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PractitionerReport

Erik Henningson20 February 2008

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Erik Henningson – 20 February 2008

2

Report Layout, PRACTITIONER REPORT

REPORT LAYOUTPractitioner ReportThe 16PF Practitioner Report contains several sections, each designed to assist the trained 16PFpractitioner in a range of applications. The sections are:

Response Style IndicesThis section provides information on how the respondent has answered the questionnaire,allowing the user to review and generate hypotheses about the respondent's test-takingattitude.

Profile SectionA graphical summary of the 16PF Primary and Global Factors, giving practitioners a conciseoverview of the respondent’s personality profile.

Interpretive SectionA detailed interpretation of an individual’s 16PF profile. This section uses both graphics andnarrative interpretation to guide the practitioner through a description of the individual, andthen predicts the likely implications of their profile. These predicted implications are based onexpert knowledge of how the 16PF factors interact; they are presented for the practitioner toconsider and, if they wish, to explore as hypotheses with the respondent. Given that these arepredictions, the respondent may feel that some describe them well, and that others feel lesstrue for them.

Strengths and Development TipsPotential strengths and development areas are presented, with tips on how the developmentareas might be addressed.

Feedback PromptsThis section lists questions that the practitioner might use to help the respondent explore theirscores, and therefore to establish the respondent’s certainty that the reported scores accuratelyreflect their self-perception. Please note that the feedback prompts are not the same asstructured interview questions for recruitment situations; for the latter, the practitioner willneed to consider how each 16PF factor relates to the requirements of the role in question.

In addition, two other reports are included for use with people who are not trained in the use ofthe 16PF questionnaire. These reports are:

Candidate ReportThis short narrative report interprets and describes the results of the 16PF questionnaire forcandidates who are unfamiliar with 16PF terminology. It presents a straightforwardinterpretation of the results of the 16PF profile, which minimises the risk of misinterpretation.


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Report Layout, PRACTITIONER REPORT

Manager ReportThis narrative report is written for people untrained in the 16PF questionnaire, but who wouldnonetheless benefit from an understanding of an individual’s profile. For example, it may begiven as a summary to a line manager who has had their decision-making supported by atrained 16PF practitioner.


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Use of the Reports, PRACTITIONER REPORT

USE OF THE REPORTSPlease note: decision-making using 16PF-derived information should only be undertaken by afully trained 16PF user, who will interpret an individual's results using their professionaljudgment. The statements contained in any computer-generated report should be viewed ashypotheses to be validated against other sources of data such as interviews, biographical data,and other assessment results. All information in the report is confidential and should be treatedresponsibly.

It is important to consider that:

• The results are based on the respondent’s description of their own personality andbehaviour, which may not necessarily reflect the way other people see them. The accuracyof the results is therefore dependent on the respondent’s openness in answering thequestionnaire and upon their level of self-awareness.

• The results are compared against those of a large group of people who have completed thequestionnaire.

• The report describes the respondent’s likely style, but has not measured skills orknowledge, and therefore it does not present firm conclusions about their ability.

• There are no absolute rights or wrongs in personality – each style has its advantages anddisadvantages, although some temperaments may suit some activities, jobs or interestsbetter than others.

• Results of psychometric questionnaires like this one enable a good prediction of how peoplewill behave in a variety of situations.

The results of the questionnaire are generally valid for 12–18 months after completion, or less ifindividuals undergo major changes in their work or life circumstances.

Interpreting Mid-Range ScoresA person's behaviour is the product of the interaction of their personality characteristics withspecific situational opportunities and constraints. This interaction effect is likely to beparticularly true of 16PF sten scores in the mid-range on the profile; that is, scores lying at orbetween stens 4 and 7, and especially those at stens 5 and 6. Therefore, interpretation of thesescores can be one of the more challenging aspects when providing feedback. References tosituational factors are used in the narrative of this report to remind the professional thatinterpretations of scores in the mid-range are especially likely to benefit from additionalinformation gathered during the course of the feedback session.


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Response Style Indices, PRACTITIONER REPORT

RESPONSE STYLE INDICESNorm group:

NO Combined-Sex

All of the response style indices are within the normal range: there is no indication that it isnecessary to question any of them.

Impression ManagementThe individual has presented a self-image that is neither markedly self-critical nor overlypositive.

AcquiescenceThe individual has responded in a way that is not acquiescent; that is, they have not simplyagreed with each statement. However, the style of responding could also be compatible withsomeone who has endorsed either a majority of 'b' ('?') or 'c' ('false') responses. Therefore theInfrequency index should be carefully examined in order assess the extent to which theirresponses may be unorthodox or unusual.

InfrequencyThe individual has endorsed most items in a way that is similar to other people; it is unlikelythat they have responded randomly.


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Profile, PRACTITIONER REPORT

GLOBAL FACTORS1 2 3 4 5 6 7 8 9 10

Extraversion

Independence

Tough-Mindedness

Self-Control

Anxiety

Sten

3

5

7

4

8

INTROVERTED

ACCOMMODATING

RECEPTIVE

UNRESTRAINED

LOW ANXIETY

EXTRAVERTED

INDEPENDENT

TOUGH-MINDED

SELF-CONTROLLED

HIGH ANXIETY

Global Factor Definitions

ExtraversionSocial orientation; the desire to be around others and benoticed by them; the energy invested in initiating andmaintaining social relationships.

IndependenceThe role a person assumes when interacting with others; theextent to which they are likely to influence or be influenced bythe views of other people.

Tough-MindednessThe way a person processes information; the extent to whichthey will solve problems at a objective, cognitive level or byusing subjective or personal considerations.

Self-ControlResponse to environmental controls on behaviour; internalself-discipline.

AnxietyEmotional adjustment; the types of emotions experienced andthe intensity of these.

(–) Indicates a negative relationship between the Global and Primary Factor

Contributing Primary Factors

A: WarmthF: LivelinessH: Social BoldnessN: Privateness (–)Q2: Self-Reliance (–)

E: DominanceH: Social BoldnessL: VigilanceQ1: Openness to Change

A: Warmth (–)I: Sensitivity (–)M: Abstractedness (–)Q1: Openness to Change (–)

F: Liveliness (–)G: Rule-ConsciousnessM: Abstractedness (–)Q3: Perfectionism

C: Emotional Stability (–)L: VigilanceO: ApprehensionQ4: Tension


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Profile, PRACTITIONER REPORT

PRIMARY FACTORS1

1

2

2

3

3

4

4

5

5

6

6

7

7

8

8

9

9

10

10

Warmth

Reasoning

EmotionalStability

Dominance

Liveliness

Rule-Consciousness

SocialBoldness

Sensitivity

Vigilance

Abstractedness

Privateness

Apprehension

Opennessto Change

Self-Reliance

Perfectionism

Tension

(A)

(B)

(C)

(E)

(F)

(G)

(H)

(I)

(L)

(M)

(N)

(O)

(Q1)

(Q2)

(Q3)

(Q4)

Sten

2

1

3

4

6

5

5

3

8

10

6

7

4

9

6

6

RESERVED

CONCRETE

REACTIVE

DEFERENTIAL

SERIOUS

EXPEDIENT

SHY

UTILITARIAN

TRUSTING

GROUNDED

FORTHRIGHT

SELF-ASSURED

TRADITIONAL

GROUP-ORIENTED

TOLERATESDISORDER

RELAXED

WARM

ABSTRACT

EMOTIONALLYSTABLE

DOMINANT

LIVELY

RULE-CONSCIOUS

SOCIALLY BOLD

SENSITIVE

VIGILANT

ABSTRACTED

PRIVATE

APPREHENSIVE

OPEN TO CHANGE

SELF-RELIANT

PERFECTIONISTIC

TENSE


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Relating To Others, PRACTITIONER REPORT

RELATING TO OTHERS(Extraversion)

1 2 3 4 5 6 7 8 9 10

EXTRAVERSION

Warmth

Liveliness

SocialBoldness

Privateness

Self-Reliance

(A)

(F)

(H)

(N)

(Q2)

Sten

3

2

6

5

6

9

INTROVERTED

RESERVED

SERIOUS

SHY

FORTHRIGHT

GROUP-ORIENTED

EXTRAVERTED

WARM

LIVELY

SOCIALLY BOLD

PRIVATE

SELF-RELIANT

Relating to Others concerns the extent to which an individual prefers to be aroundothers, and the quality and quantity of their social relationships.

OverviewAt a broad level, Mr Henningson’s style of Relating to Others can be described as follows:

He sees himself as someone who enjoys his own company rather than that of others. He isunlikely to devote much time and effort to developing and maintaining social relationships andhis interactions with others will be cautious and serious.

In more detail, Mr Henningson’s style is characterised by:

• A strong desire to remain emotionally detached from most others.

• A likelihood that he will think before speaking or taking action in some areas of life, but bemore spontaneous in others.

• A tendency to be comfortable in some social settings, but less resilient in others.

• A likelihood of disclosing personal information only when it feels appropriate.

• A strong desire to spend time alone and to work independently, rather than in groups andteams.


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Relating To Others, PRACTITIONER REPORT

Relating to Others: In-depthInterpretationInitiating and Developing RelationshipsMr Henningson is likely to appear introverted and will probably be very selective about thosewith whom he chooses to develop close relationships. His preference for his own company,combined with his relative lack of interest in other people implies that he is highlyself-sufficient. There are some occasions where Mr Henningson will feel comfortableapproaching others and initiating relationships, but there may be others where a sense ofintimidation or concern about rejection will constrain him. Opportunities for fun andentertainment rather than a desire to develop close relationships are his main motivation formeeting and interacting with others. He may be open and forthright about himself when he feelscomfortable doing so. However, it is likely that he will be selective about the kind of informationhe chooses to reveal, restricting personal information to his closer friends, or to situationswhere he feels it is appropriate. His tendency to be wary and untrusting of other people mayalso contribute to his preference to preserve a distance between himself and others, as he mayfeel that relationships can leave him vulnerable and exposed. Certainly this attitude is likely toadversely affect his interactions with others and may act as a barrier to other people gettingclose to him. When he does choose to confide in someone, it may reflect an attempt to facilitateinformal social interactions rather than an effort to forge closer relationships. Although he isusually socially confident, there may be some situations that he finds more intimidating andchallenging. Since he prefers to retain some detachment from others, situations where there is arequirement to forge warm relationships may be particularly demanding, and could make himfeel unsure of himself.

Liveliness and Excitement-SeekingMr Henningson sees himself as combining an enthusiastic approach to life with a preference forthinking before he speaks or acts. New people are likely to be a source of interest andexcitement for him, and he may be perceived as lively and entertaining. However, he will notconstantly be looking for this kind of stimulation, and is probably able to focus on particularpeople or situations without becoming bored.

Social Situations and Work SettingsMr Henningson is likely to feel at ease in social settings, although there are likely to be somethat are more difficult for him than others. He may sometimes be sensitive to criticism andrejection, when he will be less sure of himself and less comfortable speaking or presenting. Heprefers to work autonomously and solve problems alone. He is likely to be self-sufficient and tovalue his independence in making decisions, without seeking or needing the support oropinions of others. This implies that he is unlikely to be at his best when working in a team, andthat he will feel constricted by a work environment that requires close and frequentcollaboration with others. This is in line with his wish to remain detached from others; if hedoes have to work in a team he will prefer to focus on the task and keep his relationships withhis team members on a professional footing.


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Influence and Collaboration, PRACTITIONER REPORT

INFLUENCE AND COLLABORATION(Independence)

1 2 3 4 5 6 7 8 9 10

INDEPENDENCE

Dominance

SocialBoldness

Vigilance

Openness toChange

(E)

(H)

(L)

(Q1)

Sten

5

4

5

8

4

ACCOMMODATING

DEFERENTIAL

SHY

TRUSTING

TRADITIONAL

INDEPENDENT

DOMINANT

SOCIALLY BOLD

VIGILANT

OPEN TO CHANGE

Influence and Collaboration describes the extent to which an individual is interested inasserting their opinions and influencing others, as opposed to accommodatingthemselves to other people and collaborating with them.

OverviewAt a broad level, Mr Henningson's Influence and Collaboration profile can be described asfollows:

He is likely to balance his need to influence with a willingness to accommodate others' needsand adapt to what is happening.

In more detail, Mr Henningson's style is characterised by:

• A tendency to accommodate the needs and wishes of others.

• Confidence in expressing opinions in some situations.

• A questioning attitude towards other people, and suspicion of their ideas and views.

• A tendency to accept existing ideas and ways of doing things.


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Influence and Collaboration, PRACTITIONER REPORT

Influence and Collaboration:In-depth InterpretationDesire for InfluenceAlthough there may be situations where he expresses his opinions, he is unlikely to activelypersuade people to his point of view, and he will probably be hesitant about accepting positionsof influence. His general lack of interest in asserting his views is likely to be even more markedwhen he feels uncomfortable in a particular group; for example, if he feels intimidated, anxiousor afraid of appearing foolish in front of others. His tendency to defer to others combined withhis preference to remain detached from them may reflect more of a task focus than a concernfor how they may be affected by his ideas.

Independence of ThoughtMr Henningson is likely to be very suspicious of other people's views, as he tends to questionthe motives behind what they say and do. Despite this mistrust, he will generally defer to others'views, and although he might have the confidence to state his discomfort, he is unlikely toassert this, leading people to believe that he truly agrees, when actually he is just giving in. MrHenningson's tendency to distrust others means that he is likely to look beneath the surface ofwhat people say. However, he may not always be confident in stating his views in public, anddoes not wish to influence others to his way of thinking. If he disagrees he will do so in private.This will be especially true in unfamiliar situations where he does not know the people involved.

Seeking New Experiences and ChallengesAlthough Mr Henningson generally prefers familiar environments, and whilst he may not seekthem out, there may be some times when he is receptive to new ideas and experiences. Despitethis, he may be suspicious of other people who attempt to implement change, and he maybecome defensive and resistant towards them. Although he is typically uncomfortable with newideas and new ways of doing things, he may simply disagree, without attempting to persuadeothers to his point of view. He may therefore find himself carried along with situations thatmake him feel uncomfortable.


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Thinking Style, PRACTITIONER REPORT

THINKING STYLE(Tough-Mindedness)

1 2 3 4 5 6 7 8 9 10

TOUGH-MINDEDNESS

Warmth

Sensitivity

Abstractedness

Openness toChange

(A)

(I)

(M)

(Q1)

Sten

7

2

3

10

4

RECEPTIVE

RESERVED

UTILITARIAN

GROUNDED

TRADITIONAL

TOUGH-MINDED

WARM

SENSITIVE

ABSTRACTED

OPEN TO CHANGE

Thinking Style concerns the ways in which an individual processes information andmakes decisions; that is, the extent to which they will take an objective andunsentimental approach, have a practical and concrete focus, and value the status quo,compared to the extent to which they will be interpersonally sensitive, subjective andinterested in new ideas and experiences.

OverviewAt a broad level, Mr Henningson’s Thinking Style can be described as follows:

He will tend towards a practical and realistic focus. New ideas and theories probably hold littleappeal for him unless they have a practical application, as he prefers pragmatic action tothought and introspection. He may be generally unlikely to use his emotions and intuitions tohelp him make sense of the world, preferring to use a more rational approach.

In more detail, Mr Henningson’s Thinking Style is characterised by:

• A strong likelihood that he will consider tasks more than people when making decisions.

• A strong likelihood that he will make decisions based on logic and objectivity.

• A strong likelihood that he will focus on theories and concepts.

• A tendency to value traditional methods and approaches.


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Thinking Style, PRACTITIONER REPORT

Thinking Style: In-depthInterpretationTaking in InformationIt is likely that Mr Henningson will focus on abstract ideas, theories and concepts rather than onthe practical and concrete. He sees himself as someone who can take a broader view, thinkingabout overarching meanings and patterns and making associations between ideas and concepts.He may sometimes find that he is so absorbed in abstract ideas that it is hard to switch to morepractical concerns, and he could come across as absent-minded. He will, moreover, tend todirect his thinking inwards, without necessarily sharing his ideas with others. He is likely tofocus more on what he is thinking than on external reality, and he will tend to use an objectiveand analytical thinking style. Other people's feelings and needs will not tend to penetrate histhoughts very often. He could give the impression that other people are not very important tohim.

Making DecisionsWhen solving problems and making decisions, Mr Henningson is likely to focus heavily onobjective information and logic, potentially to the exclusion of other people's feelings. Inaddition, he will tend to preserve a distance between himself and others, and he will probablyhave few problems making tough decisions that have a negative impact on others. He may beable to pursue resolutely his ideas or decisions in the face of rejection and hostility from others,and is not likely to be too affected if he has to work in an uncongenial environment. He could,therefore, be seen as tough and uncompromising, although it is unlikely that this perception willconcern him. He probably prefers to face up to difficulties on his own, since he does not like torely on others.

Creativity and ChangeMr Henningson is likely to value established techniques and traditional methods, holding fast tothe status quo. He will generally be cautious in the face of new ideas, and he could thereforehave a steadying influence, resisting change for its own sake. However, he could come across astoo unimaginative or set in his ways, and he may put up with imperfect situations rather thanface ambiguity or change.

Problem-SolvingMr Henningson's responses to the reasoning questions indicate that he is likely to preferworking on problems of a practical nature rather than on those that require a rapid grasp ofabstract concepts and relationships. He works best when he can take time to consider andunderstand the meaning of the issues involved.


14

Structure and Flexibility, PRACTITIONER REPORT

STRUCTURE AND FLEXIBILITY(Self-Control)

1 2 3 4 5 6 7 8 9 10

SELF-CONTROL

Liveliness

Rule-Consciousness

Abstractedness

Perfectionism

(F)

(G)

(M)

(Q3)

Sten

4

6

5

10

6

UNRESTRAINED

SERIOUS

EXPEDIENT

GROUNDED

TOLERATESDISORDER

SELF-CONTROLLED

LIVELY

RULE-CONSCIOUS

ABSTRACTED

PERFECTIONISTIC

Structure and Flexibility concerns the extent to which an individual will exercise cautionand self-control, and take care over planning, as opposed to the extent to which theywill be spontaneous, flexible and follow their own, perhaps unconventional, set ofideals or standards.

OverviewAt a broad level, Mr Henningson's Structure and Flexibility style can be described as follows:

Mr Henningson tends towards a flexible and spontaneous approach; however, this style willoccasionally be tempered with moderate self-control.

In more detail, Mr Henningson's style is characterised by:

• A balance between planning ahead at times and leaving things to chance on otheroccasions.

• A tendency to follow rules and regulations as much as most people.

• A moderately lively approach, depending on the situation.

• A highly abstracted thinking style, focusing on ideas, imagination, theory and overviews.


15

Structure and Flexibility, PRACTITIONER REPORT

Structure and Flexibility: In-depthInterpretationPlanning and OrganisingMr Henningson reports an approach that sometimes makes use of planning and structure, butat other times leaves the progress of things to chance. The importance to him of a task mayaffect how perfectionist and organised he wishes to be.

Attitude to Rules and RegulationsMr Henningson describes a likelihood of valuing convention, rules and regulations for the mostpart; he balances this with a tendency to negotiate or disregard unhelpful or obstructive rulesand conventions when he thinks it is necessary.

Levels of Dynamism, Caution and FlexibilityMr Henningson's responses to the questionnaire suggest a tendency to be either moderate inthe extent to which he is enthusiastic and energetic, or a tendency to be influenced by thesituation: being impulsive, energetic and carefree in some situations, but more serious andcautious in others (perhaps those which are less familiar or more important to him). MrHenningson appears to show a liking for work with a definite and predictable future. He is likelyto be cautious of taking any unnecessary risks.

Degree of FocusMr Henningson reports a highly abstracted thinking style. He is likely to be imaginative,interested in ideas and theoretically oriented, and he may often see an overview orinterconnection of issues not readily apparent to others. Due to his highly abstracted style ofthinking, he can become so focused on his ideas that some people may believe that he is notthinking as clearly as he could about other issues they consider to be important. Some peoplecould also view him as being less practical or realistic than they are. However, they may come toappreciate the ideas, theoretical insights and creative potential that he can offer. The moststable element of his style of structure and flexibility is his highly abstracted, contemplative andcreative way of thinking. At other times, it is likely that his approach to planning, organising,rules and details will be highly dependent upon the situation. He may impose more structureand self-discipline in situations that are crucial to the success of activities that he considersimportant. He may be more relaxed in situations that are familiar or routine.


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Management of Pressure, PRACTITIONER REPORT

MANAGEMENT OF PRESSURE(Anxiety)

1 2 3 4 5 6 7 8 9 10

ANXIETY

EmotionalStablility

vigilance

Apprehension

Tension

(C)

(L)

(O)

(Q4)

Sten

8

3

8

7

6

LOW-ANXIETY

REACTIVE

TRUSTING

SELF-ASSURED

RELAXED

HIGH-ANXIETY

EMOTIONALLYSTABLE

VIGILANT

APPREHENSIVE

TENSE

Management of Pressure concerns the characteristic ways in which an individualexperiences and copes with stress. It focuses on four areas: how calmly the individualdeals with life's demands; how trusting they are of other people; their level ofself-criticism and their physical tension. It is important to note that an individual'sprofile on this scale may be based on general state of mind, or it could reflect what isgoing on in their life when they complete the questionnaire.

OverviewAt a broad level, Mr Henningson’s Management of Pressure style can be described as follows:

He sees himself as someone who is stressed and worried. This may be due to his characteristiclevels of tension, or a reaction to current conditions.

In more detail, Mr Henningson’s style is characterised by:

• A likelihood that he reacts strongly to the everyday frustrations and stressors in life.

• A tendency to believe that other people will try to take advantage of him.

• A tendency towards self-criticism and blame.

• Typical levels of physical tension.


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Management of Pressure, PRACTITIONER REPORT

Management of Pressure: In-depthInterpretationGeneral Level of AnxietyIt is likely that at present Mr Henningson does not feel completely in control of events in his life.This may be demonstrated in changeable moods, and he may not control or moderate hisemotional reaction to life's ups and downs. When things go well, he will show his pleasure andsatisfaction, which may be motivational for others. When things go wrong, however, he may getthings out of proportion. He could react by an expression of negative emotion rather than bycalmly attempting to solve the issue or problem. Whilst people are likely to know how he feels,there may be times when this is inappropriate, and it could be disheartening for others. MrHenningson presents himself as someone who is likely to be driven and results-focused, whilekeeping his tension levels under control.

Sources of AnxietyMr Henningson will tend to assume that most people have hidden agendas, and will spend timeand energy trying to work out their motives. His tendency to read between the lines implies thathe will be difficult to fool, but this could also lead him to doubt an individual's sincerity whenthere is little reason. As a result, he will be alert to potential unfairness and will expect to bemisunderstood, and this wariness and distrust is likely to come across to others. Furthermore,this distrust of others is likely to detract from Mr Henningson's levels of resilience, as he may bereluctant to confide in people when he feels under pressure, or at other times when he couldbenefit from support.

Self-Criticism and Self-AssuranceMr Henningson is likely to be self-critical at times. When things go wrong, he will tend to focuson what he could have done to prevent the situation, or to have made things better. He may sethigh standards for himself. It is likely that when he criticises himself and feels at fault he willreact emotionally, and may struggle to feel in control of the situation.

Expression of StressMr Henningson is likely to find it hard to be constructive or optimistic in confronting problemsand his reaction may take the form of a negative emotional outburst or an ongoing pessimisticattitude. When Mr Henningson does experience tension it will probably be obvious to others, ashe may experience difficulty in controlling his feelings of irritation and impatience. Other peopleare likely to provoke Mr Henningson’s impatience and irritation, as he tends not to trust them.

Coping StrategiesSince Mr Henningson indicates that he is currently not feeling in control of life's demands, itmay be helpful to discuss with him what strategies he may have in place to cope with this. Histhoughts and imagination may provide an escape for him when things get difficult. However,this may mean that he is failing to face up to the realities of the current situation, and suchactivity could constitute a form of denial.


18

Strengths, PRACTITIONER REPORT

STRENGTHS

The following suggestions are based on Mr Henningson's scores on his individualPrimary Factors. They are not intended to be exhaustive; he may demonstrate manymore strengths. In addition, it should be remembered that they are based solely onpersonality and do not take into account his abilities, skills, knowledge and experience.Since they are not tailored to his particular role or situation, they may not all berelevant. A comprehensive view of his strengths should consider other factors as wellas personality and should be appropriate for his role or development path.

Relating to Others• Mr Henningson’s desire to remain detached and objective, even in emotional situations, is

likely to help him pursue ideas that may be unpopular; he may be perceived as independent,perhaps even as single-minded.

• He reports a balance between liveliness and caution, implying that while he will probably beseen as enthusiastic and energetic, he is also able to constrain his behaviour whennecessary, and to focus on a particular person or project.

• His typical level of social confidence implies that he will probably manage most socialsituations without feeling intimidated.

• Since he is likely to be selective about when and to whom he reveals personal information,he is unlikely to compromise himself by revealing such information inappropriately, andmay even be quite shrewd in the way that he manages his public image. However, he is notso reticent that he is unable to share issues and problems when he needs to.

• He is likely to be self-sufficient and independent, comfortable working and makingdecisions on his own.

Influence and Collaboration• Mr Henningson’s comfort with expressing his views is usually likely to come across as

assertive rather than domineering. He probably experiences few difficulties in makinghimself heard and in getting others to take his ideas seriously.

• It is likely that there are a range of situations in which he feels confident in his beliefs andin expressing his views. Since he is likely to spend some time noticing how other peoplereact and feel, he may have a good idea as to what upsets and offends others. This is likelyto help him work out in advance how his own opinions are likely to be received.

• It will probably be difficult to influence and mislead him, as he will look beneath the surfacemeaning of what people are saying. If this tendency is used carefully and strategically he islikely to be shrewd and astute in his evaluation of people's views.

• He is likely to react positively to new ideas and ways of doing things, without feeling theneed to make change for its own sake.


19

Strengths, PRACTITIONER REPORT

Thinking Style• Mr Henningson’s tendency to focus on the task rather than on people implies that he may

be able to take tough decisions without fear of being unpopular.

• His inclination to emphasise the objective, logical aspects of a situation implies that hisreasoning is likely to be obvious and transparent to others; this may be of benefit insituations where tough decisions need to be made and communicated.

• In addition, this objective orientation is likely to be helpful in crisis situations, as he isunlikely to allow his feelings to interfere with his analysis and actions.

• His focus on abstract ideas and theories implies that he may be a conceptual thinker, andhe could be a creative problem-solver.

• Since he balances an interest in new ideas and change with an ability to see what is good inan existing situation, he is likely to neither seek change for its own sake, nor to adhererigidly to the status quo.

• His abstract and complex thinking is tempered by an objective and logical orientation thatmay keep his ideas rooted in reality.

• The extent to which he embraces or rejects change is likely to depend on an objective andrational assessment of its positive and negative aspects, and this thinking is likely to beobvious and clear to others.

Structure and Flexibility• Tending to look at the wider ramifications of situations or information, he may at times

generate insightful ideas, or make associations between disparate strands of information.

• He has a versatile approach to planning and flexibility, and may have the potential to adaptand vary the degree to which he seeks to impose structure, rules, spontaneity andunconventional approaches, according to the demands of the particular situation.

Management of Pressure• Mr Henningson currently feels that he is struggling to cope. By admitting to himself that he

is facing difficulties in coping at the moment, he is more likely to take action to address theissues that are making him feel overwhelmed.

• He reports a healthy balance between being reasonably self-assured, and beingopen-minded about learning from feedback. He is therefore likely to take responsibility forhis mistakes, and will potentially learn from such mistakes.

• He generally feels that he has enough time available to meet his responsibilities, althoughhe may sometimes demonstrate impatience and a sense of time urgency. He is likely to setabout his activities with energy and drive, but this drive will not typically manifest itself asfrantic, unfocused, rushing behaviour.

• His tendency to keep people at arm's length until he has got to know them better is likely toserve him well in political environments where people are not being open with him abouttheir true agendas. It is unlikely that he will allow others to take advantage of him. Histendency to question the motives behind what others say and do may make it more likelythat he will be able to read between the lines of others' actions, and to identify hiddenagendas.


20

Development Tips, PRACTITIONER REPORT

DEVELOPMENT TIPS

The following suggestions are based on Mr Henningson's scores on his individualPrimary Factors. They are not intended to be exhaustive; he may indicate other areasfor development. In addition, it should be remembered that they are based solely onpersonality and do not take into account his abilities, skills, knowledge and experience.Since they are not tailored to his particular role or situation, they may not all berelevant. A comprehensive view of his development needs should consider other factorsas well as personality and should be appropriate for his role or development path.

Relating to Others• Mr Henningson's wish to remain emotionally detached means that he could find it hard to

build relationships when he needs to. He could choose to manage this by selecting rolesand settings where relationship-building is not required, or he may need to develop anawareness of the need to sometimes consider others.

• Mr Henningson’s strong desire to work independently is likely to make it difficult for him tooperate within a group or team. His style may make other people feel that they have notbeen consulted, and he may miss out on valuable insights. It may help for him toconsciously seek feedback, perhaps from people he particularly respects or values, or torealise the benefits of consulting on a wider basis, not just to gain alternative perspectivesbut also to help gain support for his ideas.

Influence and Collaboration• There may be occasions when he lacks the confidence to express his views. It may be

helpful for him to consider which situations make him feel and behave this way, and tothink of how he might develop and improve his confidence.

• His tendency to assume that everyone has a hidden agenda could make him defensive andsuspicious. He may automatically assume that people are always trying to get the better ofhim. This could lead him to reject opinions and views irrespective of their merit. He mayfind it helpful to separate what people are saying from his opinion of them, and to try to seethe merits, as well as problems, in people's views.

Thinking Style• By focusing so clearly on tasks rather than people, Mr Henningson could ignore how

decisions impact on others and risk losing their cooperation and understanding. He mayfind it helpful to consider ways of communicating decisions or managing their impact sothat he does not alienate others.

• His objective and logical approach to decision-making may lead him to downplay his ownfeelings as well as other people's, and he may find it difficult to deal with more emotionalpeople, or to understand their reactions. It may help him to identify and experience his ownfeelings and those of others in order to better comprehend how and why people may beaffected by his decisions.


21


• His focus on the abstract could imply that he finds it hard to shift his attention to moreimmediate or practical matters, and that he is likely to struggle with any task that requiresclose attention to detail or monitoring of systems. In addition, he could be inclined todaydream unless his thinking is channelled. He is likely to be best suited to situations thatvalue and reward his conceptual focus.

• Although he may be good at making difficult decisions, he may be surprised and bemused ifhe meets with a strong emotional reaction, and his tough, uncompromising stance maymake it hard for him to manage people's behaviour and get what he needs from them. Itmay help him to develop the way he communicates decisions and minimises their impact onothers, for his own benefit as well as theirs.

Structure and Flexibility• There could be times when he becomes lost in his own thoughts and ideas, or when he fails

to take into account the practical limitations of implementing his ideas. He may occasionallyhave difficulty keeping his focus on the here and now. Where this is the case, he may needto exercise greater self-discipline to bring his full concentration to the present situation.

• Given his potential for switching between an organised and a more flexible approach, thequality of his judgment will be an important factor in determining whether he can accuratelyappraise a situation, so that he can decide whether to exercise structure and planning orspontaneity and flexibility. He may find it beneficial to check with others whether a morestructured or a more flexible approach would be most appropriate, to ensure that heachieves the right balance.

Management of Pressure• Compared to most people, Mr Henningson reports typical levels of self-confidence and

self-assurance. It may be helpful for him to identify times when he is attributing hissuccesses and failures to himself or to external factors. By considering how appropriatethese attributions are, he could strike the right balance between maintaining a positiveself-esteem whilst remaining realistic about his strengths and development needs.

• He is more likely than most people to assume that others have hidden agendas, and thatthey should not be trusted readily. He may find it helpful to understand how his tendency todistrust people could act as a barrier, preventing others from getting to know him. Otherpeople may see him as relatively unapproachable, and as someone who tends to keeppeople at arm's length. He may also find it hard to get from people what he needs if he doesnot trust people enough to form working relationships. In addition, he could run the risk ofcreating a situation where people conform to his worst expectations. He may find itbeneficial to lower his guard and perhaps take a more evidence-based approach to decidingwhether people are trustworthy.

• When he is feeling worried or under pressure, he is less likely than most people to feel thathe has support available to him from a wide network of friends and colleagues. He spendsless time and effort building and maintaining close friendships than most other people. As aresult, he is less likely to have a well-developed social support network. It may be helpful forhim to engage in building closer relationships with others, so that during difficult times hecan seek support from friends and colleagues. He may find that more support is availablefrom these people than he realises.


22


• Mr Henningson reports that he currently feels dissatisfied with some aspect of his life, andthat he is finding it difficult to cope. He may find it helpful to concentrate on takingpractical steps to address some of the immediate issues he faces, rather than becomingoverwhelmed with wider factors that may be outside his control.


23

Feedback Prompts, PRACTITIONER REPORT

FEEDBACK PROMPTS

The following questions are suggested prompts for a feedback interview with MrHenningson. They are based on his scores on individual Primary Factors. The list ofquestions is not intended to be exhaustive; there are many more questions that may beasked in addition to these. For example, the narrative section presents a number ofhypotheses that you may wish to explore with Mr Henningson. Some of the questionsmay be more suitable than others for your interview; they are presented here as a listof suggestions from which you can choose. Please note that the feedback prompts arenot the same as structured interview questions for recruitment situations; for the latter,you will need to consider how each 16PF factor relates to the requirements of the rolein question.

RELATING TO OTHERS

Warmth RESERVED WARM

• When have you needed to build harmony and positive feeling between yourself and others?

• When do you find detachment beneficial?

• How do you manage emotionally charged situations?

Notes


24


Liveliness SERIOUS LIVELY

• In what situations are you likely to be lively and spontaneous?

• When are you likely to be more subdued?

• How does your enthusiasm express itself?

Notes

Social Boldness SHY SOCIALLY BOLD

• In an unfamiliar social situation or when dealing with strangers, how would you feel aboutstarting a conversation? Do you tend to prefer others to initiate conversations, or do youstart them yourself?

• In which social situations do you feel most at ease?

• How do you feel if you need to be the centre of attention, for example when giving apresentation?

Notes


25


Privateness FORTHRIGHT PRIVATE

• Have you ever regretted disclosing personal information?

• When would you choose to either share a problem with others or keep it to yourself?

• In what situations do you feel comfortable disclosing personal information?

Notes

Self-Reliance GROUP-ORIENTED SELF-RELIANT

• Does your current role allow opportunities for working alone?

• How well do you react when you have to work with others?

• What do you find hardest about working with others?

Notes


26


INFLUENCE AND COLLABORATION

Dominance DEFERENTIAL DOMINANT

• In which situations would you like to influence others?

• Do you feel you are able to influence others successfully?

• When are you most likely to express your opinions?

Notes

Social Boldness SHY SOCIALLY BOLD

• How do you feel if your ideas are criticised?

• How do you feel when presenting your ideas to a group?

• What kind of situations do you find threatening?

Notes


27


Vigilance TRUSTING VIGILANT

• To what extent is it necessary to read between the lines in your current role?

• How does this help you influence and negotiate?

• How do you manage situations where you need to trust people to achieve your objectives?

Notes

Opennessto Change

TRADITIONAL OPEN TO CHANGE

• Do you tend to initiate change or do you expect others to introduce it?

• How do you assess whether change is positive or negative?

• In which situations are you happy to implement your own ideas for change?

• In which situations are you happy to stick with what's been tried and tested?

Notes


28


THINKING STYLE

Warmth RESERVED WARM

• Has your detached approach ever caused difficulties for you?

• Are there any decision-making situations where you are more likely to consider the feelingsof others?

• What are the advantages and disadvantages of a detached approach?

Notes

Sensitivity UTILITARIAN SENSITIVE

• What decisions are you responsible for at work?

• Are there times when you need to take account of feelings rather than facts indecision-making?

• When was the last time you had to make a tough decision? What kind of information did youtake into account?

Notes


29


Abstractedness GROUNDED ABSTRACTED

• What function does your imagination play in your life?

• What do you do to focus on the practicalities of ideas you have?

• When do you feel the need to focus upon details and practicalities?

• Have there been times when you have overlooked practicalities when pursuing an idea?

Notes

Opennessto Change

TRADITIONAL OPEN TO CHANGE

• How do you assess whether change is positive or negative?

• In which situations are you happy to accept change? In which situations are you happy tostick with the tried and tested?

• What would you find more comfortable – frequent change and variety, or stability androutine?

Notes


30


STRUCTURE AND FLEXIBILITY

Liveliness SERIOUS LIVELY

• In what situations would you feel comfortable making very quick decisions, and in whatsituations would you want more time to think things over?

• Have there been times when you have not made a decision early enough or have failed tograsp an opportunity because you were too busy thinking it over?

• How do you feel about fast-paced and varied work schedules?

Notes

Rule-Consciousness

EXPEDIENT RULE-CONSCIOUS

• Which rules would you never wish to break?

• Under what circumstances would you break or bend a rule?

• What set rules do you have to follow at work?

• How do you feel when you have to follow rules, regulations and standard procedures?

Notes


31


Abstractedness GROUNDED ABSTRACTED

• Do you have strategies that allow you to remain focused?

• Do you find that you have sometimes overlooked the practical needs of pieces of work or ofprojects?

Notes

Perfectionism TOLERATESDISORDER

PERFECTIONISTIC

• How do you organise your workload and time?

• What things do you need to plan for, and what things can you afford to leave to chance?

• Do you organise yourself the same way at work and at home?

• How do you cope with unexpected demands?

Notes


32


MANAGEMENT OF PRESSURE

EmotionalStability

REACTIVEEMOTIONALLY

STABLE

• What do you do to cope with setbacks and disappointments?

• Do you have any methods to help you cope with difficult times?

Notes

Vigilance TRUSTING VIGILANT

• To what extent is it necessary to look for hidden or political agendas in your current role?

• How does this help you influence and negotiate?

• How do you manage situations where you need to trust people to achieve your objectives?

• Does the tendency to be on your guard cause you worry?

Notes


33


Apprehension SELF-ASSURED APPREHENSIVE

• What is contributing to your levels of self-confidence at the moment?

• In what areas do you feel less self-confident?

• If someone criticises you, do you find yourself dwelling on it or do you quickly forget it?

Notes

Tension RELAXED TENSE

• When and how do you experience physical tension?

• What kinds of people are most likely to cause you to lose your patience? How would thatlook to others?

• How does tension affect you? How do you unwind and cope with it?

• How easy do you find it to unwind?

Notes


34


RESPONSE STYLE INDICES

All of the response style indices are within the normal range. There is no indication that it isnecessary to question any of them.

Notes

REASONING

ReasoningCONCRETE ABSTRACT

• How did you find the reasoning questions at the end of the test? Do you need to do anyreasoning tasks like this in your work or hobbies?

Notes


35

Item Summary, PRACTITIONER REPORT

ITEM SUMMARYThis page of 16PF scores is intended for qualified professionals only. Data on this pageshould be treated with utmost confidentiality.

Item Responses1.2.3.4.5.6.7.8.9.10.11.12.13.14.15.16.17.18.19.20.21.22.23.24.

25.26.27.28.29.30.31.32.33.34.35.36.37.38.39.40.41.42.43.44.45.46.47.48.

49.50.51.52.53.54.55.56.57.58.59.60.61.62.63.64.65.66.67.68.69.70.71.72.

73.74.75.76.77.78.79.80.81.82.83.84.85.86.87.88.89.90.91.92.93.94.95.96.

97.98.99.100.101.102.103.104.105.106.107.108.109.110.111.112.113.114.115.116.117.118.119.120.

121.122.123.124.125.126.127.128.129.130.131.132.133.134.135.136.137.138.139.140.141.142.143.144.

145.146.147.148.149.150.151.152.153.154.155.156.157.158.159.160.161.162.163.164.165.166.167.168.

169.170.171.172.173.174.175.176.177.178.179.180.181.182.183.184.185.

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ac

Summary Statistics:Number of a-responses

Number of b-responses

Number of c-responses

Number of missing responses

Factor

Raw Scores

Missing Items

=

=

=

=

78 out of 170 (45.9%)

0 out of 170 (0%)

92 out of 170 (54.1%)

15 out of 185 (8.1%)

A

10

0

B

0

0

C

12

0

E

12

0

F

14

0

G

12

0

H

16

0

I

4

0

L

12

0

M

18

0

N

8

0

O

12

0

Q1

14

0

Q2

14

0

Q3

12

0

Q4

10

0

IM

14

0

IN

0

AC

50

© 2005 by the Institute for Personality and Ability Testing, Inc., P.O. Box 1188, Champaign, Illinois 61824, U.S.A. All rights reserved. Notto be translated or reproduced in whole or in part, stored in a retrieval system, or transmitted in any form or by any means,

photocopying, mechanical, electronic, recording, or otherwise, without prior permission in writing from the publisher.

® 16PF is a registered trade mark of the Institute for Personality and Ability Testing, Inc (IPAT).IPAT is a wholly owned subsidiary of OPP® Ltd.

® OPP and the OPP logo are registered trade marks of OPP Ltd.

OPP LtdElsfield Hall

15-17 Elsfield WayOxford OX28EP

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CandidateReport


CONFIDENTIAL



2

Introduction, CANDIDATE REPORT

INTRODUCTIONAll information in this report is confidential, and intended only for the person whocompleted the questionnaire.

This report contains an interpretation of your responses to the 16PF questionnaire thatyou completed recently. The purpose of the report is to give you meaningful feedbackabout your results.

Your responses have been compared with those of a large number of people who havealso taken the questionnaire. The statements about you therefore summarise how youanswered the questions, but they also reflect how people who responded in similarways have described themselves.

Please note:

• The results are based on your own description of your personality and behaviour, whichmay not necessarily reflect how other people would describe you.

• The report describes your likely style, but has not measured skills or knowledge, andtherefore it does not present firm conclusions about your abilities.



The results of the questionnaire are generally valid for 12–18 months after completion, or less ifyou undergo major changes in your work or life circumstances.

If you require further information about this report, please contact the individual who providedit; they should be qualified in the interpretation of the 16PF questionnaire.


3

Narrative Section, CANDIDATE REPORT

CANDIDATE REPORTRelating to OthersYou see yourself as someone who prefers to maintain a professional rather than personalrelationship with others. You are likely to be selective, only developing closer relationships withthose you find most interesting. You are likely to show a mixture of caution or spontaneity,depending on the situation. At times you will appear more serious and cautious, but when youfeel more relaxed you may be happier to act in a less controlled way. You may feel confident insituations that are familiar to you, or where you are not worried about the impression that youmake. There are also situations in which you feel less comfortable, particularly where you aretrying to make a good impression. In these situations you may come across as less confidentand may be less resilient to criticism. You are probably open with information about yourself insome situations, sharing deeper aspects of your thoughts and feelings. At other times you willfeel more comfortable withholding this information and relating on a more superficial level. Youare likely to value the freedom to think and act independently. You probably seek to takedecisions on your own, and enjoy having responsibility for yourself. This will be a distinctadvantage in situations where you have to work alone, or where swift, decisive action isrequired.

Influence and CollaborationYou appear to be relatively agreeable and accommodating, and will generally seek to cooperatewith the wishes of others. Your generally compliant behaviour may mean that you find it difficultto confront others or to express contrary opinions. You may find it comfortable to express youropinions in familiar settings, or amongst people with whom you feel at ease. In less familiarsettings, or where you are aware of the need to impress, you will feel less comfortable. You arelikely to question the motives of others and will seek to uncover their real intentions, whichimplies that it will be difficult for them to take advantage of you. As you will seek to understandpeople's ulterior motives, it will take a long time to win your trust or to influence you. You willprobably be seen as sceptical, and your low level of trust is likely to be reciprocated by others.You prefer working with well-established ideas. You are probably cautious about ideas or newopportunities, preferring to rely on what is tried and tested. As a result there are few situationsin which you might challenge the status quo.

Thinking StyleYou see yourself as someone who is detached; for you, reaching the right answer may beprioritised over attending to the feelings of others. You will tend to pursue your ideas even inthe face of disapproval or rejection, as you may be more concerned with being right than beingpopular. You are likely to be logical and objective in your decision-making. You probably avoidallowing your emotions to interfere with your thinking, and find it easy to make unsentimentaldecisions. However, you probably find it difficult to understand or deal with emotionally chargedindividuals or situations, as these do not fit with your logical approach to the world. You willprobably be interested in and excited by abstract theories and possibilities. You may take abroad, future-focused and conceptual view of problems, which means that finding links betweenfacts or concepts will come easily to you. However, you may overlook the more immediateaspects of some situations.


4

Narrative Section, CANDIDATE REPORT

You tend to be wary about new ideas, preferring what is well established and favouring a stable,predictable working environment. You may find it more difficult to consider a differentperspective or to look for new ways of approaching familiar problems. Your responses to thereasoning questions indicate that you are likely to prefer working on problems of a practicalnature rather than those that require an understanding of abstract concepts and relationships.You probably work best when you can take enough time to think about and understand themeaning of the issues involved.

Structure and FlexibilityIn some situations you are probably considerate and careful in your decision-making, tending toavoid risks. At other times you will be more spontaneous, acting more quickly or taking morerisks. You will generally work with established rules and guidelines, but you may also feelcomfortable ignoring or working around any rules that you see as irrelevant or unfair. You enjoyconsidering the broader view. Your thoughts will often turn to the possibilities or implications ofa situation. This will be an advantage in situations where it is important to consider a broadsetting, but you may become distracted, or lost in your own thoughts. You are likely to berelatively organised, but are also able to tolerate shifting priorities or requirements. You will putsome plans or structure in place, but you will also be willing to adapt to changes incircumstances.

Management of PressureYou see yourself as someone who tends to react emotionally to the obstacles that you encounterin life. When things are going well, you will show your enjoyment and satisfaction, which can beinspirational and motivational to others. However, when things go badly, your feelings will beclearly revealed through your emotional reaction, which some people may see as dishearteningor inappropriate. You question the motives of others, and will spend a great deal of time andenergy considering the causes of their actions. As a result you will be alert to potentialunfairness or attempts to take advantage of you, but you will possibly be seen as distrustful orwary by others. You may be relatively self-critical, and will often feel that your work is not asgood as it could be. You will set yourself high personal standards and may only accept positivefeedback from specific people or in particular situations. You are likely to be relaxed at times,feeling calm and patient, although in some situations you will feel more tense and driven to act.You may wish to consider what situations or people would make you feel more impatient.








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ManagerReport


CONFIDENTIAL



2

Introduction, MANAGER REPORT

INTRODUCTIONThis report summarises Mr Henningson’s responses to the 16PF questionnaire.

Please note: the information presented here should not be used to make decisions inisolation. Decision-making using 16PF information should be based on the advice of afully trained 16PF user, who will interpret a more technical profile of the results inconjunction with their own professional judgment. The statements contained in anycomputer-generated report should be viewed as hypotheses to be validated againstother sources of data, such as interviews, biographical data and other assessmentresults. All information in the report is confidential and should be treated responsibly.

Mr Henningson’s responses have been compared with those of a large number ofpeople who have also taken the questionnaire. The statements therefore summarisehow he answered the questions, but they also reflect how people who responded insimilar ways have described themselves.

It is important to consider that:

• The results are based on Mr Henningson’s description of his own personality and behaviour,which may not necessarily reflect the way other people see him. The accuracy of the resultsis therefore dependent on his openness in answering the questionnaire, and upon his levelof self-awareness.

• The report describes his likely style, but has not measured skills or knowledge, andtherefore it does not present firm conclusions about his abilities.



The results of the questionnaire are generally valid for 12–18 months after completion, or less ifindividuals undergo major changes in their work or life circumstances.

If you require further information about this report, please contact the individual who providedit; they should be qualified in the interpretation of the 16PF questionnaire.


3

Narrative Section, MANAGER REPORT

MANAGER REPORTRelating to OthersMr Henningson prefers to maintain a professional rather than personal relationship with others.He is likely to be selective, only developing closer relationships with those he finds mostinteresting. He is likely to show a mixture of caution or spontaneity depending on the situation.At times he will appear more serious and cautious, but when he feels more relaxed he may behappier to act in a less controlled way. Mr Henningson may feel confident in situations that arefamiliar to him, or where he is not worried about the impression that he makes. There are alsosituations in which he will feel less comfortable, particularly where he is consciously trying tomake a good impression. In these situations he may come across as less confident, and may beless resilient to criticism. He is open with information about himself in some situations, sharingdeeper aspects of his thoughts and feelings. At other times he will feel more comfortablewithholding this information and relating on a more superficial level. He values the freedom tothink and act independently. He will seek to take decisions on his own, and enjoys having theresponsibility for himself. This will be a distinct advantage in situations where he has to workalone, or where swift, decisive action is required. However, he may be reluctant to jeopardise hisindependence by seeking advice or support.

Influence and CollaborationMr Henningson is relatively agreeable and accommodating and will generally seek to cooperatewith the wishes of others. His generally compliant behaviour may mean that he finds it difficultto confront others or to express contrary opinions. He may find it comfortable to express hisopinions in familiar settings, or with people with whom he feels at ease. In less familiar settings,or where he is aware of the need to impress, he will feel less comfortable. Mr Henningson islikely to question the motives of others and will seek to uncover their real intentions, whichimplies that it will be difficult for them to take advantage of him. As he will seek to understandpeople's ulterior motives, it will take a long time to win his trust or to influence him. He willprobably be seen as sceptical, and his low level of trust is likely to be reciprocated by others. Heprefers working with well-established ideas. He is relatively conservative and so will be waryabout ideas or new opportunities, preferring to rely on what is tried and tested. As a result thereare few situations in which he might challenge the status quo.

Thinking StyleMr Henningson's thinking style may sometimes appear uncompromising and detached. He islikely to prioritise reaching the right answer over attending to the feelings of others. He willtend to pursue his ideas even in the face of disapproval or rejection, as he is likely to be moreconcerned with being right than being popular. He is likely to be logical and objective in hisdecision-making. He will avoid allowing his emotions to interfere with his thinking and finds iteasy to make unsentimental decisions. However, he probably finds it difficult to deal withemotionally charged individuals or situations, as these do not fit with his logical approach to theworld. Mr Henningson is likely to be interested in, and excited by, abstract theories andpossibilities. He will probably take a broad, future-focused and conceptual view of problems,which means that finding links between facts or concepts will come easily to him. However, hemay overlook the more immediate aspects of situations.


4

Narrative Section, MANAGER REPORT

He tends to be wary about new ideas, preferring what is well established, and favouring a stable,predictable working environment. He may find it more difficult to consider a differentperspective or to look for new ways of approaching familiar problems. His responses to thereasoning questions indicate that he is likely to prefer working on problems of a practical naturethan those which require an understanding of abstract concepts and relationships. He willprobably work best when he can take enough time to think about and understand the meaningof the issues involved.

Structure and FlexibilityIn some situations Mr Henningson is considerate and careful in his decision-making, tending toavoid risks. At other times he will be more spontaneous, acting more quickly or taking morerisks. He will generally work with established rules and guidelines, but he may also feelcomfortable ignoring or working around any rules that he sees as irrelevant or unfair. MrHenningson enjoys considering the broader view. His thoughts will often turn to the possibilitiesor implications of a situation. This will be an advantage in situations where it is important toconsider a broad setting, but he may become distracted, or lost in his own thoughts. MrHenningson is likely to be relatively organised, but is also able to tolerate shifting priorities orrequirements. He will put some plans or structure in place, but he will also be willing to adapt tochanges in circumstances.

Management of PressureMr Henningson sees himself as tending to react emotionally to the obstacles that he encountersin life. When things are going well, he will show his enjoyment and satisfaction, which can beinspirational and motivational to others. However, when things go badly, his feelings will beclearly revealed through his emotional reaction, which some people may see as disheartening orinappropriate. He questions the motives of others, and will spend a great deal of time andenergy considering the causes of their actions. As a result he will be alert to potential unfairnessor attempts to take advantage of him, but he will possibly be seen as distrustful or wary byothers. Mr Henningson may be relatively self-critical, and will often feel that his work is not asgood as it could be. He will set himself high personal standards and may only accept positivefeedback from specific people or in particular situations. He is likely to be relaxed at times,feeling calm and patient, although in some situations he will feel more tense and driven to act.He may wish to consider which situations or people would make him feel more impatient.








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