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Running Head: Behavioral Styles Compared and Contrasted

Behavioral Styles Compared and Contrasted

Learning Team A

Frances Gutierrez, Rebecca Lavender, Jaime Nunnenkamp, and Melanie Webb

BSHS/MGT 331

Dick Amabile

December 16, 2006

Behavioral Styles Compared and Contrasted

Abstract

Learning Team A completed the DiSC® Platinum Rule Assessment. This assessment is based on the Platinum Rule Model of Behavior Styles by Dr. Tony Alessandra. The assessment is personally designed to give results to build a better person in the workplace. The results are divided into three parts: The first part is how to read the results, the second part focuses on understanding characteristic at work (i.e. how one reacts under stress), and the third part of the report focuses on how to use the concepts of the assessment with others. The DISC assessment focuses on goals and can help a person become more maturely and be more productive at the workplace. Each Team member of Team A took the assessment and as a team we [APA restricts the use of editorial "we" to mean only yourself and coauthors, not general humanity; check for usage throughout the essay.] agree with some of the results we [APA restricts the use of editorial "we" to mean only yourself and coauthors, not general humanity; check for usage throughout the essay.] were given. This paper is based upon our results and how we view our behavioral styles.

There are four styles to fall into according to the Platinum Rule Behavioral Assessment.

(Alessandra. 2002) Learning Team A will discuss the personal styles of its members giving the strengths and weaknesses of each team member. Also, [Avoid beginning sentences with "also." It tends to make your writing inelegant.] action plans for the behavioral styles of the team members will be discussed. Team members will compare and contrast their personal behavioral styles and finally the styles that team members did not categorize into will be compared and contrasted to the dominant and interactive styles of Learning Team A.

The Platinum Rule divides behavioral preferences into four basic styles:

* Director

* Socializer

* Relater

* Thinker

everyone possesses the qualities of each style to various degrees and everyone has a dominant style. For the sake of simplicity, this article will focus only on dominant style.

Directors are driven by two governing needs: to control and achieve. Directors are goal-oriented go-getters who are most comfortable when they are in charge of people and situations. They want to accomplish many things-now-so they focus on no-nonsense approaches to bottom-line results. Directors seek expedience and are not afraid to bend the rules. They figure it is easier to beg forgiveness than to ask permission. Directors accept challenges, take authority, and plunge head first into solving problems. They are fast-paced ["Fast-paced" is a colloquial term that should be eliminated in academic writing.] [Eliminate clichйs (tired, overused phrases) and colloquial (informal) language for more effective academic writing. (See page 37 in the APA Publication Manual.) ] , task-oriented, and work quickly and

impressively by themselves, which means they become annoyed with delays. Directors are driven and dominating, which can make them stubborn, impatient, and insensitive to others. Directors are so focused that they forget to take the time to smell the roses.

Socializers are friendly, enthusiastic "party-animals" who like to be where the action is. They thrive on the admiration, acknowledgment, and compliments that come with being in the lime-light. The Socializers primary strengths are enthusiasm, charm, persuasiveness, and warmth. They are idea-people and dreamers who excel at getting others excited about their vision. They are eternal optimists with an abundance of charisma. These qualities help them influence people and build alliances to accomplish their goals. Socializers do have their weaknesses: impatience, an aversion to being alone, and a short attention span. Socializers are risk-takers who base many of their decisions on intuition, which is not inherently bad. Socializers are not inclined to verify information; they are more likely to assume someone else will do it.

Thinkers are analytical, persistent, systematic people who enjoy problem-solving. Thinkers are detail-oriented, which makes them more concerned with content than style. Thinkers are task-oriented people who enjoy perfecting processes and working toward tangible results. They're [Eliminate contractions (isn't for is not) in academic writing.]

always in control of their emotions and may become uncomfortable around people who very out-going, e.g., Socializers. Thinkers have high expectations of themselves and others, which can

make them over-critical. Their tendency toward perfectionism-taken to an extreme-can cause "paralysis by over-analysis." Thinkers are slow and deliberate decision-makers. They do research, make comparisons, determine risks, calculate margins of error, and then [this is redundant, since "and" and "then" in this application have essentially the same meaning. Use one or the other] take action.

Thinkers become irritated by surprises and glitches, hence their cautious decision-making. Thinkers are also skeptical, so they like to see promises in writing.

Relaters are warm and nurturing individuals. They are the most people-oriented of the four styles. Relaters are excellent listeners, devoted friends, and loyal employees. Their relaxed disposition makes them approachable and warm. They develop strong networks of people who

are willing to be mutually supportive and reliable. Relaters are excellent team players. Relaters are risk-aversive. In fact, Relaters may tolerate unpleasant environments rather than risk change. They like the status quo and become distressed when disruptions are severe. When faced with

change, they think it through, plan, and accept it into their world. Relaters-more than the other types-strive to maintain personal composure, stability, and balance. In the office, Relaters are courteous, friendly,

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