Personality I.D.

- Building Stronger Marriages Comparison Report John Smith & Ann Smith PID Style: Analyzer & Deep Thinker

Comparison Report

Sunday 27 Apr 2014 13:53:42

Comparison Report
Analyzer and Deep Thinker
A key aspect in maximizing the success and growth of your relationship is the ability to understand the similarities and differences of your partner's natural traits and how you can complement each other and/or avoid conflict as you engage with each other and function as members in your families and as part of the community. This report provides information that will allow you to view your combined comparison report, Analyzer and Deep Thinker. Analyzer and Deep Thinker, in order to gain insights and understanding about your partner's viewpoints, areas in which you as partners are likely to see things similarly, as well as differently, will be highlighted. If Analyzer and Deep Thinker 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 each partner differ should enable them to improve team communication, anticipate areas of potential conflict, and enable them members to work together more productively. This report is based on a comparison of Analyzer's and Deep Thinker'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 the couples profiles. In each section examine the strengths and struggles, then circle and initial the ones that most apply to each partner individually..

Comparison Chart : John Smit h (Analyzer) and Ann Smit h (Deep Thinker) Combined Team: Analyzer

John Smith (Analyzer) and Ann Smith (Deep Thinker) Prepared by: Alet Strydom Sunday 27 Apr 2014 13:53:42

1/5

Dimensions of Personalit y
This report is based on four dimensions of personality. Each dimension has a continuum of behaviors associated with it as shown below. 1. Adapt ive 2. Reserved 3. Object ive 4. Unconvent ional Mid-range Mid-range Mid-range Mid-range Direct ing Int eract ing Support ive Conscient ious

Dimension one: Adapt ive - Direct ing

Pliable Conforming Passive Assertive D ecisive Controlling

Adaptive versus Directing. This dimension indicates a person's tendency to either follow another person's agenda or set a personal agenda. These different viewpoints can be very beneficial for both team members, Analyzer and Deep Thinker, if they can understand and appreciate how much their cooperation is needed to achieve common goals using their complementary strengths. Analyzer and Deep Thinker have almost opposite viewpoints in the Adaptive-Directing dimension and may react quite differently to the same situation. Deep Thinker tends to have an Adaptive style and Analyzer tends to have a Directive style. Shown below are some behaviors typical for these profiles. (The more the score moves to the extreme right or left of center, the more these typical behaviors normally will apply.) Circle and initial the strengths and struggles that most apply for both team members.

Adapt ive St rengt hs

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

Adapt ive St ruggles

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

Direct ing St rengt hs

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

Direct ing St ruggles

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 over-commit and forget promises underestimates work needed to achieve goals

Dimension t wo: Reserved - Int eract ing

John Smith (Analyzer) and Ann Smith (Deep Thinker) Prepared by: Alet Strydom Sunday 27 Apr 2014 13:53:42

2/5

Modest Quiet D istant

Outgoing Convincing Excitable

Reserved versus Interacting. This dimension indicates a person's preference for either solitude and private time or extensive interaction with others. Analyzer and Deep Thinker have some similarities and some differences in the way they relate to people. Analyzer probably will be more serious and will need more time alone to focus on and process issues. Deep Thinker, 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. Analyzer scored in the Reserved range and likely will demonstrate many of the characteristics shown in the Reserved sections below. Deep Thinker scored in the Mid-Range of this dimension and will have a mix of characteristics involving both the Reserved and Interacting strengths and struggles. It will be important to identify which specific strengths and struggles apply to Deep Thinker by circling the appropriate ones from each group.

Reserved St rengt hs
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

Reserved St ruggles
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 judgmental may appear secretive or skeptical de-energized by social contact

Int eract ing St rengt hs

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

Int eract ing St ruggles

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

Dimension t hree: Object ive - Support ive

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. Both of these team members experience some similarities in this dimension. However, Analyzer probably wants

John Smith (Analyzer) and Ann Smith (Deep Thinker) Prepared by: Alet Strydom Sunday 27 Apr 2014 13:53:42

3/5

to move at a faster pace, accept change more readily, and approach issues more head on. On the other hand, Deep Thinker tends to be more even-paced, supportive, patient, and harmonious. As manager, helping these team members how to value and benefit from the other's different viewpoint, will increase success in their joint relationships. Analyzer scored in the Objective range and is likely to demonstrate most of the characteristics shown in the Objective sections below. Deep Thinker scored in the Mid-Range of this dimension and reveals a mix of characteristics involving both Objective and Supportive strengths and strugggles. It is important to identify which specific strengths and struggles apply to Deep Thinker by circling the appropriate ones from each group.

Object ive St rengt hs

operates well in conflicts or disagreements tends to be objective and cool makes difficult judgments and decisions responds quickly without hesitation operates at a fast pace prefers and promotes change favors logic over emotion

Object ive St ruggles

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

Support ive St rengt hs

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

Support ive St ruggles

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

Dimension four: Unconvent ional - Conscient ious

Instinctive Improvised Unorganized D etailed Precise Perfectionist

Unconventional versus Conscientious. This dimension reflects a tendency to be either spontaneous and instinctive or to be prepared and structured. Analyzer and Deep Thinker share a Conscientious viewpoint. Both of these team members pay attention to details, are concerned about accuracy, and like to be in projects where there is organization and structure. Their natural inclination is to be analytical, and they both like to ask the question, "Why?" They want very much to be right and usually want more information before making a decision. As their manager you may frequently find it necessary to require a decision with less than the desired information or in a shorter time frame than felt necessary to make the "perfect" decision. In general, the similar viewpoints regarding organization and details will facilitate a good working relationship between these two team members. On the other hand, as a manager you may need to add a counterbalancing perspective from more spontaneous individuals. Because each of these Conscientious team members share a strong desire to be right, mutual respect will help them avoid conflict. Their Conscientious viewpoints are shown below. Circle and initial those that most apply to each of them.

John Smith (Analyzer) and Ann Smith (Deep Thinker) Prepared by: Alet Strydom Sunday 27 Apr 2014 13:53:42

4/5

Unconvent ional St rengt hs

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 time-frames responds candidly and succinctly

Unconvent ional St ruggles

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

Conscient ious St rengt hs

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

Conscient ious St ruggles

tends to be rigid and inflexible may be too picky is too reliant on rules may over-prepare but lack confidence paralysis of analysis may prevent progress may focus on details and miss the goal may be too rigid or formal

Working Toget her

Analyzer and Deep Thinker the purpose of this information is to assist you to better understand and effectively manage expectations of a partner/spouse and improve relationships with all members of the family. Mutual respect and understanding leads to trust which is the foundation for any relationship. The best teams and marriages 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. When relating to others, remember the wisdom of St. Francis of Assisi seek first to understand others, and then, seek to be understood (paraphrased).

John Smith (Analyzer) and Ann Smith (Deep Thinker) Prepared by: Alet Strydom Sunday 27 Apr 2014 13:53:42

5/5