge™Learn a process for maximizingmotivation and performanceKit *


SM 70101

You have been appointed toserve on a committeeresponsible for developingnew performance manage-ment guidelines andprocedures that will be usedthroughout a large financialservices company.

Sequence 20 performancemanagement activities inthe order they should beimplemented to evaluateand improve the perfor-mance of appraisees mosteffectively.

1.75 to 3.75hours

Project ManagementChallenge™Organize project managementactivities in a practical and efficientway to complete projects on timeand within budget Kit *


SM 80101

You are a project managerand have recently beenappointed to serve on acommittee responsible foroutlining a standard processfor managing projectswithin your organization.

Sequence 24 typicalproject managementactivities in the order theyshould be carried out tomaximize the effectivenessof the project manage-ment process.

1.75 to 3.75hours

team development


Straightforward

The Safety Series simulations are easy to implement in a positive and cost effective manner. Managers,supervisors, or employees can readily administer them with minimal preparation. The exercises areappropriate for front-line employees as well as secondary school students.

Concise

Each simulation is based on a three-step problem-solving process that takes about 30 minutes tocomplete. Participants solve the problem first individually and then as a team. Afterward they comparetheir individual and group solutions to the expert’s solution, which is provided in the Participant’sBooklet. Thus, in addition to learning about safety, participants can also see how well they are workingtogether as a group.

Effective

This proven learning process is simple, highly effective, and efficient. The Safety Simulation Leader’sGuide provides tips on how to conduct a safety session and contain all of the information that you’llneed to delve more deeply into the factors that contribute to synergistic problem solving and thecomponents of Achievement thinking.

Back Injury SafetySituation™Reduce the occurrence ofback injuries

Participant’s BookletSF 52306

You work in the shipping andreceiving department of a largeretail store and need to restock theshelves with a large shipment ofpaperback novels.

Determine which of 12possible actions would reducethe strain on your back andthen sequence them in theorder that you would carrythem out.

30 minutes

Fire SafetySituation™Be prepared to takequick and decisiveactions in the event of afire


You are home alone with yourthree children and puppy when thesmoke alarm goes off.

Determine which of 12 possibleactions would assure yourfamily’s safety and thensequence these in the orderthat you would complete them.

30 minutes

Tornado SafetySituation™Know what steps to take(and which to avoid) inthe event of a tornado


You and your spouse are at homewatching TV, your older child is in thefront yard, and your younger child isasleep in his crib when a warning ofan approaching tornado interruptsthe newscast.

Determine which of 12possible actions would assureyour family’s safety and thensequence them in the orderthey should be taken.

30 minutes

TimeThe ChallengeThe SituationSimulation

team development


Safety Simulation Series Leader’s Guide SS 52120Contains facilitator instructions for administeringand debriefing the safety simulations.

From reducing back injuries to takingthe right actions in the event of atornado, the HSI Safety Seriessimulations heighten safety awareness,create a personal sense of responsibilityfor safety on the job and at home, andpromote teamwork and communication.

The Safety SeriesTeamDevelopment

Product

team development


Observe and Analyze Team Exercises

Team observers use the Observer’s Guide toreport on what they see happening as memberswork together to solve an exercise. The guidehelps observers provide constructive feedbackby directing their attention to specific behaviorsthat promote or inhibit effective groupperformance.

How it Works

The Observer’s Guide can be used with survivalsimulations, business simulations, the ChallengeSeries Simulations, or an organizational problemthat the team is currently confronting. Observersmay be selected at random or strategically.Observers do not participate directly in solvingthe problem, but instead serve as the “eyes andears” of the team by recording when they see orhear specific behaviors relevant to interpersonalprocesses (listening, supporting, differing,participating) and rational processes (analyzingthe situation, identifying objectives,considering alternate strategies, discussingadverse consequences).

Feedback

After the team has finished solving the problem,observers can provide feedback to help mem-bers understand the behaviors and skills thatcontributed to or detracted from their perfor-mance. Alternatively, feedback can be providedmid-way through the problem-solving process toenable team members to adjust their behaviorsin ways that will enhance their team’s effective-ness. These insights help members assess theirindividual impact on the team’s performance anddecide which behaviors they need to enhance,reduce or eliminate to become more effectivecontributors.

Observer’s GuideTM

An invaluable tool for providing groupswith feedback on the quality of theirproblem-solving processes.

Two Observer’s Guides are available. One

is to be used with Survival Simulations,

such as Jungle Survival Situation™, and

the other is for Business Simulations, such

as Customer Complaint Situation™.


Observer’s Guides

Survival Simulation Observer’s Guide™SM 14101

Business Simulation Observer’s Guide™SM 14102

team development

team development

Let observers help you turn a groupprocess simulation into a true team-building experience.

TeamDevelopment

ProductPRODUCT APPLICATION

Use the Observer’s Guide to:

• “Clone” yourself when workingwith multiple groups and equipvolunteers to ensure that everygroup is properly observed

• Provide teams with a tool formeasuring and monitoringperformance

• Sharpen the interpersonal andanalytic skills of team members

• Develop the observation andfeedback skills of individualcontributors

• Improve the quality and acceptanceof organizational decisions

team development


Synergy occurs when the interactive efforts of two or more people have a greater impact than the sum of theirindependent efforts. Synergistic problem solving is achieved when groups maximize their use of available resources,knowledge, and task skills by exhibiting Constructive (as opposed to Defensive) interaction styles. It is further pro-moted when members approach problems in a rational, interpersonally supportive manner.* The outcome is aneffective solution—one that is both accepted by members and of higher quality than their individual solutions.

* Rational and interpersonal skills and processes can be assessed through the use of Human Synergistics’ Observer’s Guides. Constructive and Defensive styles can be measured using Human Synergistics’ Group Styles Inventory.

How the Synergistic Problem-Solving Model Works

Assess and develop Interpersonal and Rational Skills and Processeswith the Observer’s Guide™ (page 53).

Demonstrate Synergy and measure Solution Effectiveness with anyof HSI’s Survival Simulations (pages 44-45), Business Simulations

(pages 48-49), or Challenge Series exercises (pages 50-51).

Measure Constructive group interaction styles and redirect Defensive styles with theGroup Styles Inventory™ (pages 36-37).

©

ORGANIZATIONALDEVELOPMENTPRODUCT LISTINGOrganizational Culture Inventory® (OCI)

Organizational Effectiveness Inventory™ (OEI)

Organizational Culture and Effectiveness

Inventories (OCI/OEI)

Culture for Diversity Inventory™ (CDI)

Corporate Ethics Audit™ (CEA)

Envisioning a Culture for Quality™

Cultural Change Situation™

Customer ServiceStyles™ (CSS)

organizational development

Measure organizational culture, levers for

cultural change, and outcomes of culture—

including customer service styles and quality

of service.



OrganizationalDevelopment

Product

The OCI is recognized as one of the most widelyused and thoroughly researched organizational surveysin the world. Developed by Drs. Robert A. Cooke andJ. Clayton Lafferty, the OCI provides a picture of anorganization’s operating culture in terms of thebehaviors that members believe are expected orimplicitly required. By guiding the way in whichmembers approach their work and interact with oneanother, these “behavioral norms” determine theorganization’s capacity to solve problems, adapt tochange, and perform effectively.

Constructive versus Defensive Cultures

Four of the twelve behavioral norms measured by theOCI are Constructive and promote effective goal-setting, growth and learning, and teamwork andcollaboration. Four of them are Passive/Defensive andlead to conformity, rigidity, and a lack of accountabilityand initiative on the part of members. The remainingfour are Aggressive/Defensive and lead to internalcompetition, management by exception, and anemphasis on short-term success as opposed to long-term effectiveness.

By administering the OCI, organizations can “see”whether the culture that has emerged is Constructive orDefensive. OCI results provide a common language fordiscussing culture, data for understanding its impact,and a framework for initiating and implementingcultural change. The well-documented statisticalreliability and validity of the OCI ensures that the resultswill “ring true” with organizational members and serveas a catalyst for change.


Cultural change initiatives have beencredited with improving the adaptability,quality of service, and financial performanceof organizations across a wide range ofindustries. Measure, analyze, and redirectthe culture of your organization with theOrganizational Culture Inventory.

Organizational Culture Inventory® (OCI)

HSI’s Circumplex-based diagnostic for assessingand transforming organizational culture.

PRODUCT APPLICATION

Use the OCI to:• Develop a picture of the current

operating culture of yourorganization and identifypossible subcultures at thedepartment level

• Validate the need for change onthe part of organizationalmembers

• Create a vision and set adirection for cultural change

• Plan individual and organizationaldevelopment programs to movethe operating culture in thedesired direction

• Support programs designed toenhance member engagement,organizational learning, qualityand reliability, and/or customerservice

• Monitor the impact of culturalchange efforts through repeatedadministrations

Or to:

• Identify and transfer the subcul-tures of high performance units

• Facilitate mergers, acquisitions,and strategic alliances

• Integrate differentiatedorganizational units

• Guide global organizationaldevelopment acrossgeographically-dispersed units



Culture and Performance

Organizations with strong Constructive culturesare more effective than those with Defensivecultures. This relationship between culture andperformance has been demonstrated by researchand consulting projects carried out in diverseorganizational settings including nuclear powerplants, retail stores, hospitals and medical centers,social service agencies, newspapers, banks, andmanufacturing facilities.

The Constructive OCI styles promote, and theDefensive styles detract from, effectiveness atthe individual member, group, and organizationallevels including:

Member satisfaction, commitment,motivation, role clarity, and intention tostay with the organization

Group teamwork and cooperation, unit-level quality, and inter-unit coordination

Organizational quality of service, safetyand reliability, customer satisfaction, voluntaryturnover rates, sales performance, andprofitability

Effectiveness increases as organizations movetoward the OCI Constructive norms and awayfrom Defensive norms. Thus, the inventoryreduces the “guess work” surrounding theappropriate direction for and impact of culturalchange.

Measure Culture with Confidence

The OCI is the “standard” for organizationalmeasurement—not only for organizationalconsulting and development but also foracademic and research purposes. In addition toHuman Synergistics’ own studies, the inventoryhas been validated by independent researchersbased in the United States, England, Germanyand elsewhere. The survey is available innumerous languages and has been used in over50 countries.

Projects incorporating the OCI have been carriedout or funded by the Coca-Cola Retailers’Research Council, the US Department of Energy,Northwestern University’s Readership Institute,the US Department of Defense, and theGovernment Accountability Office. The OCI’sreliability and validity assure that you are measur-ing culture in a manner that is dependable,consistent, and relevant to decision making andchange implementation.

Picture the Current Culture

The OCI measures the strength of normsand expectations for the 12 Circumplexstyles through the use of 120 surveyitems. Respondents can complete thesurvey online or by using paper-basedforms (either computer or hand scored).

The hand-scored forms can be used inseminars for instructional purposes andto develop profiles representing partici-pants’ personal views of their organiza-tion’s culture.

Regardless of the data collection tech-nique you chose, respondents’ scores canbe combined by HSI. Their compositescores along each style are plotted onthe Circumplex to create a “picture” ofthe organization’s current operatingculture.

You can also request departmental, team,or other group profiles to identify andcompare subcultures within theorganization.

Envision the Ideal Culture

An “Ideal” form of the OCI is available forclarifying the vision—the preferredculture for an organization.

The OCI-Ideal asks members to respondin terms of the norms and behaviors thatwould promote their own motivationand performance, maximize the contri-butions of diverse subgroups, and enablethe organization to reach its goals.

Identify Culture Gaps

Ideal versus current results can becompared at the style and item level toidentify culture gaps, select targets forchange, and guide organizationaldevelopment initiatives.

How the OCI Works



The OCI Interpretation andDevelopment Guide

The OCI I & D Guide provides consultants, manag-ers, and change team members with a research-based, yet practical, in-depth understanding ofthe inventory and organizational culture. You canuse the Guide to:

• Describe and discuss the 12 OCI styles and thefactors that promote them

• Explain and support the connection betweenthe OCI styles and important outcomes at theindividual, team, and organizational levels

• Identify goals for cultural change andstrategies and tactics for achieving those goals

Maximize Your OCI ResultsYou can choose either the OCI Standard Report or the Detailed Report. The Standard Reportprovides basic feedback on the culture of your organization. The Detailed Report provides in-depthfeedback on the organization as well as sub-units.

Detailed ReportStandard Report

Provides comprehensive feedback on your organization’sOCI-Current and OCI-Ideal results including:

• Profiles and summary statistics for all respondents aswell as up to 20 subgroups;

• Feedback on the survey items associated with each style(for identifying gaps between “what’s currently ex-pected” versus “what should be expected”);

• Subculture analysis (statistics along the 12 styles foridentifying subcultures or counter-cultures;

• Statistics on the outcomes measured by the OCI (e.g.,satisfaction and quality of service) and correlations be-tween the OCI style scores and these outcomes for theorganization;

• Comparative profiles graphically illustrating the impactof culture and subcultures on satisfaction, quality, andother outcomes within the organization.

Provides a picture of the organization’sculture via:

• A composite cultural profile (paper andtransparency) summarizing the results for allrespondents;

• Summary statistics including percentile and rawscores (indicating the relative strength of normsfor the 12 cultural styles) and standarddeviations (reflecting the amount of agreementamong respondents);

• Additional profiles for departments and othersubgroups can be purchased.

organizational developmentPlease refer to the back of the catalog for the Pricing Guide.

Organizational Culture Inventory® (OCI)

PARTICIPANT MATERIALSOCI-Current (Hand Scored)

DI 38101OCI-Current (Computer Scored by HSI)

DI 38098OCI-Ideal (Hand Scored)

DI 38119OCI-Ideal (Computer Scored by HSI)

DI 38099OCI Interpretation &Development Guide

DI 38100Indispensable resource for understand-ing OCI cultural norms and theconnection between norms andoutcomes. Recommended: Purchase 1for each program facilitator as well aseach participant.

FACILITATOR MATERIALSOCI Leader’s Guide

DI 38110Includes instructions for administer-ing and scoring the OCI andexplaining results, plus researchfindings and program designoptions.

OCI TransparenciesDI 38107Set of 22 attractive, full-colortransparencies assists with OCIscoring and debriefing of results.

OCI PowerPoint® PresentationDI 38210Set of 22 full-color slides assistswith OCI scoring and debriefing ofresults.

OCI Flipchart PadDI 38105The OCI circumplex on 25 largesheets for easy profiling and display.

SCORING AND REPORTING OPTIONSPer OCI (Hand Scored)

CS 89005Per OCI (Computer Scored by HSI)

CS 89017OCI Composite Profile

CS 89014For easy display of OCI results.

OCI Standard ReportSee description above. Included as part ofscoring fee. Additional charge for eachadditional subgroup.

OCI Detailed ReportDI 38116See description above. Maximum of 20subgroups.

Additional Subgroup(s)DI 38121Additional charge per subgroup.

Supplemental Item Set-up feeCS 89023

Customized Analysis and InterpretationContact HSI

Web Administration Available

Ideal for large-scale applications and/orgeographically dispersed groups, OCI canbe administered via the Web for traditionalscoring and profile generation. Paper &pencil forms are also available. For moreinformation, please contact an HSI salesconsultant.



Organizational Effectiveness Inventory™ (OEI)

A tool for measuring and, more importantly,increasing organizational effectiveness.Today’s complex and competitive business environmentdemands continuous change and improvement on the partof organizations. In turn, organizations need reliablemeasures of their internal processes and systems to identifyappropriate targets for change. In response to this need,Human Synergistics developed the OrganizationalEffectiveness Inventory™ for organizations that demand thehighest quality measurement tools.

Link the “Causes” to the “Effects”Based on ten years of research and development, the OEImeasures outcomes at the individual, group, andorganizational levels. It also measures factors leading tothese outcomes and, in doing so, enables consultants andmanagers to identify levers for change and development.


Product


Go beyond traditional employeeopinion surveys and assessperformance at the individual,group, and organizational levelswith the OrganizationalEffectiveness Inventory.

Quality of Service

Outcomes

Coordination and Adaptability

Negative Employee Outcomes (e.g., stress)

Positive Employee Outcomes(e.g., motivation)

Individual, Group and Organizational

Job DesignAppraisal and

Reinforcement

Philosophy and Values

Causal Factors and “Levers for Change”

Quality of Communication

Human Resource Management

Influence Structure

Managerial Leadership

Managerial Bases ofPower

Individual Goals

PRODUCT APPLICATION

Use the OEI to:

• Measure the satisfaction andmotivation of employees

• Assess coordination within andbetween units

• Gauge departmental andorganizational level quality

• Determine the impact of systems,structures, and technologies onthe above outcomes

• Identify targets for change thatwill lead to sustained improve-ments in performance

• Tailor change initiatives to the“local” needs of division anddepartments

• Monitor the impact of organiza-tional change interventionsover time



OEI Report

The OEI feedback report first presents overall resultsfor your organization and then for the subgroupsrequested (e.g., departments or other sub-units).Results are presented in both bar chart and tabularformat.

Feedback is provided on 12 specific outcomesorganized into four general categories and for 31levers for change organized into nine categories. Yourresults are profiled against historical averages (basedon up to 700 organizations) as well as “ConstructiveBenchmarks” (based on up to 120 high-performanceorganizations with adaptive cultures).

Additional data and descriptive text are provided toassist members in linking the levers for change to theoutcomes. Item-by-item results further facilitate theprocess of identifying problems and planning forchange.

Enhance the Power of the OEI

You can customize the OEI to even better meet theneeds of your organization by:

Expanding your OEI Report to include additionalsubgroups based on members’ organizational level,tenure, or other demographic or positional variablesof interest. (Please see Additional Subgroup pricing.)

Adding up to 40 of your own questions andgetting feedback—means and standard deviationsfor All Respondents—on each item.


Organizational EffectivenessInventory™ (OEI)PARTICIPANT MATERIALSOEI (Computer Scored by HSI)

DI 34101Customized OEI

Contact HSI

SCORING AND REPORTING OPTIONSPer OEI

CS 89019OEI Report

DI 34102Includes overall results and results forup to five subgroups.

Additional Subgroup(s)DI 34103


The OEI can be administered to allor a sample of organizationalmembers, either online or inpaper-based form (in groupsessions or individually). Membersanswer sets of questions focusingon the organization, their depart-ments, supervisors, and jobs.

Confidentiality is maintained toensure that members providehonest and useful responses.Their answers are combined todevelop average scores (means)and standard deviations (measuresof agreement).

The organization receives acustomized feedback report thatpresents results for “All Respon-dents” as well as for subgroups.

The report makes it easy to assessperformance and to identify leversfor change. The organization’sresults are profiled against an“Historical Average” (based on upto 700 organizational units) aswell as a “Constructive Bench-mark” (based on up to 120organizations with effectivecultures).

How the OEI Works


Ideal for large-scale applications and/orgeographically dispersed groups, OEI canbe administered via the Web. Paper &pencil forms are also available. For moreinformation, please contact an HSI salesconsultant.



The Organizational Culture and Effectiveness Inventories

Design a comprehensive organizationaldevelopment strategy.


Product

Change, renewal, or transformation programs arecritical for turning around a stagnated organization orfor making a successful organization yet more flexibleand adaptive. However, though necessary, changeinitiatives are often stalled or derailed because they areso difficult to design, garner support for, execute, andevaluate.

HSI offers a solution to organizations committed tochange and development. When used together, theOCI and OEI enable leaders and consultants to analyzethe current state of their organization, envision andcommunicate the desired state, and identify the mostimportant “levers” for moving the organization in thedesired direction.

Get the Complete PictureAs discussed in the preceding pages, both the OCI andOEI measure factors that are critical to organizationalchange programs:

• The OCI assesses the current culture in terms of thebehaviors that members believe are expected ofthem and the ideal culture in terms of the behaviorsthat should be expected to maximize performance.

• The OEI measures outcomes at the individual, groupand organizational levels as well as the levers forchange that are causally related to these outcomes(e.g., human resource management systems, jobdesign, and influence structure).

Used together, the OCI and OEI provide a comprehen-sive picture of the organization’s culture, the factorsleading to and reinforcing that culture, and the out-comes of culture. Thus, when administered in tandem,HSI can provide an integrated feedback report thatexplains not only the implications of your organization’sculture but also the organizational systems and struc-tures that should be targeted to change the culture.


Ideal for large-scale applications and/orgeographically dispersed groups, theOCI and OEI can be administered via theWeb for traditional scoring and profilegeneration. Paper & pencil forms arealso available. For more information,please contact an HSI sales consultant.

Why base your organization’s changeinitiatives on incomplete information andassumptions? Take a strategic andknowledge-based approach totransformation using the OrganizationalCulture Inventory®

(OCI) and the

Organizational EffectivenessInventory™ (OEI) together.


PRODUCT APPLICATION

Use the OCI/OEI to:

• Achieve consensus and buy-in onthe ideal culture for theorganization

• Promote an understanding of theorganization’s current culture

• Identify the most important gapsbetween the current and idealculture

• Motivate change by demonstratinghow the current culture is interfer-ing with effectiveness at themember, sub-unit, and organiza-tional levels

• Identify the most important levers(e.g., systems, structures, skills) forredirecting the culture and enhanc-ing effectiveness

• Identify Constructive and effectivesub-units to provide a model thatcan be transferred to other units

• Monitor, adjust, and keep the changeprogram moving forward by re-administering the surveys over time



The New OCI/OEI Feedback Report

The revised, expanded and updated OCI/OEI Feed-back Report provides you with all the informationyou need to bring about organizational alignmentand achieve targeted, lasting change. The report,focusing on the entire organization as well as up tofive subgroups, presents:

• The Ideal Culture for your organization, based onthe values of and judgments by the members yousurveyed

• Causal Factors—systems, structures, technology,and members’ skills and qualities—that lead tocultures that may be disconnected from the ideal

• The Current Culture of your organization—that is,the operating culture that has evolved as a result ofsystems, structures, and other factors that shapemembers’ beliefs regarding what is expected

• Outcomes of culture, including results at theindividual (e.g., satisfaction), group (e.g., teamwork),and organizational levels (e.g., quality of service)

• A Culture Gap analysis showing the differencesbetween the Ideal and Current culture, style by style

• Gap Barcharts comparing your organization’sresults on Outcomes and Levers for Change to

facilitate “planning for change” efforts

The report also presents correlations between theOCI cultural norms and OEI outcomes and levers forchange, which show how these factors are relatedwithin your organization. Special comparativeculture profiles are provided to further demonstratethe relationship between the cultural styles andoutcomes.

Throughout the report, your organization’s OEI resultsare profiled against those for the Historical Average(a sample of approximately 1000 organizational units)as well as the Constructive Benchmark (a sub-sample of 170 effective units with Constructivecultures). These comparisons provide an unparalleledopportunity to understand the dynamics and perfor-mance of your organization and to selectivelyintroduce meaningful change initiatives.

See the next page for an example of the “Summary ofYour Organization’s OCI/OEI Results” that is includedin the Executive Summary of the Report.

Enhance the Power

The OCI/OEI Feedback Reportprovides results for “All Respondents”as well as for up to five subgroups(e.g., departments, divisions) of yourorganization. You can add additionalsubgroups to your report for anominal fee to provide more detailedbreakdowns by unit or by demo-graphic or positional factors (includingthe organizational level, age, sex, oreducation of respondents).

In addition, you can add up to 40supplementary items to the OCI/OEIsurvey to collect data on issuesspecifically relevant to your organiza-tion. If you chose to include supple-mentary questions, mean scores aswell as standard deviations alongthese items will be provided in the AllRespondents section of thefeedback report.

organizational developmentPlease refer to the back of the catalog for the PricingGuide.

Organizational CultureInventory (OCI) andOrganizational EffectivenessInventory (OEI)

PARTICIPANT MATERIALSOCI-Current and OEI (Computer scored by HSI)

DI 34110OCI-Ideal (Computer scored by HSI)

DI 38099

SCORING AND REPORTING OPTIONSPer OCI-Current and OEI processed together

CS 89020Per OCI-Ideal

CS 89017OEI/OCI Detailed Report

DI 34111Includes up to 5 subgroups.

Additional Subgroups (OCI)DI 38121

Additional Subgroups (OEI)DI 34103

Supplemental Item Setup FeeCS 89023




(Ho

w C

ult

ure

Wo

rks)



Ideal Culture(Section 2*)

Outcomes(Section 5*)

Operating Culture(Section 4*)

Causal Factors(Section 3*)

The Ideal OrganizationalCulture Inventory® (OCI-Ideal) creates a vision ofthe preferred culture.Members respond to thesurvey in terms of whatshould be expected.

Members are asked toidentify the behavioralstyles that wouldpromote their ownmotivation and perfor-mance, maximize thecontributions of diversesubgroups, and helpreach organizationalgoals.

The resulting IdealCulture Profile portraysthe shared values ofmembers with respect tothe 12 OCI styles:

· Achievement

· Self-Actualizing

· Humanistic-Encouraging

· Affiliative

· Approval

· Dependent

· Conventional

· Avoidance

· Oppositional

· Power

· Competitive

· Perfectionistic

The OrganizationalEffectivenessInventory™ (OEI)measures variousfactors or levers forchange, that lead toand reinforce culturalnorms. These factorsconcern:

· The organization’smission andphilosophy

· Organizationalstructures

· Systems

· Technologies

· The skills andqualities of members

When in alignmentwith organizationalvalues, these factorslead to an operatingculture that is similar tothe Ideal. When out ofalignment, they lead toa Defensive operatingculture that is“disconnected” fromthe Ideal.

The OrganizationalCulture Inventory® (OCI)provides a picture of theoperating culture of theorganization in terms of“how things are donearound here” and “what’sexpected” of members.

The behavioral normsand expectationsmeasured by the OCIhave a direct bearing onthe functioning oforganizations and,therefore, are causallyrelated to outcomes(such as those listed tothe right).

OCI results promotechange by revealing theDefensive and counter-productive behaviors theorganization is inadvert-ently reinforcing, as wellas the negative impact ofthese behaviors onindividual and organiza-tional performance.

The OCI/OEI FeedbackReport highlights thelevers that are mostlikely to bring aboutcultural change in thedesired direction.

The outcomesmeasured by the OEIinclude:

IndividualMember satisfactionand motivation

GroupTeamwork andcoordination

OrganizationalCriteria oforganizationaleffectiveness,quality of serviceand adaptability

How Culture Works

*Refers to the relevant section of the OCI/OEI Feedback Report.




Product

The Culture for Diversity Inventory is Human Synergistics’Circumplex-based survey for signaling the need for andassessing diversity initiatives in organizations. While based onthe Organizational Culture Inventory® (OCI, pages 56-58), theCDI more directly assesses the norms that guide the waydiverse members within an organization interact.

Diversity NormsThe inventory presents a list of statements describing someof the behaviors and personal styles that might be expectedor implicitly required of organizational members. Thesestatements focus on the way in which they are expected toapproach their work and interact with others, particularlythose with different backgrounds and perspectives.

Members’ responses are combined and plotted on theCircumplex to depict the organization’s culture with respectto diversity. Three types of cultures are measured:

· Constructive cultures, in which behavioral norms promotediversity, productive interpersonal relations, and theaccomplishment of individual and organizational goals

· Passive/Defensive cultures, in which norms suppressdiversity, individual differences, and personal opennessand initiative

· Aggressive/Defensive cultures, in which norms emphasizedifferences but fail to promote collaboration and integration

Constructive cultures have been shown to have a positiveimpact on important outcomes such as: member satisfaction,motivation, and feelings of equity; teamwork and themanagement of inter-group relations; and the quality ofproducts and services as well as other organizational-levelindicators of effectiveness. Diversity programs that move anorganization toward a Constructive culture are thereforemore meaningful, and have longer lasting effects, than thosethat do not.

Culture for Diversity Inventory™ (CDI)

Create a consistent and constructive culture tointegrate the talents and efforts of diversemembers.

PRODUCT APPLICATION

Use the CDI to:

· Assess the organization’sculture with respect todiversity

· Identify a culture that moreeffectively promotesdiversity management

· Assess the impact ofculture on members’satisfaction, feelings ofinclusion, and perceptionsof equity

· Determine whetherdifferent groups within theorganization view theculture in consistent ways

· Tailor diversity programs inrecognition of the differentsubcultures reported bydifferent groups

· Monitor the impact ofdiversity programs andrelated organizationaldevelopment initiatives


The key to diversity management isimproving the culture and climate for allmembers. Focus on enriching the workenvironment for all groups within yourorganization with the Culture forDiversity Inventory.



CDI Report

The CDI feedback report first presents overallculture results for “All Respondents” followedby results for up to six subgroups. Subgroupresults are particularly important given thatdifferent groups (e.g., men versus women,Whites versus Blacks and Asians, olderrespondents versus younger respondents) mayoperate within distinct subcultures within thesame organization.

Results are profiled on the Circumplex to showthe strength of norms and expectations for thetwelve specific styles associated withConstructive, Passive/Defensive, and Aggressive/Defensive cultures. When the overall culturalprofile for an organization is Constructive,subgroup profiles also tend to be generallyConstructive and consistent with one another.When the overall profile is Defensive, subgroupprofiles for minority groups sometimes tend tobe more Defensive than those for groups in themajority. Such results indicate that: organizationalfactors are creating problems for members, thesepressures are being felt more by minoritymembers, and programs designed to redirect theculture will have a positive impact on membersof all groups.

The Report also summarizes results for AllRespondents as well as subgroups on a series ofsupplementary questions included in the CDI.Results are provided for questions regarding:

• Work stress

• Person/role conflict

• Inter-sender role conflict

• Equity

• Job satisfaction

• Other outcomes (including whether membersfeel valued by the organization)

• Perceived employee and managementcommitment to diversity

Results along these items, presented in tabularand bar chart format, typically complement theculture profiles and provide a deeperunderstanding of the implications of culture fordiversity management.

How the CDI Works

The CDI consists of 120 statementsthat describe some of the behaviorsand styles that might be implicitlyrequired of an organization’s members.The survey also includes 22 comple-mentary questions focusing on suchoutcomes as satisfaction, role stress,and perceived equity.

The CDI takes approximately 20minutes to complete. A hand-scoredversion of the inventory is available forseminar and classroom applications.An additional 10 to 15 minutes isneeded for respondents to score andprofile their results.

Alternatively, computer-scored formsof the inventory can be used for large-scale administrations. HumanSynergistics can score these surveysand provide you with either a Standardor Detailed Report.


Culture for Diversity Inventory (CDI)PARTICIPANT MATERIALSCDI-Current (Hand Scored)

DI 37101CDI (Computer Scored by HSI)

DI 37103

SCORING AND REPORTING OPTIONSPer CDI

CS 89018CDI Composite Profile

CS 89024CDI Standard Report

Includes tables and profiles only. Included as part of scoring fee.Additional charge for each additional subgroup.

CDI Detailed ReportIncludes All Respondent results with breakdowns for up to 6subgroups along one stratification variable.DI 37117



Corporate Ethics Audit™ (CEA)

Human Synergistics is pleased to introducethe Corporate Ethics Audit.


Product

Understanding the ethical principles and standardsoperating in your organization requires you to lookbeyond written value statements and codes ofconduct. These statements and codes really matteronly to the extent that they are consistentlycommunicated to members, modeled by managers, andreinforced on a day-to-day basis. When they are not, thetrue standards that shape and drive members’ behaviorsand decisions may subtly differ from, or even starklycontrast with, those espoused by the leaders of theorganization.

Do you want to really understand the ethicalprinciples and standards operating in yourorganization? Administer the CEA, a standardizedsurvey that accurately portrays the true ethical cultureof an organization. Based on the Organizational CultureInventory® (OCI), the CEA measures three types ofcultures that can drive ethical behavior: Constructive,Passive/Defensive and Aggressive/Defensive. Therelative strength of these cultural styles determineswhether members are encouraged to maintain theirintegrity, pressured to engage in questionable practices,or forced to tolerate decisions they view as wrong orunfair, respectively.

PRODUCT APPLICATION

The CEA is currently in the beta-testing stage. Call us to participatein the final norming of the surveyon a no-cost basis. You will receivethe following:

• Either 10 paper-based copies ofthe CEA, or a ”code” number foronline administration forup to 10 respondents

• A CEA Profile showing compositeresults for members of yourorganization. Your organization’sor department’s results will beprofiled against our preliminarynorms

• Brief descriptions of the CEAstyles

• The information you need tocompare the culture of yourorganization or department toyour code of ethics and toidentify any inconsistenciesbetween them


New!Try at no cost!

Does the informal culture of yourorganization match up to your preferred orformal code of ethics? Find out byadministering the Corporate Ethics Auditon a no-cost basis.




Envisioning a Culture forQuality Situation

PARTICIPANT MATERIALSParticipant Booklet

SM 27101

FACILITATOR MATERIALSLeader’s Guide

SM 27110

Envisioning a Culture for Quality™

An interactive team activity that linksculture to product and service quality.


Product

Your customers are telling you. Your bottom line istelling you. And your Organizational Culture Inventory®(OCI) results just confirmed it. Your company’s serviceis substandard—and your culture is part of the prob-lem. But how do you begin to fix it? What can you do tostart redirecting your culture to one that supports—rather than stifles—quality service?


“Improve service quality” is yourmandate. But what does qualityservice “look like” and “soundlike”? And how do your peoplemake it happen? Envisioning aCulture for Quality is the bestplace to start.

Tune up Your Teams

Envisioning a Culture for Quality is asimulation that helps your peoplerecognize and understand how acompany’s culture relates to serviceeffectiveness and product quality.

This two-hour team activity challengesparticipants to define the type of culturethat is most likely to lead to product andservice excellence. They do this by rank-ordering a list of 24 behaviors accordingto their positive or negative impact onservice quality. These behaviors arerelated to the cultural “styles” measuredby the Organizational CultureInventory® (OCI).

For more information on the OCI,see pages 56-58.

How Envisioning a Culturefor Quality Works

PRODUCT APPLICATION

Use Envisioning a Culturefor Quality to:

• Introduce organizational cultureto individual contributors inpreparation for a change program

• Familiarize participants withculture and its critical impact onoutcomes such as product andservice quality

• Teach the behaviors needed tomove service levels from “substan-dard” to “superior”

• Enhance problem-solving anddecision-making effectiveness byteaching your people task(rational) and people (interper-sonal) skills involved in successfulteamwork




A simulation that helps set culturalchange in motion.


Product

Cultural change is your #1 business priority. You’re poisedand ready to roll out one of the most complex, difficultprojects you’ll ever undertake. But are you?

To be effective—to “work”—cultural change requires aclear direction, dedication, patience, time…and people. Yet,many culture change efforts fail before they start becausethose expected to carry out the change weren’t “onboard.”

So how do you get the message to the masses? How do youbuild a solid understanding of what’s involved in culturalchange—and engage and excite your people about theprogram in the process?

Initiate and Support ChangeAs members of a team responsible for culturechange recommendations, your people are chal-lenged to present an improvement plan to thefictional company’s board of directors. Following astructured process that involves OrganizationalCulture Inventory® (OCI) profiles and OrganizationalEffectiveness Inventory™ (OEI) results, the team mustanalyze the information and decide on actions tomove the culture toward the company’s “ideal” ordesired culture.

By working through their assigned task, participantsget to know the behavioral patterns or “norms”measured by the OCI. They also learn about theforces that create and reinforce these norms, as wellas the resulting outcomes (as assessed by the OEI).

For more information on the OCI and OEI,see pages 56-64.

How Cultural Change Situation Works


Cultural change is not only goodfor business—it’s everybody’sbusiness. But how do you get yourpeople to understand it, support it,and do it? Get together with theCultural Change Situation.


Cultural Change Situation

PARTICIPANT MATERIALSParticipant Booklet

SM 29101

FACILITATOR MATERIALSLeader’s Guide

SM 29110Transparencies (set of 7)

SM 29111

PRODUCT APPLICATION

Use the Cultural ChangeSituation to:

• Prepare individuals for their rolein redirecting your organization’sculture by enabling them toexperience and participate in afictional cultural change process

• Cost-effectively introduce andexplain the activities and strate-gies involved in cultural change

• Streamline cultural change bybuilding knowledge and familiar-ity with planning andimplementation processes





Product

Marketing experts recommend that yourcustomer surveys tap three basic dimensions:

1. Satisfaction – Does the quality of service meet customer’s expectations?

2. Customer Loyalty – Is the customer likely to do repeat business with you?

3. Word-of-Mouth – Would the customer recommend your organization to others?

Human Synergistics recommends you also measurethe service styles that promote (or work against)satisfaction, customer loyalty, and word-of-mouth:

Constructive Service Styles – Service providersinteract with customers and approach their jobs inpositive ways that enable them to fulfill their needsfor growth, relationships, and performance.

Passive/Defensive Service Styles – Service providersinteract with customers in “safe” ways designed topromote the fulfillment of their needs for securityand acceptance by the organization and work group.

Aggressive/Defensive Service Styles – Serviceproviders approach their jobs in forceful waysdesigned to promote the fulfillment of theirneeds for security and status within theorganization and work group.

These styles, which can be assessed from theperspective of either internal or external clients, arecritical targets for individual and organizationalchange and development programs.

Customer ServiceStyles™

Promote customer satisfaction throughconstructive service styles.

PRODUCT APPLICATION

Measure both service styles andoutcomes:

· Identify the Constructive stylesthat are promoting satisfaction,customer loyalty, and word-of-mouth recommendations

· Identify the Defensive styles thatare interfering with customersatisfaction

· Analyze your customer servicestyles results in terms of yourorganization’s culture (using theOrganizational CultureInventory® (OCI)

· Develop and monitor individualchange programs usingHuman Synergistics’ otherdiagnostic instruments (includingthe Life Styles Inventory™)

We are finishing up the develop-ment and testing of CustomerServiceStyles. So, call us now toparticipate in the final phase ofour research and receive on acomplimentary basis:

· 20 copies of CustomerServiceStyles to administer toyour clients

· An informative feedback reportsummarizing the results for yourorganization or department

Now, survey your customers, getfeedback on the service your people areproviding, and tie service quality to yourorganizational change initiatives. TryHSI’s newest instrument, CustomerServiceStyles, for a limited time only ona no-cost basis.

Try our product training workshops,

executive coaching, and assessment

scoring.

TRAINING ANDSPECIAL SERVICESExecutive Coaching Program

Foundation Workshop

Advanced Workshop

Scoring Services

training and special services

72


www.humansynergistics.com Copyright © 2008 by Human Synergistics International. All Rights Reserved.

PROGRAM APPLICATION

Use the ExecutiveCoaching Program to:

· Integrate and develop personalqualities that turn leadershippotential into leadership realized

· Build personal and interpersonalawareness as the basis forleadership effectiveness

· Unfold the leadership potentialof talented managers andindividual contributors

· Focus on the special transitionneeds of senior-level people tocombine career-life-leadershipplanning with resources toconnect leaders with their nextopportunity

· Evaluate how well external orinternal candidates will workwith teams and within theorganizational environment byproviding coaching to reinforcethe success of the selection


Coach your leaders throughout yourorganization, at all stages of theirgrowth—as they enter theorganization, as they take on newleadership challenges, as they movefrom executive competence toleadership effectiveness, as they seekto improve the synergy of their team,or as they transition to newopportunities.

Executive coaching is a personal and professional develop-ment process for leaders at all levels of an organization.Through a one-on-one relationship with one of our highly-qualified staff, the coaching focuses on helping a leaderdevelop his or her skills. It is used for developing high-potential leaders, or leaders who have some performanceproblems that need attention. Coaching provides anopportunity for a leader to explore in an objective andprofessional way those issues, attitudes, and behaviors thatare important to his or her performance and career.

Executive coaching is an ongoing relationship between aleader and one of our well-qualified staff. It involves acommitment that can run as long as a year with frequentone-on-one coaching meetings, assessment, feedback fromothers, and focused performance counseling and monitor-ing. The “coach” often acts as messenger, teacher, facilitator,priest, and sometimes, provocateur to create change.

There are times when a high-potential leader can benefitfrom a personalized development program. Theseindividuals can grow faster through the focus and intensityof a one-on-one program. There are other times when aleader has a performance problem that is not likely torespond to a workshop. Yet, that leader is talented. He orshe is an asset that the organization wants to keep anddevelop. Such situations are ideal for executive coaching.

Executive coaching is a process which equips individualswith the necessary knowledge and tools for self-develop-ment and increased effectiveness. Executive coachingprovides continuous learning, support, encouragement andfeedback as new approaches are tried and new behaviorspracticed.

Executive Coaching Program

A specialized solution for the developmentneeds of leaders at all levels of an organization.



The Right Coach is CriticalThe success of any executive coachingprogram is directly related to thequalifications of the person who providesthe coaching.

HSI is proud to provide highly skilled andexperienced professionals who recognize andunderstand the unique variety of business andpeople-related challenges executives andmanagers face. Each of our coaches has theexpertise needed to present and discuss eventhe most critical feedback in a positive, yetresults-oriented way.

Getting Started is Easy

• To arrange for an executivecoaching session, simply contactan HSI sales consultant todiscuss your specific needs

• Program costs vary dependingupon the assessments selected

• Executive coaching sessions areusually conducted at the HSIoffice in Plymouth, Michigan,but can also be conducted at alocation of your choice. Pleasecall for details.

Enable Your Executives to Excel

The coaching process begins as the leadercompletes selected HSI individual and 360°feedback assessments. The business coachanalyzes the assessment results and determinesstrategies and recommendations the leader canimplement to resolve performance difficultiesand increase effectiveness in current strengthareas.

To complete the process, the leader and businesscoach meet to discuss the assessment results andmap out a detailed plan that enables the leader toaccomplish his or her development goals.

How the Executive CoachingProgram Works

74




Whether you’re a consultant or humanresource professional, we have what youneed to succeed. The Product Workshops fromHuman Synergistics International provide aseries of learning experiences that challenge youto take the lead.

The Product Workshops are designed for external and internalorganizational development or human resource practitioners.

Attend the Workshops to:• Gain invaluable knowledge, skills, and recommendations to tackle tough

business challenges using HSI products

• Experience first hand the benefits of HSI assessments and simulations

• Network with colleagues to share innovative program design ideasand proven effective debriefing techniques

Additional BenefitsThe two workshops include a focus on marketing and implementing HSIproducts within client organizations. You’ll gain proven tips and techniquesfor presenting the HSI system to promote client buy-in.

Plus, workshop attendees receive sample products and support materialssuch as leader’s guides and a starter kit to help you work immediately withthe products, as well as a lifetime 5% discount on all HSI materials for thosewho complete the workshop. Continental breakfast and lunch are providedeach day.

See the next page for a full description of each workshop.

Product Workshop Series

For scheduled dates, please contact anHSI sales consultant.

Workshops are conducted at the HSIoffice in Plymouth, Michigan.

These workshops can be conducted atyour location. Please call for details.

training and special servicesPlease refer to the back of the catalogfor the Pricing Guide.

Product Workshop Series

WORKSHOP DURATION

SPECIAL OFFER!Register two or more workshop seats and save10% on your registration fee.

For details contact an HSI sales consultant.

Foundation WorkshopPG 70100

3 to 3.5 days

Advanced WorkshopPG 75500

3 to 3.5 days

Integrated workshops of study for your professional and career development



Lead the Way with HSI Product Workshops

For more information on a specific workshop, please contact an HSI sales consultant.

The HSI Product Workshops are described below. The Foundation Workshop must be completed beforethe Advanced Workshop.

Learn how to apply the unique HSI developmental process to driveimprovement efforts at the individual, group, and organizationallevels.

· Discover how to increase productivity by enabling individuals tochange their behavior so they accomplish tasks more effectivelyand efficiently

· Learn how to develop leadership potential and the ability tofunction better as part of a team by showing people how theirbehaviors affect both work performance and their interactions

· Understand how to sharpen interpersonal skills by enablingindividuals to recognize and redirect defensive behaviors, as wellas strengthen behaviors that enhance communication andimprove relationships

· Learn how to drive a personalized, self-directed developmentprocess that incorporates 360° feedback

· Discover how to increase decision-making efficiency byimproving group problem-solving skills

· Learn how to teach the task (rational) and people (interpersonal)skills and behaviors that promote successful team performance

· Experience how to demonstrate the power and potential of teamversus individual decision making

· Find out how to call attention to problems plaguing a team’sperformance

· Learn how to assess the interaction styles of any group whosemembers solve problems or make decisions

· Discover how to provide teams with targeted feedback on thestyles that contribute to—or detract from—their effectiveness

· Understand how to generate valid and reliable information onthe operating cultures of an organization and subunits within it

· Learn how to provide a direction for organizational change anddevelopment

Workshop Description HSI Products

FoundationWorkshop

AdvancedWorkshop

Further enhance your understanding of how to apply the HSIdevelopment process at the leadership and organizational levels.

· Enhance your knowledge and skills to measure the impact of theorganization’s culture on members, groups, and the organizationas a system

· Understand how to provide valuable insight into the factors orconditions that are likely driving or shaping the culture—andresulting in outcomes (e.g., quality of service) at member, group,and organizational levels

· Experience how to identify specific change areas or “levers” anorganization can adjust to improve its culture—and, as aresult, its performance

· Understand how to identify the need for leadershipdevelopment, as well as a direction and strategy for change

· Learn how to provide the foundation for an effective andthorough leadership development process

· Experience how to help leaders understand the implications oftheir behavior, and adopt strategies that drive increased personaland organizational effectiveness

Life Styles Inventory™ (LSI) 1 & 2

Acumen Leadership WorkStyles™


Survival, Business and ChallengeSimulations

Organizational CultureInventory® (OCI)

Organizational CultureInventory® (OCI)

Organizational EffectivenessInventory™ (OEI)


Organizational ChangeChallenge™

Envisioning a Culture forQuality™

Management EffectivenessProfile System™ (MEPS)


76



Scoring ServicesWith today’s frantic pace, you’re busier than ever. So whyspend time on tasks you can easily delegate to the experts?

Easy and Fast

To save you time and frustration, HSI offers prompt,efficient scoring of our assessments. With just a simplephone call from you, we’ll handle all the details associ-ated with assembling, delivering, and tracking programmaterials for you—via regular mail or email. We’ll evenupdate you on the status of participant returns and helpyou track down late or missing assessments. And you’llget the credit for a smooth process and error-free results.

Confidentiality Ensured

One of the many benefits of HSI scoring is that itreassures program participants of the confidentiality oftheir assessment results. This important considerationhelps encourage participants to be open and honest inresponding to assessment items.

Safe, Convenient Tracking ofImprovement Efforts

When HSI scores your assessments, we keep well-organized electronic files of all your assessment data. Theresult is an easily accessible baseline by which you canmeasure change and improvement results over time.

For prompt turnaround time*, quality results, andpersonalized service, give HSI Scoring Services a try.We’re confident that you’ll return again and again.

Ask your sales consultant about the scoring servicesavailable on your next assessment order.

Results With Impact

To add extra polish and impact toyour assessment results presenta-tions, let Scoring Services provideindividual and/or group resultsvisuals. For example, you can request:

Composite Profile. One profilecontaining combined assessmentresults for all participants.

Subgroup Profiles. Containa subset of scores based ondemographic data like specificdepartments or divisions.

Comparative Profiles. Selectedgroup profiles based on demo-graphics such as managementlevel, job function, or occupation.

For many HSI assessments, we alsooffer results on disk or via email.


Make your developmentprograms even more successful.Let HSI save you time—andfrustration. Rely on ScoringServices for all your programadministration needs.

*Standard turnaround time for Scoring Services is 7-10 business days.



Order HSI products and services via

phone, email, and fax. We look forward

to serving you.

ORDERINGINFORMATIONPlacing Your Order

Order Form—Back Pocket

Product User’s Guide—Back Pocket

HSI Offices and International Affiliates—Back Pocket

Translation Grid—Back Pocketordering information

ordering information


Placing Your OrderPurchase Orders

If your organization uses purchase orders, werequire that you fax or mail us a copy of yourpurchase order before we can ship your purchase.

Fax Orders

Please include a name and a daytime phonenumber on all fax orders. You will receiveconfirmation of your fax order within onebusiness day.

Rush Orders

If you need your materials expedited, call or fax yourorder before 4 p.m. Eastern Time for expeditedshipping via Federal Express. Shipping charges on allexpedited orders are billed at the carrier’s charge forshipment plus a packaging/handling fee and areincluded on the invoice. We must have a streetaddress and phone number to ensure delivery. Referto Terms and Conditions for complete details.

International Orders

International orders, including shipping and handlingcharges, must be prepaid by credit card (VISA,MasterCard, American Express), wire transfer, moneyorder or corporate check in U.S. funds. Please adviseon method of shipment, import broker, and labelingof cartons for customs purposes. HSI cannot assumeresponsibility for lost shipments if a non-traceablemethod is requested.

International orders are subject to additional fees bythe country of destination for duties or taxes. HSIdoes not impose these additional fees, and there-fore is not responsible for them.

Research Reports and Samples

Copies of most HSI products and research reportsare available, at no charge, for review prior to placinga quantity order.

Phone

800.622.7584 (MI)800.590.0995 (IL)866.384.3058 (CA)8:30 a.m. to 5:30 p.m. local time(Monday through Friday)734.459.1030 International orders

Fax (24-hour)

734.459.5557 (MI)847.590.0997 (IL)510.899.7408 (CA)

Email

[email protected]@[email protected]

Mail

39819 Plymouth Rd. C8020Plymouth, Michigan 48170-8020

21 South Evergreen AvenueArlington Heights, Illinois 60005

2200 Powell Street, Suite 1025Emeryville, California 94608-1809

We are committed to providing ourcustomers with products and servicesof the highest quality. We welcome yourideas, suggestions, and comments.


Please include your street address and phonenumber to avoid delays in shipping.

Need Assistance?

Staff experts in each product and servicearea are available from 8:30 a.m. to 5:30p.m. local time, Monday through Friday,to answer your questions or to assist youin selecting materials that meet yourtraining needs.

Methods of Ordering



Shipping

All materials are FOB Plymouth, Michigan. Yourorder will be shipped via UPS ground service onebusiness day after we receive it. For promptservice, please provide a street address (wecannot ship to a PO box), phone number, and thedate materials are needed. Please call if you needexpedited delivery.

Note: Items ordered together are not necessarily shippedtogether. Upon receipt of your order, please open the plasticwrap to compare the contents with the enclosed packing slip.All claims for damaged goods, incorrect items, or shortagesmust be made within 48 hours to our Sales Department.

About Returns

To ensure proper credit/refund for returnable*items, please request a Return MaterialsAuthorization number from our Client RelationsDepartment (800.622.7584). Materials receivedwithout a Return Materials Authorization numberwill be refused and returned to the shipper. Itemsmust be returned within 30 days from date ofinvoice for credit/return (less packaging andshipping charges). Include a copy of the invoiceor packing slip with the returned materials.

Authorization number must appear on theoutside of the box. Please package itemscarefully. Credit/refund will be given only foritems received in saleable condition. We suggestthat all returns be shipped prepaid by UPS orother traceable service. We are not responsiblefor lost or misdirected returns.

*The following items are not returnable: leader’s guides,videos, feedback reports, flip charts, transparencies, andoutdated materials.

Terms and Conditions

Any order of $100 or more may be invoiced atyour request and is subject to credit approvalbefore shipping. Orders under $100 requireprepayment via VISA, MasterCard, AmericanExpress, check, or money order prior to shipping.Our terms are NET 30 days from date of invoice.Invoices are not issued until your order isshipped. Credit cards will not be charged untilmaterials are shipped. We regret that we areunable to make shipments when accountsremain overdue. Prices, discounts, terms, andconditions in our current price list supersedethose printed in previous price lists andpublications, and may change without notice.

Educational Discounts

We offer a 25% discount on materials forclassroom use only, in high schools, colleges, anduniversities. Request discounts when placingorders. To qualify, orders must be on a schoolpurchase order or on school stationery, must befor an accredited course and must include thecourse name and number. Volume and educa-tional discounts cannot be combined on thesame order.

Sales Tax

Sales tax will be added to order totals whenapplicable. You will not be taxed on consultingservices, scoring services, or shipping andhandling.

Tax-exempt groups must provide a copy of theirtax-exempt certificate.

Copyright Policy

All publications of Human Synergistics Interna-tional and its associated authors are copyrighted.Their reproduction, in whole or in part, by anyprocess, is a violation of copyright law. Thispolicy applies to, but is not limited to, any surveyor simulation or section thereof, as well asanswer sheets, scoring devices, profiles, reportforms, tables, charts, norms, or other quotedmaterial found in instruments, manuals, bro-chures, or books. We pursue all copyrightinfringements. While we’re not vengeful, we areprovocable®.

Volume Discounts

Volume Discounts are available on mostmaterials and are based on the total dollaramount of individual orders. (Scoring,consulting services, and shipping chargesare excluded from discounts.)

$2,000 - $3,500 = 5% discount

$3,501 - $5,500 = 10% discount

$5,501 and greater = 15% discount



Thanks for reviewing our catalog and considering our productsand services!If you are new to Human Synergistics, welcome! We hope you visit us often. Our products are the best in the

business—statistically reliable and valid.

If you are already associated with HSI, thanks for staying with us!

We offer consulting support on any project based on our instruments. If you need someone to run a simula-

tion and a GSI and interpret the results to your team, we can do it. If you are running a large-scale cultural

change project and plan to use the OCI, OEI, LSI, GSI and Acumen Leadership WorkStyles™ along with

simulations, we can help you do that, too.

Ask your account manager if one of our consultants is right for you.

Please feel free to call us anytime to discuss your organizational training and assessment needs. Thanks for

visiting and stay in touch!

The Staff at Human Synergistics International


(pocket for pricing list goes here)

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