Team Profile Aec Disc

8/12/2019 Team Profile Aec Disc

http://slidepdf.com/reader/full/team-profile-aec-disc 1/15

Méthode Arc-en-Ciel-Copyright © 2005

L'ARCENCIEL INTERNATIONAL S DE RL DE CV

Av. México # 199 Col. Condesa

A e C T

e a

mP r of i l e

TEAMBest Company

19/11/2009






T a b l e

of

c on t en

t s

TEAM19/11/2009

Table of contents Talents for the company..........................................................................................................................................................3

Team areas for improvement.................................................................................................................................................. 4

Comparison Natural - Adapted Styles..................................................................................................................................... 5

Indicators.................................................................................................................................................................................6

The Colours of the Team members.........................................................................................................................................8

The Average of the Team Colours.......................................................................................................................................... 9

Team Positions on the Wheel............................................................................................................................................... 10

The Values............................................................................................................................................................................ 12

The Values of the Team members........................................................................................................................................ 13

Standard deviations...............................................................................................................................................................15

2






T al en

t s f or

t h e c om

p an

y

Talents for the company

This section defines the talents

collectively brought to the company by

the team. This profile is a collective

profile among thousands different

profiles. It takes into consideration

differents parts of this team members

which sometimes may be opposite.

Please check that they are rightly

used them or you can ask, together

with the other team members, how

they could better be used.

TEAM19/11/2009

Has the ability to step back and see things objectively

Knows how to be well organized

Is able to diplomatically comply when necessary

Is able to multitask

Likes mobility and the absence of routine

Can react quickly

Has a creative approach to problem solving

Knows how to take risks if necessary

Can be decisive

Is entrepreneurial

Is factual and logical

Is serious

Doesn't get carried away by emotion

3






T e am ar e

a s f o

r i m pr ov

em

en

t

Team areas for improvement

You will find below some suggestions,

in a descending order, on how the team

can improve itself in a collective way.

Here again, this profile is a collective

profile among thousands different

profiles. It takes into account

different parts of this team members

which can sometimes be in

opposition. These are more or less

still present according to the

personal development these

members have already done

concerning themselves.

TEAM19/11/2009

The Team may tend :

To want detailed explanations before making any changes to make sure that it understands

To worry more than is necessary

To let others decide

To have an irregular pace

To emphasize innovation and creativity to the point of forgetting the methodology

Sometimes to make off-the-cuff remarks that are often perceived as personal jabs

To be directive and sometimes lacking in tolerance and patience

To potentially be too results-oriented at the risk of ignoring other criteria

To be withdrawn and to lack sympathy

To be too concentrated

To seem too distant

Not to laugh enough

4






C om

p

ar i s onN

a t ur al -A

d a p t e d S t y l e s

Comparison between the Natural Style and the Adapted Style of

the Team This section gives you the opportunity

to discover, analyze and understand

the differences that may exist between

the Natural Style of the Team, which

describes the average of the Natural

Styles of its members corresponding to

who they are, and the Adapted Style of

the Team, which describes the average

of the Adapted Styles of its members

corresponding to how they may appear

in this Team.

It helps to become aware of the

differences between these two styles

and of the tensions that may arise in

this gap.

TEAM19/11/2009

Regarding its Natural Style (general and specific characteristics), the Team seems:

A bit more confident, creative and unique because Yellow increases slightly. This differenceis enhanced by the fact that it also proves itself to be a bit less provident, perfectionist andadministrative because Blue decreases in the same way.

A bit more outgoing, spontaneous and influencing because Yellow increases slightly. This

difference is supported by the fact that it proves itself to be neither more nor less in a turmoil - juggling with many balls at the same time - if Natural Green is rather low or on the contrarystable - concentrating on one task at a time - if Natural Green is rather low because Greendoesn't shift significantly.

Neither more nor less cooperative, patient and steady than it is naturally because Greendoesn't shift significantly. Neither more nor less controlling, quick and bold than it is naturallybecause Red also doesn't shift significantly.

A bit more relationship-oriented, friendly and jovial because Yellow increases slightly. Thisdifference is supported by the fact that it proves itself to be neither more nor less focused onresults, demanding or strict with itself and with others, than it is naturally because Reddoesn't shift significantly.

A bit less precise, orderly and in search of factual information because Blue decreasesslightly. This difference is supported by the fact that it proves itself to be neither more nor lesssubtle, peaceful and ready to listen to people than it is naturally because Green doesn't shiftsignificantly.

A bit less analytical, conventional and following rules and procedures because Bluedecreases slightly. This difference is supported by the fact that it proves itself to be neither

more nor less pragmatic, conflict-oriented and individualistic than it is naturally because Reddoesn't shift significantly.

5






I n d i c

a t or s

TEAM19/11/2009

Indicators This page is designed to summarize and simplify this job profile into 16 Indicators, compared 2 by 2, which don't measure the intensity of the Colours, as it is the case with the graphs, but the ratio existing between them.

These Indicators are represented as percentages of ratios from 0 to 100 on two graduated scales corresponding to the Natural and Adapted Styles of the Team. These are :

Global vision Level of attention to details Focus on the task Focus on the relationship Focus on results/Demanding Focus on relationship/Conviviality Sense of urgency/Directive level/Level of risk taking Patience/Cooperation/Consistency Authority/Individuality/Action Adaptability/Respect for rules/Level of thought Outward expression/Spontaneity/Influence level

Concentration/Methodology/Follow-up Optimism/Creativity/Eccentricity Predictability/Perfectionism/Administrative Management Focus on stability born from an affective harmony Focus on stability born from a rational order So you can quickly view the strengths and the weaknesses - in compensation - of the Team.

Here again, there are no good or bad Indicators, just a visual and quantifiable representation of the dynamics existing between each one of the two poles concerning the Natural and Adapted Styles of the Team.

6






I n d i c

a t or s

TEAM19/11/2009

Adapted Style

Natural Style

Global vision Level of attention to details

Focus on the task Focus on the relationship

Focus on results / Demanding Focus on relationship / Conviviality

Sense of urgency /Directive level / Level of risk taking

Patience / Cooperation / Consistency

Authority / Individuality / ActionAdaptability / Respect for rules / Level of thought

Outward expression / Spontaneity / Influence level

Concentration / Methodology / Follow-up

Optimism / Creativity / EccentricityPredictability / Perfectionism / Administrative Management

Focus on stability born from anaffective harmony

Focus on stability born from arational order

58 42

50.5 49.5

50 50

58.5 41.5

57.5 42.5

58.5 41.5

57.5 42.5

49 51

50.8 49.2

58.8 41.2

54.5 45.5

59.5 40.5

46.5 53.5

55 45

42 58

37 63

0%

0%

7






T h

e C ol o ur s

of

t h eT e

amm

em

b er s

TEAM19/11/2009

Adapted Style

100

90

80

70

60

50

40

30

20

10

0

% 76 53 45 62

Natural Style

100

90

80

70

60

50

40

30

20

10

0

% 67 45 18 89

Najera Daniel

Adapted Style

100

90

80

70

60

50

40

30

20

10

0

% 76 62 38 18

Natural Style

100

90

80

70

60

50

40

30

20

10

0

% 74 73 31 26

Ochoa Rolando

Adapted Style

100

90

80

70

60

50

40

30

20

10

0

% 33 70 53 62

Natural Style

100

90

80

70

60

50

40

30

20

10

0

% 33 28 67 79

Ramos Jose Luis

8






T h

e

A v er a

g e of

t h eT e am

C ol o

ur s

TEAM19/11/2009

Adapted Style

100

90

80

70

60

50

40

30

20

10

0

% 62 62 45 47

Natural Style

100

90

80

70

60

50

40

30

20

10

0

% 58 49 39 65

9






T e

amP

o s i t i on

s on t h eWh

e

el

TEAM19/11/2009

Adapted Style

Najera Daniel : 25Ochoa Rolando : 12

Ramos Jose Luis : 62

10






T e

amP

o s i t i on

s on t h eWh

e

el

TEAM19/11/2009

Natural Style

Najera Daniel : 23Ochoa Rolando : 12

Ramos Jose Luis : 21

11






T h

eV

al u e s

TEAM19/11/2009

The Values The Values are not observable. They inform us of our deep Motivations. They trigger the "Why" in how we act in a certain way rather than another way expressed by behaviour. This one is about "How" we really act in a certain way. They qualify the Colours linked with behaviour and give you a wider and global view of the Team Profile.

The Theoretical Motivation concerns the search, understanding and systematization of objective truth with intellectual knowledge.

The Aesthetic Motivation gives priority to subjective feeling at the expense of objective rationality. It concerns the capacity to feel the outer and/or inner beauty, literally specified as being the contrary of anaesthesia.

The Economical Motivation concerns the search for usefulness, profitability and return on investment.

The Altruistic Motivation concerns the selfless action in order to help others.

The Individualistic Motivation concerns the search for power and for control of one's own life.

The Traditional Motivation concerns all persons having a strong system of beliefs, values and universal principles above them. It situates the individual in a framework tested by time and which is beyond him.

They correspond to universal Values found in philosophy: Truth, Beauty, Usefulness, Love, Power and Unity. These deep Motivations can be opposed and analysed two by two: Theoretical – Aesthetic, Economical– Altruistic, Individualistic – Traditional. You will find on the following page these six Values developped by Eduard Spranger with, in which concerns your Team, the Average of their degree of intensity for each one taken apart as well as the representation, in the form of indicators, of these three pairs of values.

In the same way there are not good and bad Colours, there are not good and bad Motivations. Money is needed to help people and to keep the meaning of the economic reality. Aestheticism needs a rational counterbalance which gives it a structure and Individualism is necessary to be able to enter the service of principles and organizations that are beyond itself. Each Motivation has its strengths and its weaknesses.

12






T h

e

V al u e s of

t h e

T e amm

em

b er s

TEAM19/11/2009

Theoretical Aesthetic Economical Altruistic Individualistic Traditional

0%

100%100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

63 63

49

37 43

46

Najera Daniel


0%

100%100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

80

34

49

29

46

63

Ochoa Rolando


0%

100%100%

90%

80%

70%

60%

50%

40%30%

20%

10%

66

40

89

20

34

51

Ramos Jose Luis






T h

e

V al u e s of

t h e

T e amm

em

b er s

TEAM19/11/2009

Theoretical Aesthetic

Economical Altruistic

Individualistic Traditional

60 40

68 32

44 56

0%

0%


0%

100%100%

90%

80%

70%

60%

50%

40%

30%

20%

10%70 46 62 29 41 53

:

:

:

14






S t an

d ar d

d ev i a

t i on

s

Standard deviations

They mention, for each one of the four

Colours, in the Natural and Adapted

Styles, as well as for the six Values, the

minimum score, the maximum score

and the average deviation with the

Team Average.

This deviation is calculated in

percentages and goes from 0 to 50. For

each one of the four Colours and of the

six Values, the more this percentage is

weak, the more the Team is homogeneous, the more this

percentage gets nearer 50, the more

the Team is heterogeneous.

0 - 5 : Very weak deviation

5 - 10 : Weak deviation

10 - 15 : Relative homogeneity

15 - 20 : Relative heterogeneity

20 - 25 : Strong deviation 25 - 50 : Very strong deviation

TEAM19/11/2009

Min Max Average Deviation

Adapted Style

Red 33 76 62 19,11

Yellow 53 70 62 5,78

Green 38 53 45 5,11

Blue 18 62 47 19,56

Natural Style

Red 33 74 58 16,67

Yellow 28 73 49 16,22

Green 18 67 39 18,89

Blue 26 89 65 25,78

The Values

Theoretical 63 80 70 6,89

Aesthetic 34 63 46 11,56

Economical 49 89 62 17,78

Altruistic 20 37 29 5,78

Individualistic 34 46 41 4,67

Traditional 46 63 53 6,44

15

Documents

Team Profile Aec Disc