BEHAVIOR PROFILES: ITS INFLUENCE ON YOUR WORKPLACE ENVIRONMENT Nancy E. Alger ! P".#.! LPC Karan Wa $%n! P".#.!

PE ABSTRACT The use of behavior profiles has been used in numerous environments to help groups of people perform better individually and as a team member. For example, in the Look College of Engineering at Texas A& !niversity, the "#$C #nstrument has been utili%ed& by the instru'tors of the first(year engineering 'ourses as a pedagogi'al tool for enhan'ing teaming skills) by the staff that operates the a'ademi' programs for the 'ollege in order to enhan'e 'ooperation, and 'ommuni'ation) and by numerous leaders of different student organi%ations as an important aspe't in leadership training. *ere +e +ill briefly explain this behavioral tool and propose its uses in enhan'ing students, fa'ulty and staff performan'e. WHAT ARE BEHAVIORAL PROFILES The "#$C #nstrument is a behavioral assessment measure. This measure identifies an individual,s natural and adapted behavior. The "#$C is not a personality measure but rather a behavior measure. The definition of behavior as the manner of 'ondu'ting oneself is signifi'ant be'ause behavior 'an be 'hanged if so desired. *o+ever, personality is defined as the 'omplex of 'hara'teristi's that distinguishes an individual or the -uality or state of being of a person. .ersonality is vie+ed as more 'omplex, and resear'hers still debate the balan'e of geneti's and environment, +hi'h may mold the personality. #t is diffi'ult, and altogether un'ertain if it is +ise in most situations, to attempt to 'hange a personality. Certainly, the propensity to+ard 'ertain behaviors is influen'ed by personality) ho+ever, the behavior profile tends to fo'us on ho+ someone tends to a't, not +hy they a't that +ay. T"e%re &cal Or&en a &%n an' "e #ISC Classifying people into types, espe'ially four types, has been a human endeavor for 'enturies. As early as 'ir'a /00 1C, *ippo'rates taught that abnormal behavior +as not attributable to the anger of the gods, but to natural 'auses in the person,s life. *e observed similarities and differen'es in human behavior and 'lassified four different behaviors, or temperaments. There +ere 2uardians, +ho needed to be members and to belong to a group) Artisans +ho needed freedom and variety) #dealist +ho needed identity and signifi'an'e) and the 3ational +ho needed 'ompeten'y and kno+ledge. #n trying to heal people, *ippo'rates taught that you should understand the person,s

temperament as +ell as the physi'al 'ir'umstan'es. #n 4564, Carl 7ung spoke of 'lassifying people into four types, oriented by four psy'hologi'al fun'tions& thinking, feeling, sensations, and intuition. *e further divided the types into introverts and extroverts. This is the +ork that the yers(1riggs .ersonality profile is based upon. $hortly after 7ung,s +ork on 'lassifying people into types, 8illiam arston presented his +ork on 'lassifying people by their behavior type. This +ork in 4569 +as the first version of the "#$C profile. arston vie+ed people as behaving along t+o axes +ith their a'tions tending to be a'tive or passive depending upon the individual,s per'eption of the environment as either antagonisti' or favorable :see fig. 4;. As a side note, it is interesting to kno+ that under the name of Charles oulton, arston +as the +riter and produ'er of <8onder 8oman= from 45/6(45/>. Antagonisti' Complian'e .assive $teadiness Favorable Figure 4 Con'ept for Classifying 1ehavior by arston #nfluen'e "ominan'e A'tive

1y pla'ing these axes at right angles, four -uadrants +ere formed and defined as behavioral patterns& #ominan'e, Influen'e, Steadiness, and Complian'e. Again, the "#$C is not a personality evaluation but rather an exploration of your natural and adapted behavioral styles and ho+ it influen'es your +ork, others, and yourself. "ominan'e pertains to ho+ you respond to problems or 'hallenges. #nfluen'e is defined as ho+ you influen'e 'onta'ts :others; to your point of vie+. $teadiness deals +ith 'onsisten'y ? ho+ you respond to the pa'e of the environment. Finally, Complian'e addresses the issue of 'onstraints ? ho+ you respond to rules and pro'edures set by others. The dis'repan'y bet+een your natural behavior style and your adapted behavioral style indi'ates the level of stress you may be experien'ing in your +orkpla'e setting. "ominan'e des'riptors in'lude adventuresome, 'ompetitive, daring, de'isive, dire't, innovative, persistent, problem solver, result(oriented, and self(starter. .ossible limitations for a <*igh "= person 'an be overuse of position, setting standards to high, la'king ta'k and diploma'y, taking on too mu'h to soon and too fast, and anger. "es'riptors for #nfluen'ers in'lude 'harming, 'onfident, 'onvin'ing, enthusiasti', inspiring, optimisti', persuasive, popular, so'iable, and trusting. .ossible limitations in'lude being inattentive to details, unrealisti' in appraising people, trust of people indis'riminately, and being a situational listener. <*igh #= people often display the emotion of optimism.

$teadiness terms in'lude amiable, friendly, good listener, patient, relaxed, sin'ere, stable, steady, team player and understanding. .ossible limitations in'lude yielding to avoid 'ontroversy, diffi'ulty in establishing priorities, dislike of un+arranted 'hange, and diffi'ulty dealing +ith diverse situations. <*igh $,s= are sometimes des'ribed as nonemotional. Finally, Complian'e des'riptors in'lude a''urate, analyti'al, 'ons'ientious, 'ourteous, diplomati', fa't(finder, having high standards, mature, patient, and pre'ise. .ossible limitations in'lude being defensive +hen 'riti'i%ed, getting bogged do+n in details, being overly intense for the situation, and appearing some+hat aloof and 'ool. Emotion of the <*igh C= is often fear. #ISC Re(%r S r)c )re The report generated from the TT# T "#$C addresses fifteen spe'ifi' areas. First, 2eneral Chara'teristi's, provides a broad understanding of one,s +ork style. $e'ond, @alue to the Argani%ation, addresses one,s role +ithin their professional organi%ation. Third, Che'klist for Communi'ation provides a list of things to do +hen 'ommuni'ating +ith the assessed individual. Fourth, "on,ts on Communi'ating, is a list of things not to do +hile 'ommuni'ating +ith the parti'ular assessed individual. Fifth, Communi'ation Tips are suggestions on methods that 'an improve your 'ommuni'ation +ith others. 1y adapting to the 'ommuni'ation style best understood by another, one +ill be'ome more effe'tive in 'ommuni'ating +ith them. Bext, #deal Environment looks at spe'ifi' duties and responsibilities you may enCoy at +ork and those +hi'h 'reate frustration for you. $eventh, .er'eptions identify ho+ one may per'eive themself as behaving and ho+ this may be 'omparedD'ontrasted to +hat others may per'eive. Eighth, "es'riptors are simply +ords that des'ribe your personal behavior +ith regard to solving problems, meeting 'hallenges, influen'ing people, responding to the pa'e of the environment, and ho+ you respond to rules and pro'edures set by others. Bext, Batural and Adapted $tyles, looks at your natural style of dealing +ith problems, people, pa'e of events and pro'edures and ho+Dif they fit +hat the environment needs. This se'tion provides information related to stress and pressure you may feel to adapt to your environment. Tenth, based upon your +ants the Eeys to otivation +ere determined. .eople are motivated by the things they +ant) thus +ants that are satisfied no longer motivate. Bext, Eeys to anaging identifies some needs you must have met in order to fun'tion at an optimum level. $ome needs 'an be met by you, +hile management must provide for others. T+elfth, Areas for #mprovement list possible limitations +ithout regard to a spe'ifi' Cob. Bext, "esigning an A'tion .lan provides examples of areas you may +ant to improve in. The report in'ludes 1ehavioral Fa'tor #ndi'ators, $tyle Analysis 2raphs, and the $u''ess #nsights 8heel +hi'h relay some of the same information above more graphi'ally or visually.

A'a( e' an' Na )ral Be"a*&%r S yle$ #n the responses to the "#$C instrument, individuals are asked to respond to situations regarding behaviors that are most likely to 'hoose in their fo'us environment. They also respond to the behavior that is least like themselves for the same situations. These t+o sets of responses are used to render t+o profiles. The first, and most adaptable profile, is based on the most likely response ans+ers, and represents the behavior to meet the demand of the environment. This is the behavior you most likely demonstrate to others and is referred to as the adapted behavior. The se'ond profile uses the least likely responses, and moves the profile a+ay from the style indi'ated by that response. Thus, in identifying and then 'ontrasting +hat you are least like, the profile generates +hat your natural behavior is. The natural behavior is mu'h more diffi'ult to 'hange. #n addition, large 'ontrasts in the natural and adapted behavior are indi'ations of stress generation for the individual. T"e S)cce$$ In$&g" $ W"eel The TT# T "#$C instrument also generates a su''ess insight +heel. This +heel is based upon the arston axes and is sho+n in fig 6. This +heel 'an be used to graph an individual or groups natural or adapted behaviors. The graph 'an also be used to sho+ a parti'ular Cob des'ription, based upon the behaviors needed for the Cob, in 'ontrast to individual,s behavior profiles.

Figure 6 TT# T "#$C $u''ess #nsight 8heel format

BEHAVIOR PROFILES AN# THEIR INFLUENCE ON YOUR WORKPLACE As +ith any self(reporting profile instrument, the validity of the results 'an vary signifi'antly. *o+ever, based upon numerous self(reports from various people profiled, the TT# T "#$C tool is very valid. The validity study 'an be found on the TT#dis'.'om +ebsite. An important aspe't beyond the validity of the tool is ho+ it 'an be used to initiate and guide dis'ussions about the behavior patterns among groups of individuals. #n these dis'ussions individuals may 'ome to understand the effe'ts of their behaviors on others. The issue of +hat is the Fright, behavior 'an be pla'ed in 'ontext of +hether there is a Fright, behavior for the Cob at hand. For example, a Cob or a 'lass +hi'h re-uires 'areful analysis of information and data does lend itself more to an analy%er type behavior rather than a promoter. Another aspe't of the use of the profiles is to understand that behaviors have a signifi'ant impa't on first impressions and so'ial intera'tions. !sing the four maCor 'ategories for the "#$C profile, TA1LE 4 demonstrates the level of 'omfort t+o individuals may have in intera'ting +ith ea'h other. TA1LE 4 "#$C 1ehavior Comfort Level in #ntera'tions $tyleG$tyle
"

"
medium

#
medium to high very high

$
medium to lo+ medium to lo+ high

C
lo+

medium to high medium to lo+ lo+

lo+

medium to lo+ lo+

medium

medium

medium to high

T"e O++&ce En*&r%n,en There are numerous reasons and +ays to use a behavioral profile to help an offi'e to +ork more effe'tively. This paper 'annot present all of these possibilities. 8e do offer various re'ommendations for aspe'ts of the TT# T "#$C report +hi'h 'an be used to fo'us intera'tions and learning for groups of +orkers. Table 6 represents some of these re'ommendations. T"e S )'en $ Learn&ng En*&r%n,en $

The TT# T "#$C 1ehavior profile 'an be used +ith students as an instrument for expli'it instru'tion on teaming skills, or as an instrument for fa'ulty to use to understand and better motivate their students. u'h like 'o(+orkers in an offi'e situation, students 'an use the behavioral profiles to form and perform in teams more -ui'kly and effe'tively. Fa'ulty may use the profiles to form teams +ith various diversities to better edu'ate the students on team+ork. #n addition, fa'ulty members may gain insights into the su''ess or failure of students, performing in 'lass based upon their natural styles and possible stress levels. This 'an lead to modifi'ations of pedagogy to 'reate a better learning environment andDor intervention programs to strengthen students +hose behavior is not aligned +ell +ith the expe'tations of a 'lass or 'urri'ulum. Table 6 3e'ommendations for !se of the TT# T "#$C reports for 'o(+orkers $ituation
Co(+orkers need to kno+ ea'h other better

3eport Element
2eneral Chara'teristi's $u''ess #nsight 8heel

3easoning
The use of this area of the report allo+s those +ho general do not talk about themselves a me'hanism for 'omfortably expressing things about their behaviors, and it provides a format to 'ontain those +ho have no diffi'ulty talking about themselves. The use of these aspe'ts of the report allo+s individuals and a group to 'onsider ho+ they 'an best 'ontribute to the vision and mission of an offi'e or organi%ation. These elements in the report provide a vehi'le so that people 'an dialogue about effe'tive and ineffe'tive means of 'ommuni'ating +ith them. This se'tion of the report 'an be used to fa'ilitate a dis'ussion about stress on the individual, +hether the stress in Cob(related or personal. "iffi'ult to use in a group if they do not kno+ and respe't ea'h other, so it may be more effe'tive +ith individual performan'e dis'ussions. Can be used so that a group +orks on 'reating mutually motivating environment.

.erforman'e issues of a group 'all for evaluating the organi%ation Communi'ation 'on'erns among +orkers

@alue to the Argani%ation #deal Environment

Che'klist for Communi'ation "o,s & "on,ts on Communi'ating Batural and Adapted styles

*igh stress levels among +orkers

Eeys to !nder(performan'e or a'hievement Eeys to

otivation anaging

SUMMARY

The benefits of using a behavioral profile are many. They 'an be used to measure before( and(after improvement in performan'e in a targeted behavioral area. They 'an help an individual and an organi%ation have long(lasting improvement that +ill 'ontinue for as long as you use the pro'edures. They have universal appli'ation to any human performan'e area for any behavior or output, and +ith any individual, department or organi%ation. Hou re'eive a large return on your investment of behavior assessment 'ost. Continuing to refer ba'k to the profiles allo+s individuals and groups the opportunity to 'ontinue to reinfor'e and pra'ti'e the behaviors that are best for them as individuals and best for the group as a +hole. Finally, and possibly most importantly, better employee relations and a better, more produ'tive +orking environment +ill exist.