Towards UnderstandingTowards Understandinggg

ObjectivesObjectives

Good basic understanding of Facet5:Good basic understanding of Facet5:

What it is measuringWhat it is measuring

Its professional statusIts professional statusIts professional status Its professional status

Its applicationsIts applications

Big5 Theory Big5 Theory -- Why Facet5?Why Facet5?

people need practical modelspeople need practical models

i ti t i l l d t f ii ti t i l l d t f iexisting terminology leads to confusionexisting terminology leads to confusion

mismis--matched underlying theorymatched underlying theory

poor quality of many tools availablepoor quality of many tools available

h l i t h t h l dh l i t h t h l dpsychologists have not helpedpsychologists have not helped

Design Brief for Facet5Design Brief for Facet5

quickquick

t d t d d i t tt d t d d i t teasy to understand and interpreteasy to understand and interpret

use “natural” language not jargonuse “natural” language not jargon

an understanding an understanding –– not a scorenot a score

What does it measureWhat does it measure

5 domains 5 domains -- building blocks of personalitybuilding blocks of personality

Recognised by psychologists since the 1940’sRecognised by psychologists since the 1940’s

Now referred to as the “Big5” theoryNow referred to as the “Big5” theory

Where does Facet5 fit?

Authors Facet5 Domains

Redfield Will Energy Affection Control Emotionality

Kline & Cooper (1983) Masculine Dominance

Extraversion (-) Machiavellianism Obsessionality Neuroticism

Guildford (G-ZTS) Masculinity Social Activity (-)Paranoid Disposition

Restraint Emot Instability

Edwards (EPPS) Autonomy Exhibition Nurturance Order

Hogan (1983) (-) Sociability Surgency Likeability Conformity (-) Adjustment

Cattell (16PF) Independence Exvia Pathemia Control Anxiety

Eysenck (EPQ) Extraversion Tender Mindedness Conservatism Neuroticism

Gough (CPI) Independent Thought

Social Extraversion Sensitivity Conventionality Neuroticism

SHL (OPQ) Vigorous Extraversion Abstract Methodical Emot Stable

Myers Briggs (MBTI) Thinking - Feeling Extraversion - Introversion

Sensing- iNtuition Perceiving-Judging

g g

McRae & Costa (NEO-PI) (-) Agreeableness Extraversion Openness Conscientiousness Neuroticism

(Margerison & McCann) Organisers Explorers Advisors Controllers

Schein (1985) Power Achievement Support Role

Handy (1979) Power Task People Role

Kolb (-) Accomodator Diverger Assimilator Converger

Honey (-) Reflector Activist (-) Pragmatist Theorist

Facet5 takes

information about

SelectionSelection

about people

TeamTeamIntegrationIntegration

Processes it ManagementManagement

And then tells you how to DevelopmentDevelopmentyuse it for:

FactorsFactors

WillWillLoLo HiHi

FlexibleFlexibleAdaptableAdaptable

DeterminedDeterminedGoal OrientedGoal OrientedDomineeringDomineering

WilfulWilfulUnassertiveUnassertiveSubmissiveSubmissive

UnderstandingUnderstandingResponsiveResponsive

AccommodatingAccommodating

PurposefulPurposefulAssertiveAssertive

Di tDi t

StubbornStubbornArgumentativeArgumentative

D tiD ti

IndecisiveIndecisiveSelf AbasingSelf AbasingUnass mingUnass mingAccommodatingAccommodatingCompatibleCompatibleAcceptingAccepting

DirectDirectDominantDominantDecisiveDecisive

DogmaticDogmaticObstructiveObstructive

PushyPushy

UnassumingUnassumingDependentDependentIrresoluteIrresolutep gp gAgreeableAgreeableObligingObliging

DecisiveDecisiveIndependentIndependentSelf ReliantSelf Reliant

PushyPushyOpinionatedOpinionated

InflexibleInflexibleCompliantCompliant

TimidTimid

FactorsFactors

EnergyEnergyLoLo HiHiLoLo HiHi

AutonomousAutonomous EnergeticEnergeticDistractibleDistractibleAloofAloofuto o ousuto o ousSereneSerene

ImperturbableImperturbable

ggEnthusiasticEnthusiasticGregariousGregarious

S i blS i bl

DisruptiveDisruptiveInterferingInterfering

E hibiti i tE hibiti i t

IndifferentIndifferentCoolCoolQuietQuiet

ConfidentialConfidentialReservedReserved

SociableSociableFriendlyFriendly

CompetitiveCompetitive

ExhibitionistExhibitionistInsensitiveInsensitiveGarrulousGarrulous

UnsociableUnsociableUnresponsiveUnresponsive

ApatheticApatheticReservedReservedUndemonstrativeUndemonstrative

CompetitiveCompetitiveParticipativeParticipative

AdaptableAdaptable

GarrulousGarrulousUnthinkingUnthinking

ApatheticApatheticInsularInsular

FactorsFactors

AffectionAffectionLoLo HiHiLoLo HiHiRealisticRealistic

PragmaticPragmaticUnderstandingUnderstanding

HelpfulHelpfulNaiveNaive

Too trustingToo trustingSelf Self

AdvancingAdvancingPragmaticPragmaticObjectiveObjective

AstuteAstute

ppResponsiveResponsive

KindKindS th tiS th ti

ggInnocentInnocent

SusceptibleSusceptibleS ftS ft

CynicalCynicalOpportunisticOpportunisticHardHard--nosednosedBusinessBusiness--likelike

NoNo--nonsensenonsenseHardHard--nosednosed

SympatheticSympatheticCompassionateCompassionate

TrustingTrusting

SoftSoftGullibleGullible

UnworldlyUnworldly

HardHard--nosednosedUnsympatheticUnsympatheticInconsiderateInconsiderateHardHard--nosednosed

ShrewdShrewdTrustingTrusting

OpenOpenAcceptingAccepting

UnworldlyUnworldlyToo ingenuousToo ingenuousDisagreeableDisagreeable

AggressiveAggressive

FactorsFactors

ControlControlLoLo HiHiLoLo HiHi

NaturalNatural PlannedPlannedAuthoritarianAuthoritarianIrresponsibleIrresponsibleCreativeCreative

UninhibitedUninhibitedi di id li tii di id li ti

LogicalLogicalReliableReliable

ConscientiousConscientious

InhibitedInhibitedIntolerantIntolerant

ColdCold

“Short Term"“Short Term"UnreliableUnreliable

Unfoc ssedUnfoc ssedindividualisticindividualisticFree ThinkingFree Thinking

RadicalRadical

ConscientiousConscientiousResponsibleResponsible

DiscriminatingDiscriminating

ColdColdMoralisticMoralistic

UncompromisingUncompromising

UnfocussedUnfocussedUnplannedUnplanned

AmoralAmoralCasualCasualLiberalLiberal

ggEthicalEthicalRigidRigid

Narrow mindedNarrow mindedUnpredictableUnpredictable

IndiscreetIndiscreet

Calculating Facet5 Raw ScoresCalculating Facet5 Raw Scores

Facet5 consists of 106 questionsFacet5 consists of 106 questionsSemantic Differential ScalesSemantic Differential Scales23 are research items23 are research itemsPresented one at a timePresented one at a timePresented one at a timePresented one at a timeFacet5 factors are linear sums of the Facet5 factors are linear sums of the responses gi enresponses gi enresponses givenresponses givenExpressed as Sten ScoresExpressed as Sten Scores

Distribution of Facet5 ScoresDistribution of Facet5 Scores

( )MeanScoreZ −= ( ) )552*)(( +

−MeanScoreStenStdDevZ = ( ) )5.52*)(( +=

StdDevSten

2% 14% 34% 34% 14% 2%

STEN 1 2 3 4 5 6 7 8 9 10Z-SCORE -2 -1 0 +1 +2 Min 1

Max 10 Mean 5 5

PERCENTILES 2 7 16 31 50 69 84 93 98Mean = 5.5

The Profile ChartThe Profile Chart

The importance of normsThe importance of norms

Different samples prod ce different A erage ScoresDifferent samples prod ce different A erage ScoresDifferent samples produce different Average Scores Different samples produce different Average Scores and Std Devs resulting in different Sten scores from and Std Devs resulting in different Sten scores from the same Raw Score.the same Raw Score.Therefore critical to be consistent with norm Therefore critical to be consistent with norm selectionselection

Changing normsChanging norms

UK Norms Aust Norms

SubSub--factorsfactors

WillD t i tiD t i ti

ConfrontationConfrontation

I d dI d dWillDeterminationDetermination IndependenceIndependence

ControlEnergy

VitalityVitality

SociabilitySociability

Discipline

EmotionalityTension

EnergySociabilitySociability

AdaptabilityAdaptability

ResponsibilityApprehension

AffectionAltruismAltruism TrustTrustAffection

SupportSupport

FactorsFactors

My boss is a submarine!!!

Elements of EmotionalityElements of Emotionality

•Concentration span

•ConfidenceConfidence

•Defense mechanisms

Habits & phobias M d i•Habits & phobias

•Hypochondriasis

•Mood swings

•Nostalgia / reminiscence

•Less Objective

•Obsessional memory

•Absent mindedness

FamiliesFamilies

F t fil b d i tF t fil b d i t F iliF iliFacet profiles can be grouped into Facet profiles can be grouped into FamiliesFamilieswhich are broadly similar in stylewhich are broadly similar in style

These similarities/differences can be the These similarities/differences can be the

foundation of understanding between peoplefoundation of understanding between peoplefoundation of understanding between peoplefoundation of understanding between people

The Family profile can provide a “The Family profile can provide a “quick quick referencereference” when working with people” when working with people

There are 17 families in totalThere are 17 families in totalThere are 17 families in totalThere are 17 families in total

Facet5 FamiliesFacet5 Families

Individual profile is Individual profile is d t 17 fd t 17 fcompared to 17 reference compared to 17 reference

profiles and “similarity” (Dprofiles and “similarity” (D22) ) calculatedcalculatedcalculatedcalculatedIndividual is assigned to Individual is assigned to family where “fit” is closestfamily where “fit” is closestfamily where fit is closest family where fit is closest (D(D2 2 is smallest)is smallest)

High Will & Energy + Low Control &

Affection = “Promoter”

Facet5 FamiliesFacet5 Families

All FamiliesAll Families

N > 6000N > 6000

Correlations between factorsCorrelations between factors

MBTI - Correlations

T-F S-N J-P 16PF- CORRELATIONS

S-N .38

E-I -.07 -.11 -.06

T-F .09 .23

16PF CORRELATIONSExtraversi

onToughPoise

Control Anxiety

Independence 0.28 -0.02 0.16 -0.29Extraversion 0.01 0.09 -0.37Tough Poise 0.19 -0.11

TMI - CorrelationsPC AB SF

E-I -.34 -.22 -.13

PC 32 32

gControl -0.29

Average absolute correlation: 0.04

RPQ - Correlations

Facet5 - Correlations

Ene Aff Con Emo

Will .25 -.25 .09 -.18

PC ..32 .32

AB .32

Confid Struct T-M Conform

Extrav .54 -.05 .26 -.52

Confid .17 -.12 -.27

Structure - 19 39

Energy .03 .01 -.30

Affection .11 -.10

Control .01Structure .19 .39

T Minded -.18

ReliabilityReliability

Will Energy Affection Control Emotion N

Original Retest

Original data

.84 .85 .81 .85 .92 30

New sample

.86 .81 .84 .79 .85 70

Reliabilities

W ill 0 75W ill 0.75

Energy 0.71

Affection 0.79

Internal Reliabilities

Control 0.78

Emotionality 0.81

Construct Validity vs 16pfConstruct Validity vs 16pf

Correlations between Facet5 and 16PF

16PF Primary Factor Wil Ene Aff Con Emo 16PF Primary Factor Wil Ene Aff Con Emo A COOL <-> WARM 0.34

B INTELLIGENCE

C EMOTIONAL <-> CALM -0.35

E SUBMISSIVE<->DOMINANCE 0 33 0 28 E SUBMISSIVE<->DOMINANCE 0.33 0.28

F SOBER<->ENTHUSED 0.33 0.54

G EXPEDIENT<->CONSCIENTIOUS

0.44

H SHY<->BOLD 0.54 -0.37

I TOUGH <-> TENDER

L TRUSTING<->SUSPICIOUS -0.40

M PRACTICAL<->IMAGINATIVE -0.33

N NATURAL<->CALCULATING 0.35

O ASSURED<->APPREHENSIVE 0.42

Q1 CONSERVATIVE<->LIBERAL

Q2 GROUP<->INDIVIDUAL -0.39

Q3 UNDISCIPLINED<-O O

0.36 >CONTROLLED

Q4 RELAXED<->TENSE 0.33

Construct Validity cf 16pfConstruct Validity cf 16pf

W+ = Dominant and Positive

E+ = Warm, Outgoing, Bold, Group Oriented and Enthusiastic

A+ = trusting

C+ = Conscientious, Practical, Controlled and Self contained

Em+ = Tense, Apprehensive, Emotional and socially awkward

Preditive/Concurrent ValidityPreditive/Concurrent Validity

Sample Criterion Validity Significance Computer Sales Performance vs

Budget r=0.673 0.003

Dept Store Mgrs Supervisor’s rating t=2.00 df = 27 0.05

Accountants Exam passes χ2 = 2.81 df=1 0.09

Investment Bankers

Peers’ observations

87% concordance

Call Centre Ops Supervisors Rating 0.393 0.000

Telesales Supervisors Rating 0 412 0 000Telesales Supervisors Rating 0.412 0.000

Facet5 & Strategic LeadershipFacet5 & Strategic Leadership

3 Transformational & 4 3 Transformational & 4 Transactional domains based on Transactional domains based on

k b B & Al li Q i lk b B & Al li Q i lTransformational

work by Bass & Alvolio, Quigley work by Bass & Alvolio, Quigley etcetc

Domains modified to fit practical Domains modified to fit practical

Creating a Vision

Intellectual Stimulation

Individual Consideration

Inspires people to exceed expectationspp

organisational purposesorganisational purposes

Linked to 84 specific leadership Linked to 84 specific leadership behavioursbehaviours

Individual Consideration

Transactional

Goal SettingbehavioursbehavioursPerformance Monitoring

Feedback

D l t

Manages people to achieve the agreed

corporate goalsDevelopment

Is always looking for new ways of doing things

R d l t d t k ti i d

p g

Reads regular reports and takes action as required

Facet5 & Strategic LeadershipFacet5 & Strategic Leadership

When faced with conflict Facet5 suggests:

Orientation: To look at the big picture

Objective: To create and impose a dreamPersonal StylePersonal Style

Tactics: makes statements and demands, reduces range of discussion, excludes people

Feedback says:Things Ken does well

Feedback says:Areas where you feel Ken could improve

•focusing on the overall business goals, communicating and working towards them. •Challenging concepts & procedures. Analysing and finding solutions to problems.•Communicating - in an articulate and clear manner. •Enthusing and motivating staff re the future and

•Being constructive in criticism. Giving encouragement. Coaching skills •Being more open in his thinking about his staff - being willing to shift beliefs. •Following up - making sure we do what we say we'll do & putting in place some "checking mechanisms" to measure

i t t tg g

achievements. •Painting the vision and getting others to be enthusiastic about the future. •Creating an informal and supportive team environment. Maintaining an open mind to new ideas and suggestions •Has an objective stance. Helps steer staff in the right

progress against targets. •Be a bit tougher sometimes - a bit more willing to respond to lack of delivery •Distributing interesting work fairly and equally. •Following up on development/brainstorming ideas from team meetings. j p g

direction. •Has some good ideas. Providing good input to brainstorming •He makes me examine my own actions and agenda. •Ken makes me think! He challenges me and stretches me. •Strategic thinking, big picture.

A L d F t5 t

•Listening (hearing) without prejudging •Provide regular feedback to staff. •initiating performance appraisals/development of staff members. •Treating all staff with courtesy and respect eg respond to greetings, take the initiative to greet, remain even-temperedAs a Leader Facet5 suggests:

Has a clear view of the way forwardCan be exciting and original

Not particularly sensitive to othersExpects people to be self-motivated

Doesn't manage closely

greetings, take the initiative to greet, remain even tempered

Doesn t manage closelyBlunt about issues which matter

Allows people to find their own way