life styles inventory™ - human synergistics · lsi individual feedback report description by...

Life Styles Inventory™LSI Individual Feedback ReportDescription by Others Profile (LSI 2)Item By Item Report

Billy MaddisonSchool of Business Ethics

September 2015

Changing the World—One Organization at a Time® humansynergistics.com

Table of Contents

Research and development by: J. Clayton Lafferty, Ph.D. and Robert A. Cooke, Ph.D. Copyright © 2011 by Human Synergistics International.

All rights reserved. No part of this work may be reproduced, stored in a retrieval system, transcribed in any form or by any means, including, but not limited to electronic, mechanical, photocopying, recording or other means, without prior written permission. While we’re not vengeful, we are provokable.

®

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Description by Others ProfileSpread of OpinionDescription by Others Item by ItemSummary PerceptionsLSI 1 & 2 Summary Grid

Billy Maddison (September 2015)

en-au V.1.0 (n2)

Description by Others Profile

n = 8

Overall, the strongest extensions are in the Passive/Defensive cluster.

With respect to the twelve specific thinking and behavioural styles measured, your...

Primary Style is Approval

Items measuring this style include:

• agrees with everyone• upset if not accepted by others• generous to a fault

Secondary Style is Dependent

Items measuring this style include:

• obeys too willingly• very respectful to superiors• seeks help from others


1 Description by Others ProfileCopyright © 2011Human Synergistics International

Description by Others Profile

Constructive Styles PercentileScore

RawScore

StandardDeviation

Passive / Defensive Styles PercentileScore

RawScore

StandardDeviation

Aggressive / Defensive Styles PercentileScore

RawScore

StandardDeviation

Humanistic-Encouraging

Affiliative

Achievement

Self-Actualising

64%

81%

23%

33%

30.13

33.00

25.38

24.50

7.34

7.25

9.30

9.52

Approval

Conventional

Dependent

Avoidance

91%

81%

86%

41%

17.38

17.25

18.25

5.00

3.07

4.06

1.91

2.93

Oppositional

Power

Competitive

Perfectionistic

49%

25%

39%

13%

5.63

2.13

8.75

12.75

3.93

1.89

3.45

4.03


2 Description by Others ProfileCopyright © 2011Human Synergistics International

n = 8

STYLE SPREAD OF OPINION

5 Dependent Very Narrow

3 Approval Narrow

8 Power Average

9 Competitive Average

6 Avoidance Average

10 Perfectionistic Average

4 Conventional Average

7 Oppositional Average

1 Humanistic-Encouraging Average

2 Affiliative Average

11 Achievement Wide

12 Self-Actualising Wide

Spread of OpinionSpread of OpinionSpread of OpinionSpread of Opinion

Spread of Opinion among the PeopleDescribing You

The profile above builds on your Description-by-Othersresults by showing the spread of opinion among thosewho described you.

• The styles with dark shading are those along whichthe spread of opinion is narrow (your respondentsagree);

• the styles with light shading are those along whichthe spread is wide (your respondents disagree);

• and the styles with moderate shading are thosealong which there is neither strong agreement nordisagreement.

More technically, the shading depicts the amount ofvariation in respondents’ descriptions of you along eachstyle (i.e., the standard deviation). The length of theextensions reflects the relative extent to which the stylescharacterise you; in contrast, the shading reflects theextent to which your respondents’ descriptions varycompared to the variance in the descriptions of abouthalf of the people (n=7284) in the norming sample.

Dark shading represents a very narrow or narrowspread of opinion and denotes a standard deviationamong respondents’ ratings that is lower than that for10% or 25%, respectively, of the sets of respondentsin the sample. In contrast, light shading represents awide or very wide spread and a numerically highstandard deviation (greater than that for 75% or 90%of the people in our sample). Moderate shadingrepresents an average spread of opinion, with yourstandard deviation falling between the 25th and 75thpercentiles on the distribution.

Your styles are listed in the table below, starting at thetop with those with the strongest agreement (narrowspread of opinion) and ending with those with theweakest agreement (wide spread of opinion).


3 Spread of OpinionCopyright © 2011Human Synergistics International

Description by Others Item by ItemDescription by Others Item by ItemDescription by Others Item by ItemDescription by Others Item by ItemThe following tables list by style your average scores for the LSI items.

Constructive StylesConstructive StylesConstructive StylesConstructive Styles

Your item scoresscoresscoresscores can range from 0.00 (essentially unlike you) to 2.00 (like you most of the time). Your Δs represent yourscores minus the medianmedianmedianmedian scores for the norming group. Positive Δs indicate that the word or phrase is more like you than theaverage person; negative Δs indicate that they are less like you and thus the behaviours described are potential targets fordevelopment.

Note that the items are listed in order of the strength of their relationship to effectiveness—with those near the top morestrongly and positivelypositivelypositivelypositively related to effectiveness than those toward the bottom. Thus, the most meaningful targets for changeare likely to be those near the top with negative Δ scores.

The sum of the 20 item scores for each style may not equal the total score reported in the table above if one or more of thepeople describing you did not respond to all of the items.

HumanisticEncouraging 1 o'clockHumanisticEncouraging 1 o'clockHumanisticEncouraging 1 o'clockHumanisticEncouraging 1 o'clock

Item Score Median Δ

trusted by others 1.75 1.60 0.15

supportive of others 1.63 1.50 0.13

good teacher 1.50 1.29 0.21

sought out by others for assistance 1.13 1.40 0.27

popular leader 1.25 1.20 0.05

good listener 1.63 1.50 0.13

encourages others 1.63 1.50 0.13

knows people's needs 1.13 1.20 0.07

develops others 1.00 1.25 0.25

considerate 1.63 1.60 0.03

understanding 1.63 1.60 0.03

thinks of others 1.88 1.40 0.48

thoughtful 1.75 1.60 0.15

enjoys teaching others 1.50 1.40 0.10

willing to take time with people 1.75 1.56 0.19

respects confidences 1.63 1.60 0.03

makes others think for themselves 1.00 1.25 0.25

sees others as basically good 1.75 1.40 0.35

humanistic 1.63 1.57 0.06

enjoys settling disputes 1.38 1.00 0.38

Total 30.18 28.42 1.76


4 Description by Others Item by ItemCopyright © 2011Human Synergistics International





Affiliative 2 o'clockAffiliative 2 o'clockAffiliative 2 o'clockAffiliative 2 o'clock


trusted by others 1.63 1.60 0.03

liked by others 1.50 1.60 0.10

good at interpersonal relations 1.75 1.40 0.35

tries to help others 1.75 1.60 0.15

cooperative 1.88 1.60 0.28

helpful 1.88 1.75 0.13

sincere 1.63 1.60 0.03

sees best in others 1.63 1.40 0.23

genuine concern for people 1.88 1.50 0.38

leads because liked by others 1.38 1.00 0.38

diplomatic, tactful 1.50 1.40 0.10

pleasant 1.88 1.75 0.13

relaxed, at ease with people 1.75 1.50 0.25

warm, open 1.75 1.40 0.35

likes to include others in activities 1.63 1.40 0.23

friendly 1.88 1.75 0.13

accepts change easily 1.00 1.20 0.20

thinks people more important than things 1.75 1.43 0.32

likes to share feelings and thoughts 1.75 1.20 0.55

judgment influenced by liking for people 1.25 0.60 0.65

Total 33.05 28.68 4.37







Achievement 11 o'clockAchievement 11 o'clockAchievement 11 o'clockAchievement 11 o'clock


earns others' confidence, respect 1.38 1.57 0.19

learns from mistakes, and corrects 1.50 1.50 0.00

shares responsibility well 1.00 1.40 0.40

goes to the heart of the matter 1.13 1.40 0.27

explores most alternatives before acting 1.13 1.40 0.27

realistic 1.63 1.50 0.13

usually thinks ahead 1.13 1.50 0.37

achieving 1.38 1.60 0.22

sets own goals 1.38 1.60 0.22

honest and direct in feelings 1.25 1.57 0.32

resultsoriented leader 1.38 1.50 0.12

good analytic skills 1.25 1.60 0.35

enjoys a challenge 1.50 1.60 0.10

enthusiastic 1.63 1.57 0.06

enjoys planning 1.25 1.33 0.08

enjoys difficult tasks 1.00 1.40 0.40

likes tasks that require skill 1.13 1.50 0.37

thinks for self 1.13 1.50 0.37

high level of aspiration 1.13 1.33 0.20

ambitious 1.13 1.40 0.27

Total 25.44 29.77 4.33







SelfActualising 12 o'clockSelfActualising 12 o'clockSelfActualising 12 o'clockSelfActualising 12 o'clock


respected and wellthoughtof 1.00 1.60 0.60

good leader 1.38 1.40 0.02

optimistic and realistic 1.25 1.50 0.25

sound judgment 1.00 1.40 0.40

communicates ideas easily 1.25 1.40 0.15

high personal integrity 1.63 1.75 0.12

confident, relaxed 1.50 1.50 0.00

knows how people feel 1.38 1.20 0.18

exciting to know 1.38 1.40 0.02

selfrespecting 1.50 1.60 0.10

likes responsibility 1.50 1.67 0.17

nondefensive 1.00 1.20 0.20

creative and original thinker 0.75 1.20 0.45

energetic, active 1.13 1.40 0.27

not easily upset 1.13 1.20 0.07

very alive kind of 'earthy' person 1.38 1.20 0.18

very aware of own feelings 1.63 1.33 0.30

open about self 1.38 1.00 0.38

unique and independent in thought 0.75 1.00 0.25

spontaneous 0.63 1.00 0.37

Total 24.55 26.95 2.40



Passive / Defensive StylesPassive / Defensive StylesPassive / Defensive StylesPassive / Defensive Styles

Your item scoresscoresscoresscores can range from 0.00 (essentially unlike you) to 2.00 (like you most of the time). Your ∆s represent yourscores minus the medianmedianmedianmedian scores for the norming group. Positive ∆s indicate that the word or phrase is more like you than theaverage person and thus the behaviours described are potential targets for development.

Note that the items are listed in order of the strength of their relationship to effectiveness—with those near the top morestrongly and negativelynegativelynegativelynegatively related to effectiveness than those toward the bottom. Thus, the most meaningful targets for changeare likely to be those near the top with positive ∆ scores.


Approval 3 o'clockApproval 3 o'clockApproval 3 o'clockApproval 3 o'clock


wants to be trusted, but it's hard 0.38 0.25 0.13

vague and uncertain 0.13 0.17 0.04

does things for approval only 0.13 0.00 0.13

naive 0.13 0.13 0.00

upset if not accepted by others 0.50 0.40 0.10

needs others' approval 1.25 0.60 0.65

upset by conflict 0.88 0.50 0.38

needs to be liked by everyone 0.88 0.60 0.28

wants to be liked 1.25 0.80 0.45

overoptimistic 0.88 0.33 0.55

dependent on family and friends 0.50 0.50 0.00

thinks in terms of what others think 0.63 0.60 0.03

seeks approval from others 1.50 1.00 0.50

overly sympathetic 1.13 0.25 0.88

agrees with everyone 0.88 0.40 0.48

spoils people with kindness 1.25 0.25 1.00

generous to a fault 1.00 0.75 0.25

forgives anything 0.63 0.75 0.12

friendly all the time 1.88 1.40 0.48

accepts others' values easily 1.63 1.20 0.43

Total 17.44 10.88 6.56







Conventional 4 o'clockConventional 4 o'clockConventional 4 o'clockConventional 4 o'clock


inconsistent 0.25 0.14 0.11

seems to understand others but doesn't 0.38 0.20 0.18

often uncertain 0.38 0.00 0.38

indecisive 0.25 0.00 0.25

offers tentative ideas mostly 0.25 0.25 0.00

too concerned with looking good 0.25 0.20 0.05

thinks rules more important than ideas 0.13 0.25 0.12

tends to accept the status quo 0.75 0.50 0.25

enjoys being recognised by superiors 1.63 1.20 0.43

achieves by conforming 1.13 0.60 0.53

concerned with what others think 1.00 0.75 0.25

very conventional 0.88 0.60 0.28

avoids conflict 1.25 0.75 0.50

suggestible 1.13 0.80 0.33

conservative 1.00 0.80 0.20

conforming 1.00 1.00 0.00

restrained 1.13 1.00 0.13

agreeable 1.25 1.20 0.05

very respectful to others 1.63 1.40 0.23

reliable and steady 1.63 1.60 0.03

Total 17.30 13.24 4.06







Dependent 5 o'clockDependent 5 o'clockDependent 5 o'clockDependent 5 o'clock


reacts rather than initiates 0.63 0.40 0.23

dependent on others 1.00 0.40 0.60

easily fooled 0.25 0.00 0.25

selfdoubting 0.63 0.20 0.43

easily influenced by friends 0.13 0.20 0.07

worries a lot 0.63 0.50 0.13

obeys too willingly 0.75 0.25 0.50

overcautious 1.00 0.60 0.40

predictable 0.88 0.80 0.08

says what's expected 0.88 0.67 0.21

meek 0.25 0.22 0.03

apologetic 0.75 0.40 0.35

compliant 1.25 0.80 0.45

a good follower 0.88 0.80 0.08

eager to please 1.63 1.00 0.63

does things by the book 0.88 1.00 0.12

seeks help from others 1.25 1.00 0.25

very respectful to superiors 1.75 1.40 0.35

modest 1.38 1.20 0.18

very tactful 1.50 1.20 0.30

Total 18.30 13.04 5.26







Avoidance 6 o'clockAvoidance 6 o'clockAvoidance 6 o'clockAvoidance 6 o'clock


doesn't relate well to others 0.00 0.00 0.00

has difficulty being accepted 0.00 0.00 0.00

seems to have strong conflicts 0.00 0.00 0.00

evasive 0.25 0.20 0.05

narrow interests 0.13 0.13 0.00

avoids decisions 0.50 0.18 0.32

easily upset in most situations 0.00 0.00 0.00

leaves decisions to others 0.25 0.20 0.05

concerned with own problems 0.13 0.33 0.20

tense, uneasy 0.00 0.20 0.20

lacks selfconfidence 0.38 0.13 0.25

little interest in achievement 0.00 0.00 0.00

takes few chances 0.63 0.50 0.13

selfcondemning 0.00 0.00 0.00

easily led 0.50 0.25 0.25

easily embarrassed 0.00 0.20 0.20

selfdepreciative 0.00 0.20 0.20

presents safe ideas 0.63 0.75 0.12

reserved 0.25 0.40 0.15

not aggressive 1.38 0.80 0.58

Total 5.03 4.47 0.56



Aggressive / Defensive StylesAggressive / Defensive StylesAggressive / Defensive StylesAggressive / Defensive Styles




Oppositional 7 o'clockOppositional 7 o'clockOppositional 7 o'clockOppositional 7 o'clock


doesn't accept criticism well 0.75 0.40 0.35

blames others for own mistakes 0.13 0.00 0.13

negative 0.25 0.00 0.25

critical of others behind their backs 0.00 0.20 0.20

complaining 0.25 0.17 0.08

distrusts others 0.25 0.20 0.05

opposes things indirectly 0.38 0.25 0.13

usually against things 0.00 0.00 0.00

doesn't talk about things directly 0.38 0.22 0.16

opposes new ideas 0.25 0.20 0.05

unfeeling 0.13 0.00 0.13

resentful 0.25 0.00 0.25

cynical 0.25 0.20 0.05

suspicious 0.50 0.33 0.17

slow to forgive a wrong 0.25 0.25 0.00

stubborn 0.38 0.50 0.12

snobbish 0.00 0.00 0.00

concerned with status 0.25 0.50 0.25

hard to impress 0.38 0.57 0.19

never opposes authority directly 0.63 0.60 0.03

Total 5.66 4.59 1.07







Power 8 o'clockPower 8 o'clockPower 8 o'clockPower 8 o'clock


seldom admits mistakes 0.25 0.20 0.05

resists suggestions made by others 0.13 0.20 0.07

little confidence in people 0.13 0.20 0.07

dogmatic and rigid 0.00 0.14 0.14

easily offended 0.00 0.20 0.20

abrupt 0.00 0.17 0.17

dictatorial 0.00 0.00 0.00

critical of others 0.13 0.29 0.16

gets angry easily 0.00 0.00 0.00

hostile, aggressive 0.00 0.00 0.00

on the offensive 0.13 0.20 0.07

sees others as selfish 0.00 0.00 0.00

needs to control others 0.13 0.20 0.07

vengeful and mean 0.00 0.00 0.00

argumentative 0.00 0.25 0.25

bossy 0.25 0.25 0.00

dominating 0.13 0.25 0.12

believes in force 0.13 0.17 0.04

runs things by self 0.38 0.75 0.37

hard, tough 0.38 0.43 0.05

Total 2.17 3.90 1.73







Competitive 9 o'clockCompetitive 9 o'clockCompetitive 9 o'clockCompetitive 9 o'clock


thinks only of self 0.25 0.17 0.08

makes snap judgments 0.00 0.25 0.25

overestimates ability 0.25 0.20 0.05

egotistical 0.13 0.20 0.07

always has to be right 0.00 0.25 0.25

tries to maintain a sense of superiority 0.50 0.40 0.10

inclined to be reckless 0.00 0.00 0.00

constantly comparing self to others 0.00 0.20 0.20

boastful 0.25 0.20 0.05

expects to be admired by others 0.38 0.40 0.02

gets upset over losing 0.38 0.50 0.12

tries hard to impress others 0.88 0.57 0.31

likes to be seen and noticed 0.50 0.60 0.10

tries to be too successful 0.25 0.40 0.15

builds self up 0.38 0.50 0.12

everything is a challenge 0.00 0.40 0.40

strong need to win 0.75 1.00 0.25

likes to compete 1.25 1.00 0.25

proud, selfsufficient 1.50 1.20 0.30

selfassertive 1.13 1.20 0.07

Total 8.78 9.64 0.86







Perfectionistic 10 o'clockPerfectionistic 10 o'clockPerfectionistic 10 o'clockPerfectionistic 10 o'clock


selfcentered 0.13 0.20 0.07

can be indifferent 0.13 0.40 0.27

often seems unfriendly 0.00 0.00 0.00

doesn't seem to need others 0.13 0.33 0.20

forceful, direct, almost hostile 0.00 0.00 0.00

seeks recognition 1.00 0.75 0.25

deemphasises feelings 0.25 0.40 0.15

tries hard to prove self 0.75 0.80 0.05

shrewd and calculative 0.25 0.33 0.08

impatient with own errors 0.50 0.67 0.17

tends to be perfectionistic 0.13 0.75 0.62

seems to be driven to succeed 1.00 1.00 0.00

tries to be best at things 1.38 1.20 0.18

stern but fair 0.63 0.83 0.20

believes in action, not words 0.75 1.20 0.45

persistent, enduring 0.75 1.20 0.45

businesslike 1.50 1.60 0.10

practical 1.38 1.50 0.12

looks for challenges 0.88 1.43 0.55

competent 1.25 1.75 0.50

Total 12.79 16.34 3.55



Summary PerceptionsIndicates Self Scores

Indicates Others' Scores

Indicates Others' Standard Deviation

X_

Indicates Average Scores *

* Mean scores for 14,000 people in the norming data set.** These items are included in the measure used to order the LSI 2 items in terms of their relation to effectiveness (in the item-levelfeedback tables).

How do you view this person's level of effectiveness in his/her job or assignment? **

Marginal; not as effectiveas he/she could be

Excellent; gets things done andmaintains high standardsX

_X_

1 2 3 4 5 6 7

How would you describe the quality of this person's work relationships with others? **

Does not get along with others;is better off working alone

Gets along well with others

X_X_

1 2 3 4 5 6 7

How do you view this person's level of stress and tension on the job?

Relaxed; at ease Tense; under stress

X_X_

1 2 3 4 5 6 7

How well do you think this person “fits in” as a member of his/her organisation?

Not well at all;would be better off somewhere else

Extremely well;a perfect fit with the organisationX

_X_

1 2 3 4 5 6 7

How well do you think this person manages his/her time? **

Not well at all;manages time poorly

Extremely well;manages time effectivelyX

_X_

1 2 3 4 5 6 7

Do you think this person is ready for a promotion to a position of greater responsibility? **

Not ready; might never be ready Should be promoted now

X_X_

1 2 3 4 5 6 7

Do you think this person's organisation provides the necessary support for him/her to do well?

Organisation provides little or nosupport/encouragement

Organisation provides a great deal ofsupport/encouragementX

_X_

1 2 3 4 5 6 7

How open and truthful were you in completing this inventory?

Guarded; felt uncomfortableanswering honestly

Open; felt comfortableanswering honestlyX

_X_

1 2 3 4 5 6 7

How do you think this person would react to any negative feedback received from this program? **

Defensively;may become angry or deny it

Constructively;would accept and use itX

_ X_

1 2 3 4 5 6 7

How interested does this person appear to be in improving him/her self? **

Not interested at all; is mostlyconcerned with “getting by”

Extremely interested; actively seeksideas for self-improvementX

_ X_

1 2 3 4 5 6 7


16 Summary PerceptionsCopyright © 2011Human Synergistics International

Summary PerceptionsIndicates Self Scores

Indicates Others' Scores

Indicates Others' Standard Deviation

X_

Indicates Average Scores *

* Mean scores for 14,000 people in the norming data set.** These items are included in the measure used to order the LSI 2 items in terms of their relation to effectiveness (in the item-levelfeedback tables).

Question asked only of Self

Do you think you would be able to change your behaviour – adjust your personal style – if you desired to do so?

Probably not Definitely yesX_

1 2 3 4 5 6 7

Questions asked only of Others

Do you think this person is consistent, steady and predictable in the way he/she behaves at work? **

Extremely unpredictable; never surehow he/she will react to events

Extremely predictable; quite certainhow he/she will react to eventsX

_

1 2 3 4 5 6 7

How would you describe this person's level of job satisfaction?

Extremely dissatisfied Extremely satisfied

X_

1 2 3 4 5 6 7

How frequently do you come into contact with this person?

Not often; once a week or less Often; at least once a day

X_

1 2 3 4 5 6 7

How difficult was it for you to describe this person?

Extremely difficult;I don't know this person well

Extremely easy;I know this person wellX

_

1 2 3 4 5 6 7


17 Summary PerceptionsCopyright © 2011Human Synergistics International

LSI 1 & 2 Summary GridLSI 1 & 2 Summary GridLSI 1 & 2 Summary GridLSI 1 & 2 Summary Grid

BLIND

BLIND

BLIND

BLIND

SPOT

SPOT

SPOT

SPOT

UNRECOGNIZED

UNRECOGNIZED

UNRECOGNIZED

UNRECOGNIZED

STRENGTH

STRENGTH

STRENGTH

STRENGTHSTUM

BLING

STUMBLING

STUMBLING

STUMBLING

BLOCK

BLOCK

BLOCK

BLOCK

CONFIRMED

CONFIRMED

CONFIRMED

CONFIRMED

STRENGTH

STRENGTH

STRENGTH

STRENGTH

1111

2222

3333

4444

5555

6666

7777

8888

9999

10101010

11111111

12121212

High Others' Reports of Your Defensive Styles (LSI 2) Low

99% 90% 75% 50% 25% 10% 1%

1% 10% 25% 50% 75% 90% 99%

Low Others' Reports of Your Constructive Styles (LSI 2) High

Low

S

elf-

Rep

orts

of Y

our

Con

stru

ctiv

e S

tyle

s (L

SI 1

) H

igh

1%

10%

25

%

50%

75

%

90%

99

%Low

S

elf- Reports of Y

our Defensive S

tyles (LSI 1)

High

1%

10%

25%

50%

75%

90%

99%

You should use the results presented on this Grid rather than the Comparison Graphs in the LSI Self-DevelopmentGuide to identify your confirmed strengths, unrecognised strengths, stumbling blocks, and blind spots. (Your LSI resultsare based on a newer set of statistical norms than those on which the Comparison Graphs in the Guide are based.)

Styles along which Self and Others either strongly agree or disagree, if any, fall in the dark gray cells near the corners.Agreement or disagreement is more moderate for styles plotted in the lighter cells toward the middle of the Grid.

ConstructiveConstructiveConstructiveConstructive Passive/DefensivePassive/DefensivePassive/DefensivePassive/Defensive Aggressive/DefensiveAggressive/DefensiveAggressive/DefensiveAggressive/Defensive

(1) Humanistic-Encouraging

(2) Affiliative

(11) Achievement

(12) Self-Actualising

(3) Approval

(4) Conventional

(5) Dependent

(6) Avoidance

(7) Oppositional

(8) Power

(9) Competitive

(10) Perfectionistic


18 LSI 1 & 2 Summary GridCopyright © 2011Human Synergistics International

Interpreting the Summary Grid

C O N S T R U C T I V E

Self BLINDSPOT Others

D E F E N S I V E

Others disagree with Selfthat a Constructive style is strong

or a Defensive style is weak


Self CONFIRMEDSTRENGTH Others

D E F E N S I V E

Self and Others Agreethat a Constructive style is strong

or a Defensive style is weak


Self STUMBLINGBLOCK Others

D E F E N S I V E

Self and Others Agreea Constructive style is weakor a Defensive style is strong


Self UNRECOGNIZEDSTRENGTH Others

D E F E N S I V E

Others Disagree with Selfthat a Constructive style is weak

or a Defensive style is strong

Denotes strong Self extension Denotes strong Others extension

Denotes weak Self extension Denotes weak Others extension


19 LSI 1 & 2 Summary GridCopyright © 2011Human Synergistics International

Life Styles Inventory™

and other training and development materials can be ordered from:

Sydney Melbourne Level 6 Suite 2, Level 14 41 McLaren St 470 Collins Street North Sydney Melbourne VIC 3000 NSW 2060 Australia Australia Tel +61 2 9271 5900 Tel +61 3 9675 0100 Fax +61 2 9247 6310 Fax +61 3 9629 3095

Email [email protected] Web http://www.human-synergistics.com.au

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Email [email protected] Web http://www.hsnz.co.nz

Research and development by: J. Clayton Lafferty, Ph.D. and Robert A. Cooke, Ph.D. Copyright © 2012 by Human Synergistics International.

All rights reserved. No part of this work may be reproduced, stored in a retrieval system, transcribed in any form or by any means, including, but not limited to electronic, mechanical, photocopying, recording or other means, without prior written permission. While we’re not vengeful, we are provokable.®

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