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11–13 November 2013
Social StylesPage 2
Sponsored by
SUCCESS
LEADS TO
The Success Model
UnderstandingBehavior and
Appropriate Responses
INTERPERSONALEFFECTIVENESS
LEADS TO
11–13 November 2013
Social StylesPage 3
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Two Indisputable Truths
We need each other.
What we give to others, unconditionally, will always come
back in equal or greater proportion.
11–13 November 2013
Social StylesPage 4
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People Skills
What adjectives would you use to describe the people who seem to
get under your skin most quickly … the ones you find it hardest to
tolerate?
11–13 November 2013
Social StylesPage 5
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People Skills
When it comes to the way you interact with other people, what would you like to be able to do
better?
What would other people like to see you do better?
11–13 November 2013
Social StylesPage 6
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Definitions
Behavior — What you say (verbal) and do (non-verbal)
Interpersonal Behavior — What you say and do when interacting with one or more people
SOCIAL STYLEsm— A particular pattern of actions that others can observe and agree upon for describing one’s behavior
Personality — The combination of ideas, values, hopes, dreams, attitudes, abilities, as well as the behavior that others can observe that encompasses everything a person is
ObservableBehavior Personality
11–13 November 2013
Social StylesPage 7
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Assertiveness
A dimension of behavior that measures the degree to which others perceive a person as tending to ask or tell in interactions with
others.
Askingwith Some
TellingMoreTelling
MoreAsking
Tellingwith Some
Asking
D B ACASKS TELLS
11–13 November 2013
Social StylesPage 8
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Responsiveness
A dimension of behavior that measures the degree to which others perceive a person as tending to control or display their feelings and emotions when interacting.
MoreControlling
EmotingWith SomeControlling
Controllingwith SomeEmoting
MoreEmoting
EMOTES
CONTROLS
1
4
3
2
11–13 November 2013
Social StylesPage 9
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SOCIAL STYLE ModelTM AnalyticalSerious
ExactingIndecisive
Logical
DrivingIndependent
FormalPractical
Dominating
ExpressiveAnimatedForceful
OpinionatedImpulsive
AmiableDependableSupportive
PliableOpen
EM
OTES
ASKS TELLS
CO
NTR
OLS
11–13 November 2013
Social StylesPage 10
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Definitions
Style Need — The general goal of each style, indicated by the observed behaviors associated with that particular SOCIAL STYLE Position.
Style Orientation — The typical/observed behavior of each SOCIAL STYLE, used to obtain the style need.
Style Growth Action — Those behaviors that are infrequently used in favor of the more preferred behaviors of each style; viewed by others as the greatest weakness of that particular style. Not taking our style growth action can lead to unproductive interpersonal relationships.
11–13 November 2013
Social StylesPage 11
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Definitions
Backup Behavior An exaggerated form of style behaviors
used by a person to reduce tension within the relationship that caused
the tension.
11–13 November 2013
Social StylesPage 12
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Tension ProductivityModel
Tension — A force which stimulates activity.
AppropriateLevel of Tension
Low Levelof Tension
High Levelof Tension
HighProductivity
LowProductivity
LowProductivity
LOW HIGHTENSION
PR
OD
UC
TIV
ITY
LOW
HIGH
= =
=
11–13 November 2013
Social StylesPage 13
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Backup Behavior Model
Backup Behavior — An exaggerated form
of style behaviors used by a person to reduce
tension within the relationship that
caused the tension.
AVOIDS AUTOCRATIC
ACQUIESCES ATTACKS
Analytical Driving
Amiable Expressive
BACKUP BACKUP
BACKUP BACKUP
ASKS
EM
OTE
S
TELLS
CO
NTR
OL
S
11–13 November 2013
Social StylesPage 14
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Key Characteristics of the Social Styles
Need: To Be Right
Analytical
Orientation: ThinkingGrowth Action: To Declare
Need: Personal Security
Amiable
Orientation: RelationshipsGrowth Action: To Initiate
Need: Results
Driving
Orientation: ActionGrowth Action: To Listen
Need: Personal Approval
Expressive
Orientation: SpontaneityGrowth Action: To Check
EM
OTES
ASKS TELLS
CO
NTR
OLS
11–13 November 2013
Social StylesPage 15
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What are the Pluses and the Minuses of each Social Style?
11–13 November 2013
Social StylesPage 16
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SOCIAL STYLE ModelTM ANALYTICAL DRIVING
AMIABLE EXPRESSIVE
EM
OTES
ASKS TELLS
CO
NTR
OLSD B
D
A
BC A
1
C
2
3
4
1
2
3
4
11–13 November 2013
Social StylesPage 17
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Versatility
Versatility — A measure of the level of social endorsement accorded to an individual by others.
BehaviorsSeen as Focusing onMy Tension
BehaviorsSeen as
Focusing onOthers’ Tension
LowVersatility
HighVersatility
W Y ZX
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Social StylesPage 18
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Four Sources of Social Endorsement
APPROPRIATE USE OF
IMAGE PRESENTATION COMPETENCE FEEDBACK
SOCIAL ENDORSEMENT
(Versatility)
Leads to
11–13 November 2013
Social StylesPage 19
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Steps for Earning Endorsement
1. Know Yourself 2. Control Yourself 3. Know Others 4. Do Something for Others
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Social StylesPage 20
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Observable BehaviorSayDo
Under-The-Bracket Model
HonestIntelligentArrogantMotivated
Self-CenteredSincereCritical
I like him.He annoys me.
She interests me.He irritates me.I distrust her.I hate him.I trust him.
QuietSlower-paced
Facially controlledMonotone voice
Indirect eye contactCasual posture
Leans back
- Loud- Faster-paced- Facially animated- Inflected voice- Direct eye contact- Rigid posture- Leans forward
ATraits
CJudgments
BUnder-the-Bracket
Behavior(Say/Do)
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Social StylesPage 21
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Under-The-Bracket Behaviors
· Slower Pace· Fewer Statements· Non-directive/ Relaxed Use of Hands· Quieter Volume· Leans Back· Indirect Eye Contact
· Less Hand Movement· Controlled Facial Expressions
· Monotone· Task Subjects· Facts/Data· Rigid Posture
· Faster Pace· More Statements· Directive Use of Hands/Points for Emphasis· Louder Volume· Leans Forward· Direct Eye Contact
· Inflection· People Subjects· Opinions/Stories· Casual Posture
· More Hand Movement· Animated Facial Expressions
ASKS TELLS
CO
NTR
OLS
EM
OTES
11–13 November 2013
Social StylesPage 22
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Rules for Observing Style
1. Avoid trying to define a style too quickly.
2. Get out of the way.
3. Learn to observe more accurately and describe what a person does without making early “good,” “bad” or “why” judgments.
4. Separate style clues from assigned authority or role.
5. Moderate stress clarifies style.
6. Set the stage for the person being observed.
11–13 November 2013
Social StylesPage 23
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The PRO Strategy
1. Acknowledge other’s style NEED,
2. Encourage other’s style ORIENTATION,
3. Take your style GROWTH ACTION,
4. Help others take their GROWTH ACTION.
11–13 November 2013
Social StylesPage 24
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My Pro-Action PlanName of other person: ___________________________________________________________
Other’s Style: Driving Expressive Amiable Analytical
Other’s Need: Personal PersonalResults Approval Security To Be Right
Other’sOrientation: Action Spontaneity Relationships Thinking
My GrowthAction: To Listen To Check To Initiate To Declare
Other’sGrowth Action: To Listen To Check To Initiate To Declare
I will acknowledge his/her style need by: _________________________________________________________________________________________________________________________
I will encourage his/her style orientation by: ______________________________________________________________________________________________________________________
I will take my growth action by: ________________________________________________________________________________________________________________________________
I will help him/her take his/her growth action by: __________________________________________________________________________________________________________________