identity self-perception business personality questionnaire feedback report

Feedback Report

Strictly Confidential

Test2 Test2

Thursday, September 16, 2010

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About Self-Perception and Personality

There are many reasons why people differ in their approach to work. One area that has beenextensively explored by researchers is an area that we commonly refer to as 'personality'. This term isbroad and encompasses all that makes us unique. It can be defined as the pattern of thoughts,feelings and behaviours that distinguish one person from the next and is relatively enduring overtime. This report provides comprehensive information based on your responses to the questionnairei.e. it is a 'self-perception' report. Important points to note about self-perception information:

• It is not a definitive statement about how you behave - just an indicator• Information relates to your style and preference - not ability• It offers a comparative measure of how you see yourself compared with most other people• Although broad patterns can be consistent across time, your profile can change with

experience. Therefore the shelf-life of the information contained in this report is typically 12months.

• In a recruitment situation, this information should never be used in isolation - it supports otherevidence

• Do consider the information from different angles but do not get overly concerned overaspects that you consider to be less accurate. The interpretation of the profile is not infallable.

• With 'self-perception' information, it might be valuable to explore the report with people whoknow you best.

Understanding your Profile and Report

Your primary profile is displayed overleaf. These responses have been compared to a large sample ofthe professional population who have also completed 'identity'. Your graph indicates how yourresponses compare to the average for this group. Where the points on the graph fall in the middle -on a 5 or 6 - this is a typical response compared with the working population. Where your graph fallslower or higher than this average response, this is an indication of a characteristic that differentiatesyou as an individual. The lower or higher the response, the stronger this characteristic is likely to be.

This report looks at the different areas of the profile in turn as each may have an impact on yourbehaviour. For each area a general description is provided, followed by potential strengths andpotential areas for improvement. It is important to remember however, that there may be balances orsupport for specific scales elsewhere in the profile. After looking at the different areas you might gaingreater insight by reviewing the profile as a whole. The suggested strengths and development areasare purely suggestions and may be more or less applicable to you, depending on how you maymanage to different situations.

Further psychological models are presented after the identity scales are described. These look atleadership style, team role etc. Please note that these are derived from research into the relationshipsbetween identity profiles and responses to other questionnaires.

The identity questionnaire has been developed by Quest Partnership Ltd. professional BusinessPsychologists and members of the British Psychological Society.

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-Profile-Respondent Name: Test2 Test2

Less outgoing in groups, reserved,prefers to avoid the centre of attention

Gregarious and extravert in groups,enjoys the limelight, outgoing

More likely to avoid confrontation orspeaking mind - accommodating

Expresses self directly, outspoken, lessself-censoring

Less need to impress views on others,low interest in influencing others

Persistently impresses views on others,likes to convince others of own views

Less open with feelings, morecontrolling of emotions, harder to read

Shares feelings openly, unguarded withothers, prefers to let emotions show

More conforming, prefers to followmajority, dislikes standing out as

different

Likes to be different, prefers ownapproach, stronger views of own

Prepared to sell self & achievements,makes own success known to others

Avoids talking about achievements,less comfortable discussing self and

success

Prefers working independently, dislikesrestraints of teamworking

Prefers to work with others, valuesbeing part of a team, likes to share

responsibility

Prefers to make decisions alone, lessconsulting with others on views

Values views and opinions of others,gathers different contributions

Less interest in thinking aboutbehaviour of others, or understanding

people

More interested in reasons for others'behaviour, seeks to understand people

Less interested in dealing withemotional or personal issues, less

sympathetic

More focused on emotional issues,concerned about feelings, supportive

Less likely to change or adaptbehaviour to situations, consistent in

approach

More likely to change behaviour to suitdifferent situations, adaptive style

Prefers practical application overtheory, less interested in the abstract or

conceptual

Interested in theories and hypothetical,enjoys conceptual or abstract issues

Values subjective insights, less likely toneed proof or data, more 'intuitive'

Values logic and objectivity, higherneed for hard evidence or data to make

decisions

More likely to build on ideas of others,less interest in being original or

inventive

Values originality, likes to play withideas, imaginative

Less likely to look for problems ordrawbacks, takes things at face value

Focused on spotting errors andunderlying issues in matters, evaluative

& critical

Focuses more on the present, lessfuture-orientated, prefers to react than

plan ahead

Looks to the longer-term, moreplanning, invests more in the future

Less structured approach, prefersflexibility, less focused on details

Organised approach to work, focus onthe detail, more structure to activities

More likely to lose interest in tasks,prefers starting things to finishing them

More likely to complete work to a highstandard of quality, seeks closure,

finisher

Prefers to concentrate on one thing at atime, likely to be less flexible with

conflicting tasks

Enjoys dealing with several things atonce, divides attention between

competing demands

Less comfortable with change, prefersroutine and familiar work

Enjoys doing different things, morelikely to tire of routine, more

comfortable with change

Dislikes rules and regulations, prefersnot to follow instructions given by

others

Likes to follow instructions, will adhereto the rules and regulations, avoids

breaking the rules

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Low need for control over situations,little interest in leading others

Higher need for control, likes to takecharge, takes responsibility, leads

Values participative over winning, haslittle need to excel over others

High need to win at activities, desires toexcel over others in chosen fields

More willing to compromise goals ortargets, less driving for ambitions

More persistent in realising ambitions,less likely to sacrifice or compromise

goals

Preference for taking time overdecisions, stready approach to problem

solving

Makes fast decisions, makes mind upquickly, less deliberation

Values caution over risk, less likely toact if outcomes are uncertain

More willing to take risks to achieveobjectives, takes chances to gain higher

rewards

Stronger belief in effects of chance orluck in life, less likely to see potential

influence

Sees self in control, less belief in luck,more likely to see potential influence

over events

More able to relax, can switch off frompressure, less tense

Feels more anxiety, higher generalstate of tension, less able to switch off

Lower tendency to worry beforeimportant events, less anxious in key

situations

Higher worry before important events,concerned that things may go wrong

Less confident in abilities, conscious ofareas for development, self-critical

More confident in own abilities, seesless scope for self-improvement

More likely to be affected by setbacks,more likely to ruminate and focus on

failures

Less likely to be affected by setbacks,will seek to move on quickly from

failures

More likely to view things sceptically,less positive about matters

More positive about things, less likelyto be sceptical, focuses on the positive

More likely to admit personalweaknesses, higher tendency toacknowledge emotional issues

Less likely to acknowledge or admit toemotional issues, more rejecting of

personal weakness

Has shown less need to follow what issocially valued in responses, more

self-critical

Has responded in a more sociallyvalued manner, less self-critical

Less reviewing and self-analysis of ownbehaviour, less focus on past

experience

Higher reviewing of past behaviours,focused on assessing self and

interactions

Values first impressions, tends to reflecton matters less, prefers clear, polar

opinions

Reflective when evaluating matters to amore complex level, more open to new

information

Self-Perception Information - Points to Bear in Mind:•

not a definitive statement about how you behave - just an indicator•

about style and preference, NOT about ability without support from further evidence•

a comparative measure of how you see yourself in relation to the rest of the professional workingpopulation

•

although broad patterns are likely to be consistent through time, your profile can change withexperience and role

•

this profile should not be interpreted by anyone who is not trained or professionally supported to doso

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Interpersonal

The identity model looks firstly at areas of interpersonal behaviour, The different elements are groupedinto two subareas that measure your preferences for forwarding yourself and your preferences forfocusing on those around you.

Forwarding Self

Your responses to the questionnaire indicate that you tend to be typically outgoing and to be ascomfortable as the next person in the centre of attention. You report to be less direct than most and tooften self-censor your contributions, maybe to avoid confrontation or causing offence to others. Interms of influencing, you present yourself as less inclined than most to try and change the views ofothers. You may tend to be more comfortable with people taking a different view on matters thanyourself.

With regards to expressing how you feel inside, colleagues will probably find it typically easy to readyour feelings about matters, as you report an average degree of openness with your emotions andfeelings. Another aspect of how you forward yourself is in terms of independence. Your responses tothe questionnaire suggest that you are likely to demonstrate a fairly typical degree of independence, inthe sense that you are no more or less likely to take a view that challenges the majority. You probablytake the middle ground between being different and conforming to the majority in order to gainagreement.

You also report to take the middle ground in terms of selling yourself and your successes. This typicaldegree of modesty means that you will probably be seen as no more or less self-promoting than thenext person.

Potential Strengths of Your Style

* You are likely to be seen as a good listener and to allow others to speak their mind. You are notsomeone who needs to seize attention for yourself?

* You may be seen as accommodating and sensitive to avoid offending others. You probably have anon-threatening style?

* You will probably be patient and not show frustration when others disagree? You may be morerespectful of alternative views or those who take a different perspective on things?

Potential Drawbacks of Your Style

* There may be times you over-compromise your valid views to avoid what you perceive asconfrontation or offence?

* You may miss opportunities to forward your views and influence decisions?

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Focus on Others

Your responses to the Questionnaire suggest that you have a preference towards individual working,perhaps feeling less effective when sharing responsibility with other team members. You may need toinput more energy when working on team-based projects. Similarly, you also like to take decisionswithout needing to refer to others, perhaps consulting with others less than most. You will probablytend to act more on your own judgement, and not wish to waste time canvassing opinions.

With regards to thinking about other people, it is likely that you are less interested in trying tounderstand the behaviour and motivations of others. You may want to take people as they are, lessanalytical about the causes of their behaviour. In terms of dealing with colleagues' emotional issues,you will probably be less focused than most on this area, perhaps believing these to be their ownresponsibility. You may not see it as your job to deal with others' personal issues.

The final scale in this section of the profile looks at the extent to which you adapt your behaviourtowards different situations or people. You would appear to have responded with a typical evaluationof the extent to which you change your behaviour to suit different situations. You are likely to strike abalance between consistency and adaptability.


* You should be able to work independently, maybe concentrating on a task for a longer period oftime, perhaps requiring less support from others?

* You will probably be more able to make decisions alone without needing to refer to others, orspending time in canvassing views?

* You will be more able to detach yourself from the complexities of human behaviour, and perhapsfocus on the pragmatic need to deliver results?

* You should be able to dispassionately separate feelings from what needs to be done? You may takea more commercial, or tough-minded approach to business?


* You may be seen as less engaged with the team's interests at times, perhaps due to a preference forgetting on with things alone?

* If you sometimes do not consult with others about decisions that may effect them, you may be seenas overconfident in the breadth of your judgement or perhaps be seen as autocratic by others?

* You may be missing opportunities to more sensitively interact with others? For example, by takingmore time to understand how others may see things differently, or have a different agenda, you maybe able to demonstrate more understanding at times?

* If there is an expectation in your role to support the emotional needs of others, you may at times beperceived as unsympathetic towards the feelings or issues of others?

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Cognitive

'Cognitive' is a broad term that refers to the 'act of thinking'. Here it refers to your preferences in thetwo areas of using information and approaching tasks.

Information

Your profile suggests firstly that you are focused on more practical and concrete matters and lessinterested in more hypothetical matters. This probably indicates that you see less relevance intheories or other abstract possibilities. The type of information that you prefer to use when makingjudgements will tend to be a mix of both hard evidence and overall impressions. You probably seekto use both your intuitive assessment of a problem and more objective, quantified indicators. You willprobably tend to take these sources of information more at face value, rather than critically assessingmatters for underlying problems or flaws. Your profile suggests that you will be less evaluating thanmost in this respect. You may be comfortable to run with things, without immersing yourself inprotracted analysis.

In terms of creativity and making unusual links between different sources of information, you havereported to be less orientated towards expending your energies in this area than most people. Thismay be an area in which you feel others are stronger, and you may be happier to build on the ideas ofothers.

The extent to which you look to the future and plan ahead is also measured by the questionnaire.When compared with the comparison group, your responses suggest that you will do this less thanmost. This probably indicates that you have less inclination to plan into the future, and may prefer totake things as they come. You may be more effective and responsive towards emerging issues.

Potential Strengths of Your Approach

* You may be more focused on practical, 'real-world' issues of direct relevance?

* You are less likely to be diverted by playing with ideas or less relevant matters?

* You will be inclined to run with things without getting immersed in analysis?

* You can react and be focused on meeting current demands?

Potential Drawbacks of Your Approach

* You may be less comfortable dealing with abstract or diffuse problems or theories, if the value ofthese is less direct?

* You may be less confident in your ability to think of ideas or better ways of doing things?

* You may be too accepting of proposed ideas at times, when a more critical analysis could help youidentify potential problems or ways to improve?

* If you becoming very reactive to events, there may be scope to reduce future problems by lookingahead and planning more over the longer term?

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Tasks

Your profile suggests that you have a less structured and systematic approach to your work. You willbe less interested in details and prefer just to start work rather than think about structure first. Interms of finishing things, you are probably less focused in this area than most. You will be moreinterested in the conception and starting of work, and will be more likely to lose interest inassignments if they become protracted. This preference may also suggest you can be more flexiblethan most, being more open to changing direction once embarked on a course of action. Whenmanaging work, you probably prefer to deal with one task at a time, rather than having to prioritiseseveral conflicting priorities. You will probably be more comfortable taking a good run at one thing ata time.

With regards to your need for change, you appear to have less inclination than most to try out newthings or experiment with different roles/areas of work. You will probably need a degree of morefamiliar work. The Protocol Following scale of the questionnaire suggests that you demonstrate atypical level of interest and commitment to following rules, regulations or instructions provided byothers.


* Your less systematic approach may mean you can take a more flexible approach and see widerissues?

* You are likely to be more flexible to fast changing demands and enjoy getting new activitiesstarted?

* You may be more concerned to devote a good deal of attention to tasks in order to ensure highquality?

* You will probably be more able to keep to a consistent routine?


* Are there ways of becoming more organised and systematic in your approach to work? You may bemissing opportunities to better attend to important details or produce plans?

* You may tend to put things down as quickly as you pick them up? Do you ensure you see projectsthrough to completion?

* How can you become more effective in managing many pressures on your time? Are there ways youcan split your attention across different types of task more effectively?

* You may be missing opportunities to try new things or experiment with ways of achieving yourgoals?

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Internal

This part of the profile looks at the more internal aspects of your temperament. The questionnairemeasures elements of drive and also relevant emotional indicators.

Drivers

This section looks firstly at your need for control over situations. Your responses suggest that you areprobably less inclined than most to assume responsibility for the work of a team or group. You will becomfortable with others taking charge, and feel less need to lead yourself. In terms ofcompetitiveness, or needing to excel over others, you are likely to be typical in this respect, and willprobably show a sound level of focus on co-operation and drive for group goals. You have typicaldrive to 'win'.

Your responses to this section of the questionnaire indicate a more compromising approach, and apreference for achieving what you perceive as more realistic or less demanding goals.

The Decisive scale looks at how quickly you like to decide on action. Your responses suggest that youseek a balance between deliberation and action. You will probably show a typical level of ability to actquickly and think on your feet quickly. Associated with this, you are also likely to demonstrate anaverage degree of risk-taking behaviour.

People differ in how much influence they perceive they have over what happens to them, and theextent of control that external forces, e.g. luck, have over them. This is measured by the 'Self-Agency'scale. Your responses suggest that you see yourself as having less control over matters, and may seeless potential to change or influence events around you.


* You probably have less need to take charge yourself, perhaps indicating you are a morecollaborative team member?

* You may be more flexible in your goals and reduce stress by adapting to meet limitations?

* You are less likely to feel a burden of responsibility for the things that go wrong?


* You are indicating a lower desire to take charge of the work of others are this time, indicating youmay be less interested in general management roles?

* At this time, you may be less driven to overcome stressful hurdles to achieve your ambitions. Youmay simply be comfortable with your current level of attainment. At times, may you give up on thingsthat you could achieve with more concerted effort?

* You may be missing opportunities to more proactively influence events around you? Is there scopeto reduce the effects of chance on outcomes by taking more planful action sometimes?

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Emotional

In terms of your general levels of anxiety, you report to have more tension and anxiety than othersmost of the time, probably finding it harder to switch off from your work objectives and relax. TheSpecific Anxiety scale looks at how you feel about specific events that may cause worry. You report atypical level of nerves before such situations. In terms of learning for the future, you probably seemore scope for improvement in your approach than most, being less self-assured, and seeing yourselfas capable of further improvement.

You report to be typically sensitive to setbacks or problems. You are probably no more or less likely toruminate over, or dwell on failures. With regards to your general outlook, you are likely to be lesspositive or optimistic than most, at times taking a more sceptical or questioning view.


* You are likely to invest a good deal of personal energy and commitment into your work?

* You are less complacent about your skills and aware of areas for improvement?

* Your sceptical view may mean you are more stoic about problems and vigilant for drawbacks?


* You may need to take more time-out or manage your levels of stress?

* You may be self-critical at times, and possibly limit your potential if you take a negative view of yourabilities?

* You may tend to view things with an overly sceptical or pessimistic view at times?

Style Scales

The style scales provide an indication of some factors that may have influenced the accuracy of yourprofile:

You may have responded in a more tough-minded manner about your feelings.Your response style seemed to reflect a typical need to present yourself in a positive manner.Your responses indicate that you spend less time reviewing your behaviour and personality.Your typical need for formulating clear and strong opinions means that you have probably reflectedon the items to a typical degree of depth.

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Leadership Preference

Test2 Test2

Less focus towards change. More likelyto run with existing processes as they

are, rather than challenge

More orientated towards change.Preference for thinking about 'what

might be' and taking risks

Preference for forwarding own ideasand expressing self. Less likely to be

seen to listen to others

Encourages others and absorb differentviewpoints. Less need to express own

ideas or forward opinion

Less desire to retain personal controlover matters, prefers involvement over

making independent decisions

Preference for overseeing matterspersonally. Greater desire to make

decisions independently, lessempowering of others

Less interested in devoting time tobuilding wider relationships. Stronger

focus on meeting demands of localwork area

Focus on building relationships beyondimmediate workarea, less inclined toget absorbed in the immediate work

demands.

The following section describes your preference in relation to the leadership model above:

Higher Participative

Participative leaders are more inclined to encourage others and listen to their contributions. They haveless need to lead with their own views, or express a strong presence / influence over others. Duringgroup situations they are likely to be less domineering and more involving of others, keen to ensureeveryone has their say. Indeed, participative leaders will have a preference for cooperation and may beless task-focused than other managers. At times they may miss out on opportunities to providestronger direction due to their preference for ensuring team member involvement.

Lower Change

Those who score at the lower end of this scale are likely to focus more on immediate task preferencesrather than spend much of their time considering 'what could be'. They should have a preference forstructure and should be more tenacious in tackling routine or protracted tasks than most. They are alsolikely to be respectful of protocol and work well within given parameters. At times their focus onstructure may mean they are less flexible in adapting to new demands. Often less risk-taking inbehaviour, they can prefer a more careful approach, to avoid upsetting the smooth running of work.

Lower Networking

Low scorers on this scale are likely to prefer to focus on the task at hand rather than spend their timesocialising or dealing with less relevant distractions. They may be more able to work alone and haveless need for interaction with others, preferring to keep a lower social profile than most. Organised andmethodical, they should tenaciously approach tasks even if repetitive and are likely to have a higherneed for structure in their work. As such they are less likely to become bored with the finer points ofimplementation although they may need to take care that they do not become immersed in detail orimmediate task demands at times.

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Team Role Profile

Test2 Test2

More relaxed, less focused on end goal,more interested in the process

Dynamic, action-focused, can be tense,challenges, pushes to deliver,

determined

Not interested in assumingchair-person or leader role, focused

elsewhere

Preference for co-ordination role, likelyto be effective chairman, promotes

team decision making

More practical, more focused onconcrete matters than internal ideas or

possibilities

Creative, imaginative, 'goes inside' togenerate patterns and possibiities,

unorthodox

More introvert and focused on practicaldemands, less likely to explore new

avenues

Extravert, outgoing, enthusiastic aboutnew ideas, explores opportunities and

develops contacts

Focuses on less structured activities,more unconventional, less practical and

organised

Takes a structured approach to makingthings happen, conservative, efficient

and practical

Less critical, takes things at face value,focuses less on analysis and evaluation

Discerning, critically-minded, can besceptical, judges matters, values

accuracy

More inclined to focus in areas beyondthe immediate team dynamic

Social, accommodating, listens andfocuses on the needs of other team

members, averts conflict

Unworried about completion, lessanxious to ensure quality, more

comfortable with omissions

Methodical and conscientious, anxiousto ensure high level of quality, will meet

deadlines

Preference for predominant teamrole/s. Likely to be less flexible

Higher flexibility in using the range ofteam profiles

Your responses suggest that you do not have a strong preference for adopting any particular teamprofile when working in groups.

Less Preferred Team Profile:

Co-ordinating

Individuals scoring low on the Co-ordinating scale are likely to have less need to act as the chair-personor coordinate the group's activities. As such, they may prefer to leave this role to others, andconcentrate on their individual tasks within the team.

Flexibility Measure

The Flexibility scale looks at how likely an individual is to review their approach when team workingand adopt different team behaviours to suit the needs of the situation. On the basis of your responsesyou are as likely as most people to use a range of team profiles when working in groups.

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Emotional Focus

Test2 Test2

Less interested in understanding ownemotions and behaviours. Less awareof how their behaviours affects others

Reviews own emotions and behavioursand impact on others. More aware of

own strengths and limitations

More prone to anxiety in unfamiliar orchallenging situations. Less adaptable

or controlling with emotions.

Controlling of emotions and adapt tochallenging situations. More internally

relaxed.

Less goal focused or driven to achievepersonal targets. Less self-assured in

current ability.

Motivated and resilient to set-backs.Self-assured and focused on achieving

personal targets.

Less aware and less interested inreviewing the behaviour of others or

understanding social interactions

Higher awareness of others' emotions,behaviours and intentions

Less inclined to address the emotionsof others. Less likely to change

behaviours to suit different people orsituations

More focused on appropriatelymanaging the feelings and behaviours

of others. Responds and adapts todifferent people

Prefers more independent working andless energy focused on motivating

others

More focused on working with othersand integrating with their needs,

motivations and perspectives

Emotional Focus refers to an individual's orientation towards the emotional factors underlying boththeir own behaviour (Internal measures), and also that of others (External measures).

Self Awareness

Lower responders on this scale are less concerned with analysing their past behaviours or interactions.Perhaps seeing their time better spent on more fruitful activities, they may see introspection as a wasteof energy. Less sensitive in this respect, they are unlikely to become self-absorbed, but may missopportunities to better understand potential areas for development.

Managing Own Emotions

Average responses on this scale indicate a balanced emotional response to events. The averagerespondent will be sensitive to significant failures or setbacks, but generally keep their feelings incheck when appropriate. They will be relatively effective in responding to their anxieties, or adaptingtheir approach to work in order to keep their stress contained.

Self Motivation

Low responses on this scale indicate that the individual is less driven towards goals or targets at thistime. This implies that they are probably content with their current level of responsibility andattainment. Often, they can be orientated towards co-operative or supporting roles, demonstratingless individual ambition.

Social Awareness

Lower responders devote less attention to analysing other people. Their focus at work will probably beon the task element, rather than towards the 'people processes'. They may prefer not to get tooinvolved with others' personal problems and probably have less interest in understanding others'motivations or emotions.

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-Emotional Focus cont...Managing Others' Emotions

Those who respond towards the lower end of this scale are probably less interested in trying tomanage the feelings, emotions and behaviours of others. There are two sides to this area. The first isbeing driven to actively engage with groups, and the other is taking the perspectives of others. Often,lower responders are quite happy without needing to impress themselves or their views on others.There can also be a focus on taking people as they are, rather than needing to second-guess what theymay be thinking or feeling.

Social Motivation

This scale concerns social orientation and a focus on integrating with others. The lower response onthis scale suggests an interest more towards autonomous working, free from the constraints ordistraction of team-based working. Often, lower responses can indicate a desire to retain responsibilityfor managing things alone, rather than devoting time to building relationships and achieving resultscollectively with others.

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Learning Orientation

Test2 Test2

The diagram below presents preferences in a different way. It is a simpler way of presenting wherepreferences are, and shows which side of the brain you prefer to use when processing information. Ingeneral the left and right sides of the brain process information in different ways. We tend to processinformation using our dominant side although some individuals are more balanced and adept atusing both sides.

The left side of the brain is associated with logical, sequential and linear (part to whole) processing ofinformation.

The right side of the brain is associated with intuitive, random and holistic (whole to part) processingof information.

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Exploring Your Reported Preferences

The model explores three key areas, highlighting how you may prefer to go about learning things ordoing new things:

.. Approach to learning: To what extent do you need structure and organisation during learning?

.. Focus on learning: How interested are you in the underlying concepts and workings?

.. Transfer of learning: Do you focus on a specific problem, or transfer learning across situations?

Approach: Spontaneous

Your response here indicates a preference for a more Spontaneous style. Spontaneous learners getthe best out of learning when they are allowed to get stuck in quickly and try things for themselves.They are liable to become impatient and bored if the learning environment is too structured or doesnot have sufficient 'hands-on activities'. Their attention may also tend to wander and they are likely toneed interesting things to keep them focused.

Spontaneous learners are more likely to:

• learn through trial-and-error.• be happy with less structured approaches to learning.• be content with 'loose' and brief guidelines and they will be happy to get on with their

assignments with minimal guidance.• need lots of variety in their day-to-day activities and may get bored with routine or repetitive

tasks.• be comfortable to get started on a task without needing to plan it out first; can be impatient

with instructions or briefings.• enjoy spontaneity and are not worried if they do not know what is coming up next.

Focus: Pragmatic

Your response here indicates a preference for a more Pragmatic style.

Pragmatic learners are focused on the practical, tangible and more immediate benefits of learningthings. 'What can I use this information for?' will be a question often in their mind. They are more'hands-on' and are likely to make their minds up about things quickly as they prefer to keep thingssimple and easy-to-understand. They may also get bored learning about theories or concepts that arecomplex or less relevant - as all they want to do is get on with things practically.

Pragmatic learners are more likely to:

• focus on practical aspects e.g. how can they apply the learnt skills to something useful?• be focused on concrete, more immediate benefits of learning.• not necessarily see the point of understanding the theory or spending time on conceptual

discussions.• believe in keeping things neat and simple.• make their minds up quickly and think on their feet.• prefer hands-on practical jobs.• be more focused with the task at hand and not likely to be side-tracked by conceptual details.• be seen as 'down-to-earth', having 'common-sense' and be good at getting things done.

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-Learning Orientation cont...

Transfer: Concrete

Your response here indicates a preference for a more Concrete style.

Concrete learners are good at applying their learning to clearly defined and specific situations. Theyare good at following a step-by-step approach to learn a well-defined task or a clear, straightforwardsubject area. Concrete learners will tend to tackle learning bit-by-bit, one thing at a time. They aregood with procedures - although may find unexpected changes unsettling, or become easilyoverwhelmed when trying to do several things at the same time. They will prefer to learn things in theway they are taught, rather than develop their own approach.

Concrete Learners may be more likely to:

• take their learning literally i.e. this learnt skill is used for this specific situation.• find it more difficult to adapt what they have learnt to other similar situations.• prefer following clear instructions and to be offered or given solutions.• need to concentrate on one thing at a time, working through information in a step-by-step

fashion.• have less need to review and explore what they can do with what they have learnt.

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Type Preferences

Test2 Test2

Extravert (E) is energised by the external world ofpeople, activity and things. They tend to besociable and communicative and might dislikeextended periods of isolated thinking activities.

Introvert (I) is energised by their own internalworld of thoughts, emotions and ideas. Can beself-absorbed in thought; can be more of aprivate person.

Sense (S) attends to information by relying onthe five senses. Therefore, focused on the real,tangible and practical issues.

Intuition (N) attends to information by seekingthe connections and interrelations betweenthings and exploring the possibilities. Appliesintuition, insight and will be good at spottingpatterns, trends.

Think (T) makes decisions based on rational andlogical thought processes. Applies analysis andobjective methods steering clear of subjectivityor being tainted by emotions.

Feel (F) makes decisions based on personalvalues, feelings and emotions and consideringthe likely impact on people concerned.

Judge (J) lives life in a planned and organisedway. They are highly methodical andwell-structured and might get irritated by latechanges to their plans.

Perceive (P) lives life in a more flexible,spontaneous way. Does not naturally like to plan,works best when decisions draw close andresponds well to unexpected pressures.

The four Psychological Preferences provides 16 Type Preferences. Your Type Preference is described as:

I S T J

ISTJs are normally characterised by their serious and sincere demeanour. Hardworking andconscientious, they can be depended upon to get the job done on time and to a high standard ofquality. Due to their preference for using Sensing, they should be orientated towards dealing with thepractical and realistic rather than conceptual matters or considering what could be, they are adept atkeeping track of the facts and details and should approach tasks in a systematic and methodical way.In terms of decision-making, ISTJs will employ their preference for Thinking, favouring logical andsound reasoning processes to those involving values and emotions.

ISTJs have a great capacity to organise their work and lives. Focused on their relationships at work andthe organisation, they should demonstrate their loyalty and commitment towards them at all times.Although preferring to work independently, ISTJs can function effectively within teams where the rolesand objectives are clearly defined. Preferring to maintain the status quo, ISTJs are likely to only supportchange processes where facts can convince them of the benefits. Others may perceive theseindividuals to be reserved, orderly and as possessing a strong respect for the traditional andconventional.

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