paragon assessments

TTI Success Insights®

Workplace MotivatorsTM

"He who knows others is learned.He who knows himself is wise."

–Lao Tse

Terry Armstrong12-3-2008

Copyright © 1989-2008. Use by Target Training International, Ltd. permitted under license agreement. All rights reserved.

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Terry Armstrong

UNDERSTANDING YOUR REPORT

Knowledge of an individual's values help to tell us WHY they do things. A review of an individual'sexperiences, references, education and training help to tell us WHAT they can do. Behavioralassessments help to tell us HOW a person behaves and performs in the work environment. TheMotivation Insights® measures the relative prominence of six basic interests or values (a way ofvaluing life): Theoretical, Utilitarian/Economic, Aesthetic, Social/Altruistic, Individualistic/Political andTraditional/Regulatory.

Value the Drive forTheoretical KnowledgeUtilitarian/Economic MoneyAesthetic Form and HarmonySocial/Altruistic HelpfulnessIndividualistic/Political PowerTraditional/Regulatory Order

Values help to initiate one's behavior and are sometimes called the hidden motivators because theyare not always readily observed. It is the purpose of this report to help illuminate and amplify someof those motivating factors and to build on the strengths that each person brings to the workenvironment.

Based on your choices, this report ranks your relative passion for each of the six values. Aknowledge of an individual's values help to tell us why they do what they do. By measuring values,we uncover some of these motivators and can identify strengths that make each person uniquewithin an organization. Values initiate or drive our behavioral style.

Workplace Motivators Report

This document has been prepared based on careful statistical analysis of the response pattern onthe Motivation Insights® instrument. Norms have been developed for this instrument fromthousands of professionals. This report uses the latest information available about human cognitionand memory. Content is arranged in easy-to-remember categories using an interactive page layout.


Copyright © 1989-2008. Use by Target Training International, Ltd. permitted under license agreement. All rights reserved. 1

Terry Armstrong

UNDERSTANDING YOUR REPORT

How to get the most from this report

1. Add, delete, and write comments in this document and consider it a work-in-progress handbookor personal tool. Consult, review, revise, and update this document periodically.

2. Review the report and select items of primary importance to current projects. Determine thebest steps ahead based on what the report reveals and current experiences.

3. As appropriate, share the information on the Team Building Summary with peers and managersat whatever level of disclosure feels comfortable. As communication is a two-way process,peers and managers are encouraged to share similar information from their own Team BuildingSummary sheets.

4. Use the information in the report to serve as a "self-management handbook" or "empowermentmanual" to help clarify workplace values issues, and to assist in maintaining optimalperformance.

5. Other steps and processes may emerge through team meetings.

This report includes

A section for each of the six Values dimensions in these categories: General Characteristics;Value to the Organization; Keys to Managing and Motivating; Training, ProfessionalDevelopment and Learning Insights; Continuous Quality Improvement.

A Norms and Comparisons section that reveals where your values are compared to the nationalmean.

A Values Graph

A Values Wheel

A Values Action Plan for affirming strengths and encouraging growth and development.

A Team Building Summary to facilitate sharing selected information with others.



Terry Armstrong

THEORETICALThe primary drivers with this value are the discovery of KNOWLEDGE and appetite for LEARNING. In pursuit ofthis value, an individual takes a "cognitive" attitude. Such an individual is nonjudgmental regarding the beauty orutility of objects and seeks only to observe and to reason. Since the interests of the theoretical person areempirical, critical and rational, the person appears to be an intellectual. The chief aim in life is to order andsystematize knowledge: knowledge for the sake of knowledge.

General CharacteristicsHigh knowledge base and credibility base in contributions to team efforts.Stays mentally alert and likes mental challenges.A strong personal belief in life-long learning.Strong desire to learn and go beyond the required knowledge base.Has a "cognitive" attitude. Looks for deeper meaning in things.Likes to develop quick utilities or procedures that are a new way to look at existing jobresponsibilities.Has many interests outside the workplace.Likes to go to trade shows and conventions in his area of interest and expertise to find newideas and tools for the team and organization at large.

Value to the OrganizationWill work long, hard hours on the complex solution to a problem.Others on the team may seek out Terry to answer their questions because they know of hisstrong knowledge base.At a team meeting Terry will come prepared, with pre-work completed.Demonstrates a logical approach to problem solving and patience to analyze all of the optionsfor solutions.Knows a little about most everything, and is conversant about it.

Keys to Managing and MotivatingCall upon his knowledge and expertise whenever possible at team meetings, and when inproblem-solving mode.Include Terry in future development projects and draw on his expertise.Involve Terry as a constructive critic for new ideas or when evaluating existing projects andprotocol.Classes, courses, conferences: Send Terry and let him learn.Find out his interests and channel related information to Terry. Send topical mail, brochuresand info-sheets to him.



Terry Armstrong

THEORETICAL

Training, Professional Development and Learning InsightsTerry may have his own on-going personal development program already in progress.He enjoys learning even for its own sake, and will be supportive of most training anddevelopment endeavors.Terry can be depended upon to do his homework thoroughly and accurately.

Continuous Quality ImprovementsHas a tendency to demonstrate a bit of aloofness, especially to those not as intellectuallydriven.May need coaching on time management.Don't rush from one learning experience to another. Make certain there are some practicalapplications.



Terry Armstrong

UTILITARIAN/ECONOMICThe Utilitarian/Economic score shows a characteristic interest in money and what is useful. This means that anindividual wants to have the security that money brings not only for themselves, but for their present and futurefamily. This value includes the practical affairs of the business world - the production, marketing andconsumption of goods, the use of credit, and the accumulation of tangible wealth. This type of individual isthoroughly practical and conforms well to the stereotype of the average businessperson. A person with a highscore is likely to have a high need to surpass others in wealth.

General CharacteristicsIs interested in what is useful and practical in meeting goals (usually economic ones).Terry likes rewards based on the results he achieves rather than on the method used to obtainthe results.Terry is hard-working, competitive, and motivated by financial rewards and challengingcompensation plans.Motivated by money and bonuses as recognition for a job well done.Wants to surpass others in wealth or possessions.Fits the stereotype of the typical businessperson, interested in economic incentives.Motivated by high pay and attaches importance to high earnings.

Value to the OrganizationDriven by competition, challenges, and economic incentives.Makes decisions with practicality and bottom-line dollars in mind.Is able to multi-task in a variety of areas and keep important projects moving.Keeps an ear to the revenue-clock, his own and the organization's.Pays attention to R.O.I. (return on investment) in business or team activity.

Keys to Managing and MotivatingProvide recognition and rewards (e.g. bonuses) as soon as possible, not just at the end of thequarter or year.Remember that Terry has an ear to the revenue-clock. This may give him a keen economicawareness in projects and decision-making with the team.Link training and meeting events to potential gains in business share or future income.Provide coaching to help Terry appreciate that not everybody is as motivated by wealth,return-on-investment and gain as he is.Provide opportunity for financial rewards for excellent performance.



Terry Armstrong

UTILITARIAN/ECONOMIC

Training, Professional Development and Learning InsightsLink learning outcomes to the ability to become more effective in increasing earnings for bothhimself and the organization.Scores like those who want information that will help them increase bottom-line activity andeffectiveness.If possible, build in some group competition as a part of the training activities.

Continuous Quality ImprovementsNeeds to learn to appreciate that not everybody is motivated by wealth or gain so as not toalienate a prospect, customer or client.Needs to have an increased sensitivity to the needs of others and less demonstration ofpotential selfishness.Needs to work on balancing other Values scales and appreciating the strengths that othersbring, even those who may not share this high Utilitarian/Economic drive.



Terry Armstrong

SOCIAL/ALTRUISTICThose who score very high in this value have an inherent love of people. The Social/Altruistic person prizesother people and is, therefore, kind, sympathetic and unselfish. They are likely to find the Theoretical, Utilitarianand Aesthetic values cold and inhuman. Compared to the Individualistic value, the Social/Altruistic personregards helping others as the only suitable form for human relationships. Research into this value indicates thatin its purest form, the Social/Altruistic interest is selfless.

General CharacteristicsShows an appropriate and realistic approach to helping others, without being an extremist.Has the ability to balance decisions about whether or not to share with and help others.Able to balance own needs against the needs of others, and work in ways that both achieveand succeed.Can support and understand the positions of individuals with either a higher or lowerSocial/Altruistic score.Can bring a sense of stability to issues around this Social/Altruistic dimension.

Value to the OrganizationBrings flexibility to the team regarding this Social/Altruistic area. He is able to say "yes," butalso knows where to draw the line and say "no," when appropriate.Projects a stabilizing and realistic influence on the team.Able to appreciate the needs of individuals with either a higher or lower Social/Altruistic score.Demonstrates the ability to help and go the extra mile without a negative impact on his ownresponsibility and work load.Is not an extremist, and therefore is able to bring balance to the team when Social/Altruisticissues emerge.

Keys to Managing and MotivatingRemember that Terry shows a practicality and realism regarding helping others.Recognize that this middle ground between the extremes of selfishness and selflessness maybe an appropriate stabilizing force.Terry brings a balance between the extremes of giving and taking with regard to team effortsand organizational competition.Support the strength that he brings in being a balance between those who may give too muchaway, versus those who may not give enough.



Terry Armstrong

SOCIAL/ALTRUISTIC

Training, Professional Development and Learning InsightsHe shows flexibility in preferences of training activities to include both team-oriented as well asindependent work.Becomes engaged in training activities because he sees it as a part of necessary growth andprofessional improvement.Tends to be supportive of the training efforts as well as supportive of the trainer(s).

Continuous Quality ImprovementsIt is important to review other Values drives for a more complete look at areas for qualityimprovement.May occasionally feel conflict as to whether or not to participate in certain service or "giving"activities.Terry should allow space for those who differ on this Social/Altruistic scale, and remember thatall Values positions are positions deserving respect.



Terry Armstrong

INDIVIDUALISTIC/POLITICALThe primary interest for this value is POWER. Research studies indicate that leaders in most fields have a highpower value. Since competition and struggle play a large part in all areas of life, many philosophers have seenpower as the most universal and most fundamental of motives. There are, however, certain personalities inwhom the desire for direct expression of this motive is uppermost; who wish, above all, for personal power,influence and renown.

General CharacteristicsShows moderate social flexibility. Terry would be considered as one who is socially appropriateand supportive of others on the team.Generally not considered an extremist on ideas, methods, or issues in the workplace.Has the ability to take a stand on an issue when necessary, to yield position when necessary,and to do both with equal sincerity.Has the ability to take or leave the limelight and attention given for special contributions.Shows the ability to take a leadership role when asked, and also to be supportive team memberwhen asked.Terry would not be considered controversial in his workplace ideas or transactions.

Value to the OrganizationSeen as a stabilizing force in organizational operations and transactions.Considered flexible and versatile without being an extremist.Able to see both sides of the position from those with higher and lower Individualistic scores.Able to take a stand with emphasis, or to be a more quiet member supporting a position.Able to lead or follow as asked.

Keys to Managing and MotivatingTerry is socially flexible. He can assume an appropriate leadership role for a team; or, be asupportive team member as the situation requires.Remember that Terry shows the ability to get along with a wide variety of others withoutalienating those with opinions in extreme positions on the spectrum.Terry is able to be a balancing or stabilizing agent in a variety of team-related issues withoutbeing an extremist on either side.Terry brings an Individualistic drive typical of many professionals.Seek his input to gain a center-lane perspective on an organizational issue related to thisValues scale.



Terry Armstrong

INDIVIDUALISTIC/POLITICAL

Training, Professional Development and Learning InsightsTends to enjoy both team-oriented and individual/independent learning activities.Will be a supportive member of the training experience from the viewpoint of this Valuesdimension.Please check other higher and lower Values areas to obtain additional insight into learningpreferences.

Continuous Quality ImprovementsTo gain additional insight, examine other Values drives to determine the importance of thisIndividualistic drive factor.Allow space for those with higher Individualistic drives to express themselves in appropriateways.Avoid criticizing those with higher or lower Individualistic drives since all Values positions arepositions deserving respect.



Terry Armstrong

TRADITIONAL/REGULATORYThe highest interest for this value may be called "unity," "order," or "tradition." Individuals with high scores in thisvalue seek a system for living. This system can be found in such things as conservatism or any authority thathas defined rules, regulations and principles for living.

General CharacteristicsRealizes that sometimes rules need to be treated as guidelines with more flexibleinterpretations.Change-oriented and readily adaptable to new projects.Is perceived by some as a rule-bender.May believe in supremacy of the individual over the group.Places lesser importance on conformity to group patterns.Likes to work hard, especially if he can see results of the work projects.Sometimes bends the rules while creatively solving a problem.

Value to the OrganizationIs always looking for efficient and logical solutions.Creates solutions, sometimes more through personal attempts, calculated risks, and creativity,than by-the-book or established protocol.Tends to be a quick-study on new projects and procedures.Desires to learn new methods and strategies.Is able to make decisions quickly in solving problems.Looks for creative solutions to problems.

Keys to Managing and MotivatingRequires specific instructions so that he can do the routine aspects of job correctly the firsttime.Enjoys variety in the job culture.Wants to be informed about events and changes within the organization.Maximize use of his adaptability to new projects and ideas.Use his great strength of being a flexible problem-solver.

Training, Professional Development and Learning InsightsMay prefer more dynamic, spontaneous, or creative learning activities.Tends to be more flexible and adaptable to a variety of learning activities.May want to create his own learning path or activities in a creative manner.



Terry Armstrong

TRADITIONAL/REGULATORY

Continuous Quality ImprovementsDon't ignore the important details.Needs to increase patience when interacting with more rules-oriented individuals.Maintain awareness of facial expression and comments when in disagreement with thoseshowing a different point of view.



Terry Armstrong

AESTHETICA higher Aesthetic score indicates a relative interest in "form and harmony." Each experience is judged from thestandpoint of grace, symmetry or fitness. Life may be regarded as a procession of events, and each is enjoyedfor its own sake. A high score here does not necessarily mean that the incumbent has talents in creativeartistry. It indicates a primary interest in the artistic episodes of life.

General CharacteristicsCheck the full results and graph of the inventory to determine those values that were ranked ina higher field than this Aesthetic area.Keeps an ear to the revenue-clock of an organization, and doesn't want to waste time or moneyon ambience issues if it doesn't affect productivity.Not necessarily worried about form and beauty in his work environment.What Terry defines as his passion in life will be found in higher values scales in this report.Intellectually, Terry can see the need for beauty and artistic forms, but may not seek them forhis own environment.Terry is a very practical person who can take or leave the Aesthetics or ambience of the workenvironment.Is motivated and driven in areas other than the Aesthetic.

Value to the OrganizationUnpleasant surroundings will not adversely affect his productivity and creativity.Sees a wider spectrum of the picture, not just from the artistic viewpoint.Not easily swayed in terms of emotional issues.Good business-sense and a good eye for that which is practical.

Keys to Managing and MotivatingBe careful not to overload with assignments that require significant individual creativity andself-expression.Appeal to the practical side that he shows in projects and leadership.Remember that practical talent is just as important as highly creative talent when supportingteam efforts.Check areas for higher Values drives to determine a blend of other management or motivationalinsights.Structure job enrichment strategies into the reward system, especially those that will appeal tohigher Values scores.



Terry Armstrong

AESTHETIC

Training, Professional Development and Learning InsightsMake training and development activities as practical as possible.Brings a bottom-line orientation to training venues and is flexible about the environment of thetraining session.Link learning and professional development to other items of greater self-interest.

Continuous Quality ImprovementsSeen as overly business-like by some, but this comes from the practical side of his workplacevalues.Needs to be more sensitive to others need for an aesthetically pleasant workplace.Needs to be aware of others who may have a stronger Aesthetic drive, and respect thedifferences.



Terry Armstrong

MOTIVATORS - NORMS & COMPARISONS

For years you have heard statements like, "Different strokes for different folks," "to each his own,"and "people do things for their own reasons, not yours." When you are surrounded by people whoshare similar values, you will fit in with the group and be energized. However, when surrounded bypeople whose values are significantly different from yours, you may be perceived as out of themainstream. If the differences are understood, each brings strengths to the equation. If notunderstood, these differences can induce stress or conflict. When confronted with this type ofsituation you can:

Change the situation.Change your perception of the situation.Leave the situation.Cope with the situation.

This section reveals areas where your values may be outside the mainstream and could lead toconflict. The further away you are from the mainstream on the high side, the more people will noticeyour passion about that value. The further away from the mainstream on the low side, the morepeople will view you as indifferent and possibly negative about that value. The shaded area for eachvalue represents 68 percent of the population or scores that fall within one standard deviation aboveor below the national mean.

NORMS & COMPARISONS TABLE - Norm 2003

Terry ArmstrongTHEORETICAL * Mainstream

UTILITARIAN * Mainstream

AESTHETIC * Indifferent

SOCIAL * Mainstream

INDIVIDUALISTIC * Mainstream

TRADITIONAL * Mainstream

- 68 percent of the population - national mean * - your score

Mainstream - one standard deviation of the national meanPassionate - two standard deviations above the national meanIndifferent - two standard deviations below the national meanExtreme - three standard deviations from the national mean



Terry Armstrong

MOTIVATORS - NORMS & COMPARISONS

Areas where others' strong feelings may frustrate you as you do not share their same passion:

People who emphasize the need for beauty, form and harmony in all aspects of their life mayfrustrate you. You have other priorities.



Terry Armstrong

MOTIVATION INSIGHTS® GRAPH


54 48 21 46 45 38

70 70

65 65

60 60

55 55

50 50

45 45

40 40

35 35

30 30

25 25

20 20

15 15

THE.

THE.

1st

UTI.

UTI.

2nd

AES.

AES.

6th

SOC.

SOC.

3rd

IND.

IND.

4th

TRA.

TRA.

5th

national mean

Norm 2003

Score

Rank



Terry Armstrong

MOTIVATORS WHEELTM


THEORETICAL1st

54

UT

ILITA

RIA

N

2nd4 8

INDIVIDUALISTIC

4th

45AESTHETIC

6th21

SO

CIA

L

3rd

46

TRADITIONAL

5th38



Terry Armstrong

VALUES ACTION PLANThis Action Plan is your tool to contribute to the process of self-development and continuous improvement. Asyou have reviewed information in this document, please respond to the items below as they relate to yourspecific professional environment.

Area 1: The greater or global mission of the team or organization.

In the space below indicate briefly one or two areas of strength that you bring to the greater missionof the organization at large.

Area 2: An immediate or shorter-term mission, task or purpose of a smaller group of peoplewith whom you work on day-to-day operations.

In the space below, indicate briefly one or two areas of strength (different from those above), thatyou bring to the shorter-term tasks or day-to-day operations.



Terry Armstrong

QUALITY IMPROVEMENT ACTION PLAN

In the area below, respond briefly as indicated. Base your answers on some of the information andresults presented in this document.

Action Point 1: Things I will keep on doing.

Indicate three things that you are doing very well already, and that you plan to keep on doing.

1.

2.

3.

Action Point 2: Things I will modify or change slightly.

Indicate 2 things that you will modify, adjust, or change slightly in order to increase personaleffectiveness.

1.

2.

Action Point 3: Things I will stop doing, or try to eliminate.

Indicate one thing that you will try to stop doing in order to increase personal effectiveness.

1.

Today's Date: _________________ Date to review with mentor or peer: ________________



Terry Armstrong

TEAM BUILDING SUMMARY OF WORKPLACE VALUES

Pick the most important item in each category from your report in the topic areas indicated. Leave aline blank if no primary item emerges to you. This summary sheet is to be used as a primary point ofdialogue between you, your peers, and your manager, provided that all have copies of their owninformation. This communication should be a two-way process.

(Remember, these items are related to one's intrinsic drive factors, their 'hidden motivators' notreadily observable. These items are of critical importance to one's long range success. This listilluminates why we do what we do.)

General Characteristics1. Theoretical ____________________________________________________________________

_____________________________________________________________________________2. Utilitarian/Economic _____________________________________________________________

_____________________________________________________________________________3. Aesthetic _____________________________________________________________________

_____________________________________________________________________________4. Social/Altruistic ________________________________________________________________

_____________________________________________________________________________5. Individualistic/Political ___________________________________________________________

_____________________________________________________________________________6. Traditional/Regulatory ___________________________________________________________

_____________________________________________________________________________

Value to the Organization1. Theoretical ____________________________________________________________________


_____________________________________________________________________________3. Aesthetic _____________________________________________________________________




_____________________________________________________________________________



Terry Armstrong


Keys to Managing and Motivating:1. Theoretical ____________________________________________________________________


_____________________________________________________________________________3. Aesthetic _____________________________________________________________________




_____________________________________________________________________________

Training, Professional Development and Learning Insights:1. Theoretical ____________________________________________________________________


_____________________________________________________________________________3. Aesthetic _____________________________________________________________________




_____________________________________________________________________________



Terry Armstrong


Continuous Quality Improvement:1. Theoretical ____________________________________________________________________


_____________________________________________________________________________3. Aesthetic _____________________________________________________________________




_____________________________________________________________________________

Continuous Quality Improvement: (choose two items from any values areas)1. _____________________________________________________________________________

_____________________________________________________________________________2. _____________________________________________________________________________

_____________________________________________________________________________



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