Using Awareness Of Behavior Styles To Interact More Effectively
Author(s):
Jacqueline L. Miller, C.P.M.
Jacqueline L. Miller, C.P.M., Purchasing Product Manager, Hennessy Industries, Lavergne, TN 37086, 615/641-7533, Ext. 7362.
80th Annual International Conference Proceedings - 1995 - Anaheim, California
INTRODUCTION.
As companies move closer to a team concept to achieve
their policy deployment goals, it has become painfully obvious that many of us
lack the interpersonal skills necessary to communicate effectively within our
companies. We fail to recognize that we are not all alike--that we use time
differently, that we make decisions differently, and that most of all we
communicate and interact differently. In order to be an effective team
member, we must learn to recognize differences among our colleagues and their
behavior styles and to adjust our own behavior to interface more effectively.
As our companies become more and more diverse, this issue will be one of the
main contributors to the success of our organizations.
OBJECTIVES.
My objectives of this presentation are: (1) to create an
awareness of behavior styles (2) to create an awareness of our own behavior
style (3) to apply this knowledge of behavior styles to impact our
effectiveness as a team member.
INTERPERSONAL RELATIONSHIPS.
Seventy-five percent of the people with
whom you interact are different from you. They use time differently, they
make decisions differently, and they communicate differently. These different
behavior styles complicate our jobs because we assume that in a given
situation others will do what we do.
BEHAVIOR--HOW WE ACT.
Behavior is everything a person does that is
directly observable (both verbal and nonverbal). The key factor of behavior
that differentiates it from personality types is that it is plainly
observable--we can see how people act. This is not true of personality;
personality is the crucial components of a person that cannot be seen
directly--their thoughts, motives, feelings, attitudes and values. You can
only guess at what these are, and it is usually not a correct guess. Thus, if
we truly want to communicate more effectively we must concentrate on behavior
because it is the only thing that is clearly observable.
Each of us has a behavior style or social style. It is how we come
across to others and is not necessarily how we perceive ourselves. My
objective is to provide you with an awareness of those behaviors that can be
observed which will allow you to think about it, apply it, and to interact
more powerfully.
GROUP EXERCISE--CHARITY DRIVE.
You have been asked to put together a
team of three people to develop, promote, and complete the local annual
Charity Drive. You will not be a member of the team but are responsible for
the selection of the members. The kick-off for the Charity Drive is fast
approaching, and four people have asked to be on the team. Listed below are
the descriptions of those four people. Which three of the four will be
on the team?
- Charles: He is good at details. He makes sure everything is accurate
and in order. He follows directions.
- Sara: She is a good hard worker. She is extremely loyal and patient
with others and will stick with the job.
- Irene: She is a promoter. She verbalizes well and generates
enthusiasm and excitement. She enjoys working with people.
- Dave: He is the person who gets results. He takes authority and is a
good leader and will make decisions.
Which would you delete? Why? Was it a hard decision to make? Before we
discuss the four behavior types, I want you to keep in mind that no one
behavior is right or wrong. We may think one is wrong because it is different
from ours. For the sake of getting to know styles, we may exaggerate and will
certainly talk in "categories." Be careful with this; people dislike being
categorized or put into slots.
BEHAVIOR STYLES.
There are four main behavior styles: driver,
expressive, amiable, and analytical. This does not mean that a person
exhibits this behavior one hundred percent of the time, but it is the person's
dominant style and accounts for about fifty percent of his/her behavior.
- DRIVER: Task accomplisher, bottom-line results person, self-motivated,
hard worker, forward looking, progressive, fast decision maker,
likes to control self and others
Under stress: becomes an autocrat--pushy, demanding, bossy
- EXPRESSIVE: Enjoyable to be around, moves quickly with high energy, has
a creative imagination, initiates relationships, motivates
others toward goals
Under stress: attacks--words fly--then will "make-up"
- AMIABLE: Dependable and loyal team workers, works for a leader and a
cause, good listener, patient, and empathetic, good at
reconciling factions; very calming
Under stress: will give in--keep harmony/peace
- ANALYTICAL: Conscientious and steady, comprehensive worker, defines,
clarifies, gathers information, criticizes and tests,
maintains standards
Under stress: avoids, withdraws (physically or emotionally)
IDENTIFYING OUR BEHAVIOR STYLE--STYLE ANALYSIS. Each person will be
given a behavior profile.
BEHAVIOR MODIFICATION--FLEXING TO ANOTHER STYLE.
As we recognize our own
behavior style and that of others, we can use this information to interact
more effectively. We can flex to the style of others to achieve our goals.
Obviously, it is easier to change ourselves than to change others.
Often we have to delay the satisfaction of our own needs in order to make
it easier for the other person to relate to us. First, we must accept the
other person's style as legitimate. Then we can adjust our behavior. The
degree of this modification depends on the importance of the task.
FLEXING TO A DRIVER.
Drivers are influenced by direct answers,
probabilities and options. You must support their choices and decisions. You
must be efficient. The climate of a driver is power and authority.
FLEXING TO AN ANALYTICAL.
Analyticals are influenced by data and facts.
They support facts and logic. When dealing with an analytical, you must be
correct and do it right the first time. The climate of an analytical is time
to think.
FLEXING TO AN AMIABLE.
Amiables are influenced by assurances and
support; they support people and emotions. When dealing with an amiable, be
sincere. The climate for an amiable is security with time to adjust.
FLEXING TO AN EXPRESSIVE.
Expressives are influenced by praise,
incentives and testimonials. They must be given a chance to verbalize. When
dealing with an expressive, be stimulating. The climate of an expressive is
friendly and warm.
CONCLUSION.
In order to interact effectively and achieve the
realizations of our company objectives, we must first know where we're coming
from--how others perceive us. Next, we must know where others are coming
from--what makes them tick. With this knowledge, we can then impact the
effectiveness of our teams by modifying our behavior during meetings and
flexing to other styles of behavior in order to get the job done.
REFERENCES
- Gautschl, T.F., Ph.D. "The Engineer as a Person." Design News,
November 1992, 252.
- Littauer, Florence. Personality Plus.
Nashville: Word, Inc., 1990.
- Reed, Anita. Understanding Yourself and Others Personality Profile.
Dallas: Anita Reed Seminars, 1990
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