ComparisonReport (Example 1)

7/30/2019 ComparisonReport (Example 1)

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A key aspect in maximizing the productivity of a team is the managers ability to understand the similarities

and differences of the team members natural traits and how they can complement or conflict as the team

members work individually, in pairs, small subgroups, or as a total group. This report provides information

that will allow management to view and understand the paired team members, Supporter and Researcher.

Supporter and Researcher, in order to gain insights and understanding about your team members

viewpoints, areas in which the two selected team members are likely to see things similarly, as well as

differently, will be highlighted. If Supporter and Researcher can understand and value each other's natural

traits, the differences can actually become assets. When the differing perspectives are combined, one can

see a more complete picture. Furthermore, an understanding of how team members differ should enable the

manager to improve team communication, anticipate areas of potential conflict, and enable the team

members to work together more productively.

This report is based on a comparison of Supporter's and Researcher's Personality I.D. Profile results. The

chart below provides a graphic display of the combined scores in the four dimensions of personality

measured by the Personality I.D. Profile. This report reveals many similarities and differences in operating

styles by presenting the strengths and struggles commonly associated with team members profiles. In each

section examine the strengths and struggles, then circle and initial the ones that most apply to each team

member individually..

Assertive Decisive Controlling Harmonious Patient Lenient Detailed Precise PerfectionistOutgoing Convincing Excitable

Pliable Conforming Passive Modest Quiet Distant Questioning Impatient Cri tical Instinctive Improvised

Greg Anderson (Supporter) and Julie Hudson (Researcher)

Prepared by: Admin User

Tuesday, November 27, 2012 11:05:05 PM

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This report is based on four dimensions of personality. Each dimension has a continuum of behaviors

associated with it as shown below.




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Pliable

Conforming

Passive

Assertive

Decisive

Controlling

Adaptive versus Directing. This dimension indicates a person's tendency to either follow another person's agenda or

set a personal agenda.

Supporter scored in the Adaptiverange of this dimension and likely will demonstrate many of the characteristics

shown in the Adaptivesections below. Researcher scored in the Mid-Rangeand will have a mixture of

characteristics drawn from the Adaptive and Directing strengths and struggles. For Researcher, it will be important

to identify which specific strengths and struggles apply by circling the appropriate ones from each group.

Although Supporter and Researcher share many characteristics, in general, Researcher will be more directive and

initiating than Supporter. On the other hand, Supporter will tend to be more cooperative and cautious. Their natural

styles can be a good complement to each other. If they respect each other's strengths and help each other in areasof struggle they will contribute to the effectiveness of the team mission and its success.

is a loyal follower

stays with the tried and proven

speaks tactfully

cooperates with others

moves cautiously into new areas

prefers to focus on one task at the time

sees the practical for here and now

can be shy and unassertive

tends to be passive rather than active

hesitates to speak out

may avoid taking charge

tends to underestimate own abilities

may agree, then regret or resent it

may lack strategizing skill or vision

takes charge, establishes direction

seeks measurable results

speaks directly to an issue

responds to challenges and choices

is bold and confident

prefers variety and many ongoing projects

sees strategic and future potential

can be demanding and pushy

often is controlling without authority

can demonstrate poor listening skills

often overlooks others feelings

neglects details and avoids routine

tends to overcommit and forget promises

underestimates work needed to achieve goals




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Modest

Quiet

Distant

Outgoing

Convincing

Excitable

Reserved versus Interacting. This dimension indicates a person's preference for either solitude and private time or

extensive interaction with others.

Researcher and Supporter have some similarities and some differences in the way they relate to people.

Researcher probably will be more serious and will need more time alone to focus on and process issues. Supporter,

on the other hand, will want to laugh and talk more and have more face-to-face meetings, as well as the opportunity

to influence others. Recognizing the different needs in the area of people should help you as the manager to assign

different responsibilities in order to achieve harmony within the team pursuits.

task-oriented

serious and modest

realistic and practical

has a dry sense of humor

good at follow-through and responsibilities

appreciates and focuses on fine points

seeks closure and reconciles details

may appear withdrawn and cold

sometimes shy or unresponsive tends to be pessimistic and critical

can be curt and abrupt

may be quietly self-righteous or judgemental

may appear secretive or skeptical

de-energized by social contact

makes friends easily, people-oriented

is lighthearted and enthusiastic

is optimistic and cheerful

enjoys being in the spotlight

is good at promoting

strives to make a good impression

likes open-ended, spontaneous situations

depends on the approval of others

may be too talkative can be overly optimistic and naive

likes to show off for attention

tends to brag and exaggerate

may be too uninhibited and open with others

dislikes working alone, but is easily distracted




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Questioning

Impatient

Critical

Harmonious

Patient

Lenient

Objective versus Supportive. This dimension indicates a person's natural motivation to be either cool and

objective or warm and compassionate.

Supporter and Researcher share a Supportiveviewpoint.

Both of these Supportive team members find it natural to be kind and compassionate. Both value harmony

and like to help others succeed. They undoubtedly share a strong desire for stability and security and may

feel uncomfortable when changes occur. Since they have a tendency to be good listeners, they likely have

good interpersonal skills and enjoy good communications with others and between themselves. Their

sympathetic traits will help build a strong working relationship.

The greatest challenge as team members that Supporter and Researcher have may be in failing to confront

each other with helpful feedback. Neither tends to be a pushy person, so as manager you should openly

discuss this issue and agree on the value that comes from direct communications and friendly confrontation.

Another challenge that they may have to face in their working relationship is to avoid postponing decisions

until they become critical and learning to adapt to necessary changes. Incorporating adequate planning and

lead-time will become increasingly important in managing team activities.

Typical areas of strength and struggle for Supporter and Researcher are shown below under the Supportive

column. Circle and initial the strengths and struggles that most apply for each team member.

operates well in conflicts or disagreements

tends to be objective and cool

makes difficult judgements and decisions

responds quickly without hesitation

operates at a fast pace

prefers and promotes change

favors logic over emotion

may be combative or confrontational

often is tactless or abrupt can be critical and jump to conclusions

may be too impatient

tends toward hyperactivity

is prone to be restless and discontent

tends to be bottom-line, results-oriented

encourages and enlists cooperation

is compassionate, welcoming and warm

is engaging, a good listener

is patient, willing to wait

operates at a steady, measured pace

supports customs and traditions

demonstrates empathy

may compromise too much

tends to stuff feelings, unwilling to confront trusts too easily, can be manipulated by others

usually resists change, clings to status quo

tends to be passive and uncommitted

tends to be complacent rather than proactive

can become possessive when taken for granted




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Instinctive

Improvised

Unorganized

Detailed

Precise

Perfectionist

Unconventional versus Conscientious. This dimension reflects a tendency to be either spontaneous and

instinctive or to be prepared and structured.

Researcher scored in the Conscientiousrange and likely will demonstrate many of the characteristics shown

in the Conscientioussections below. Supporter you scored in the Mid-Rangeof this dimension and will have

a mixture of characteristics from both the Unconventional and Conscientious strengths and struggles. Circle

and initial those that most apply to both team members.

Supporter and Researcher have some similarities and some differences in their approach to structure and

details. Supporter will probably will be more spontaneous. Researcher on the other hand, will probably bemore focused on accuracy, details, planning schedules, and being prepared. By placing these two people on

the same team, as a manager, you can coach them to capitalize on each other's strengths, help where the

other one struggles, and form an effective part of a larger work group.

is flexible and versatile

understands broad concepts

can improve without procedures

follows instincts, operates spontaneously

makes on-the-spot decisions

can adjust methods to meet timeframes

responds candidly and succinctly

is not naturally organized

often is careless or imprecise

may ignore rules

is unprepared and overly confident

takes arbitrary and impulsive action

skips over important details

is too informal when formality is needed

is organized and scheduled

is attentive to details

follows established procedures

is systematic, prepared, and consistent

analyzes thoughtfully before deciding

conducts research to determine facts

responds accurately and diplomatically

tends to be rigid and inflexible

may be too picky

is too reliant on rules

may overprepare but lack confidence

paralysis of analysis may prevent progress

may focus on details and miss the goal

may be too rigid or formal




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Supporter and Researcher the purpose of this information is to enable management to better understand

and effectively manage team members and their relationships and all of those with whom they interact as

team members. Mutual respect leads to trust which is the foundation for any cooperative endeavor. The best

teams are formed by bringing together a diverse mixture of talents and styles. Maintaining respect as a basis

for trust requires that we appreciate the strength of others while we support them in areas of struggle. Whenrelating to others, remember the wisdom of St. Francis of Assisi seek first to understand others, and then,

seek to be understood (paraphrased).




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Documents

ComparisonReport (Example 1)