Diversity Workbook Example

Diversity:
1:the condition of being diverse :variety; especially :the inclusion of diverse people
(as people of different races or cultures) in a group or organization <programs intended to
promote diversity in schools>2:an instance of being diverse <a diversity of opinion>
-Merriam-Webster
What does diversity mean to you?
What do you believe diversity means to Western Area Power Administration?
WHAT DIVERSITY IS:

WHAT DIVERSITY ISNT:

The Language of Diversity and Positive Communication:

Best Diversity, Communication, and Mediation Practices
Prepared for Western Area Power Administration
WWW.POWERDIVERSITY.COM 877-570-1573 dan@powerdiversity.com
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THE PLATINUM RULE
TREAT OTHERS ___________________________________________________.
WIIFM??
What are the benets of valuing diversity?

What would the consequences be of not valuing diversity?

To determine what behavior is appropriate in the workplace, ask this question: Does it
positively contribute to the productivity of the team and the organization?
Traditional Management
Traditional management is dened as the effective and efcient utilization of
employees in pursuit of the organizations goals and objectives.
Managing Diversity
Managing diversity is dened as a comprehensive management process for
creating an environment that enables all members of a workforce to be productive,
without advantaging or disadvantaging anyone. (Thomas, Harvard Business
Review, 1990)
How is managing diversity different from traditional management?

What additional skills may be required for managing diversity?
What are some reasons managers might resist managing diversity?
What do managers have to gain by becoming good at managing diversity?
What managerial behaviors will create an environment and infrastructure that
values diversity?

THE LANGUAGE OF DIVERSITY
Which of the following terms are acceptable, and which are not? What words
would you use instead?
ACCULTURATION
ADMIT
AFFIRMATIVE ACTION
AFRICAN AMERICAN
AIDS
ALIEN
AMERICAN
AMERICAN INDIAN
ARAB
ASIAN
ASIAN AMERICAN
ASSIMILATION
BISEXUAL
BLACK
BLIND
BUDDHISM
CAUCASIAN
CHINESE
CIVIL UNIONS
CIVIL RIGHTS
CLOSETED
COLORED
DEAF
DEROGATORY TERMS
DEVELOPMENTAL
DISABILITY
DISABLED
DOMESTIC PARTNERSHIP
DWARF
EEOC
ETHNICITY
GAY
GENDER
GENDER-NEUTRAL
GENDER IDENTITY
GHETTO
HANDICAP
HERMAPHRODITE
HETEROSEXUAL
HINDI
HIP HOP
HISPANIC
HIV
HOMOPHOBIA
IMMIGRANT
INDIAN
INDIGENOUS
INTER-SEX
ISLAM
JUDAISM
LATINO
LESBIAN
LGBT
LITTLE PEOPLE
MENTAL ILLNESS
MIDGET
MINORITY
MUTE
NATIVE AMERICAN
NEGRO
ORIENTAL
ORIENTATION
OUTING
PARAPLEGIA
PARTNER
PEOPLE OF COLOR
PREFERENCE
QUADRIPLEGIA
QUEER
SPECIAL RIGHTS
STRAIGHT
THIRD WORLD
TEJANO
TRANSGENDER
TRANSSEXUAL
TRANSVESTITE
WHITE
Manager/Employee Interview Questions
1. What do you want most from your job?
2. Under what conditions do you do your best work?
3. How would you like to receive recognition for your hard work?
4. How do you want to be rewarded?
5. How would you like to receive suggestions for improving your work?
6. What are your short-term career goals?
7. What are your longer-term career goals?
8. How can I help you reach your career goals?
9. In what ways do you think people in our department--including yourself--are different
from one another?
10. How do these differences affect our working together as a team?
11. How do these differences affect interpersonal relationships on the job?
12. How do these differences affect overall productivity?
13. What things am I doing that help the team work together?
14. What do I do that might hurt productivity?
15. What suggestions do you have for me as a manager or team leader?
16. What biases do you perceive in me?
17. How do these biases manifest themselves in my actions?
18. What policies or procedures inhibit your best work?
SPEAK UP!
It is not always easy to speak up when you are confronted with collusion, (dened
as cooperation with others, knowingly or unknowingly, to reinforce stereotypical
attitudes, prevailing behaviors, and norms) but it is your obligation. Many people,
however, nd it difcult to speak up depending on their own belief systems and
personality types. Many people simply cant nd the words. The following script is
an example of a simple script you can use to deliver constructive feedback when
you witness behavior that you nd inappropriate or offensive.
TIMING COMES FIRST!
(lead-in line)
D-Describe the specic behavior
E-Express feelings
S-Suggest alternatives
C-Compliments and consequences
(Yes or no answer)
For example, Tim is in the cafeteria with John and Suzie, and he hears John tell a
racially-charged and offensive joke. At the time Tim said nothing because he was
uncomfortable and shocked. Tim knows that if he doesnt speak up, he could
possibly be contributing to a hostile work environment and furthermore, hes
sure that John is not a bad person, but simply uninformed. Tim decides to inform
him, and uses the DESC script to help him get the words out. Heres how it might
sound:
In private, later that day, Tim says to John, John, I need your help. (lead-in line)
Remember that joke you told at lunch today? (Describe specic behavior) I felt
uncomfortable laughing at someone elses expense like that (Express feelings).
Perhaps you could tell jokes that are neutral that dont use racist language, (suggest
alternatives) because youre too good at what you do to let something like a joke
affect your professional image, as jokes like that do in a company like this
(compliments and consequences). I wanted to make sure to talk to you about this
privately so that it didnt become an issue. Are we good? (Yes or no)
Scenario 1- You are waiting for a team meeting to start. Five people are already there, and you
are waiting for three more. A colleague is telling you that she is considering buying a new home.
She describes a neighborhood which she is considering moving to, but she says that she is
uncertain because a lot of those type of people (a certain ethnic group) have recently moved
into the neighborhood and she thinks its going bad.
Scenario 2- You are at the coffee machine with three other people. Someone tells a racially-
charged joke. Everyone laughs, including you.
Scenario 3- Youre walking past a co-workers work station. You see a political yer posted
thats emotionally-charged, and expressing extreme views on immigration, health care, or civil
rights.
Scenario 4- Youre in a meeting with your boss and two other co-workers. Your boss uses a racist
term to describe an Asian employee. It appears your boss isnt aware that this is an offensive
term.
Scenario 5- Youre at your companys holiday party. During the party, someone makes a toast
and during the toast, makes derogatory statements about muslim terrorists. You know of no
muslims in your organization.
Scenario 6- Youre at a co-workers house for dinner, and they tell you that they honestly dont
like (pick a group) and wish they were all dead.
Scenario 7- Your co-worker tells you that two co-workers were ghting on the job, and one
called the other a ______.
TIPS:
Use the passive voice
Use specic words
Use specic times
Use specic effects
Make specic requests
POWER PHRASE:
We dont tolerate language like that here.
MORE POWER PHRASES:
If you have trouble speaking up, please contact us at learn@powerdiversity.com, and well help give you the
words.
Valuing Diversity Action Plan-Worksheet
My most important diversity goal, which I commit to working toward, is:
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
I will reect my commitment to diversity by doing the following:
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
People will be able to recognize my commitment to diversity because of:
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
When there is a diversity challenge in my organization we will:
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
Sexual harassment is a form of sex discrimination that violates Title VII of the 1964
Civil Rights Act as amended in 1972
This section of the seminar was designed to help you meet the following objectives:
To understand the denition and terminology associated with sexual harassment;
To recognize those actions that could be considered sexual harassment;
To apply the skills necessary to prevent and stop sexual harassment;
To determine what situations are, or could develop into, a sexual harassment
problem;
To understand WAPAs complaint and disciplinary procedures
Sexual harassment consists of unwanted, unwelcome sexual advances or sexual conduct
in the workplace that has the effect of unreasonably interfering with a person's work
performance. This type of behavior can create an intimidating or hostile work
environment.
What sexual harassment is:
T F M
1 Physical acts by one employee against another constitute sexual harassment.
2 A suggestive cartoon hanging over an employee's desk constitutes sexual
harassment.
3 Ignoring another employee constitutes sexual harassment.
4 People in some cultures are more physical and openly affectionate than others
and co-workers should understand their actions are not meant as sexual
harassment.
5 Staring is sexual harassment.
6 Sexual innuendoes made at an office party are not sexual harassment.
7 Touching of one employee by another is sexual harassment.
8 The promotion of an unqualified willing participant in an office romance can be
considered sexual harassment.
9 Failure to promote an employee because he/she will not date you is sexual
harassment.
10 Inviting a coworker to go out on a date even though he/she has refused to go out
with you in the past is sexual harassment.
What does the term sexual harassment mean to you?
How is sexual Harassment different from sexual discrimination?
Give three examples of sexual harassment.
What is the impact of sexual harassment in the workplace?
There are 4 basic types of sexual harassment.
Match the four types below
On a scale of 1 - 10, with one (1) representing harmless and ten (10) representing offensive,
indicate your personal reaction to the following behaviors. Enter your number in the space
provided.
Most people would have the same
perspective on the same issue
Refusing time off after a sexual
harassment complaint is led
Promising a promotion in exchange
for continuing a relationship
Listening to coworkers talk about
their sex lives
Quid Pro Quo
Hostile Environment
Retaliation
Reasonable Persons Standard
1 An outside employee calls you honey.
2 Coworkers continuously use obscene language in the lunch room.
3 A picture of someone dressed in a thong bikini sits on your coworkers desk.
4 An employee loudly discusses her love life on the phone.
5 You are told that you may be passed over for a promotion if you refuse a sexual advance.
6 A person in another department comments on the sound of your voice on the telephone.
7 A supervisor massages your shoulders.
8 Dirty jokes and cards get passed around the office.
9 A supervisor tells you of his or her sexual fantasies about you.
10 Your boss grabs you tightly and kisses you.
You should never minimize a persons complaint about offensive behavior.
Regardless of intent, an action is sexual harassment if it is:
Deliberate
Repeated
Sexual in Nature
Unwanted
Not asked for and not returned
Remember: INTENT... the purpose behind the action and IMPACT... the impression of
anothers actions.
Understanding Sexual Harassment:
One of the Gang
A woman was recently promoted to an engineering position in a regional office. The
office is predominantly male. In fact, many of the employees have worked together for
up to 20 years. On Monday mornings, the engineers meet to review work assignments
for the week.
It is Monday morning and although Shirley has attended several of these meetings, she
dreads going into the conference room. The common practice in the office is that the
employees discuss their weekend endeavors as part of the pre-meeting discussions.
The talk centers on their sexual exploits and is very crude.
Shirley is very uncomfortable, and has tried on several occasions to express her
feelings to her coworkers. However, the workers feel that their conversations are not
directed at Shirley and brush off her comments by stating she is too sensitive.
How would you assess the situation? Is this sexual harassment?
What would you do to resolve this conflict at the lowest level?
Remember that everyone has a responsibility to create and maintain a respectful
work environment.
Avoid behavior that has sexual overtones.
Consider the effect of your words or actions on third party recipients.
Dont ignore behaviors that make you feel uncomfortable. Speak up and do your
part to resolve situations at the lowest level possible.
Understanding Sexual Harassment:
No Thank You
For the past several weeks, Carlos has repeatedly asked Tiffany to go out on a date.
Tiffany has refused each time. Today, Carlos invited her to lunch. When she informed
him of previous plans, he proposed going out after work instead. Its to the point where
the sound of his voice makes her tense.
How would you assess the situation? Is this sexual harassment?
What would you do to resolve this conflict at the lowest level?
Sexual harassment includes unwanted verbal behaviors of a sexual nature.
Repeated requests for dates can be sexual harassment even if there is no intent
to make a person uncomfortable.
Clear communication can help to establish boundaries and avoid
misunderstandings.
Preventing Sexual Harassment:
Checklist
Be serious about stopping and preventing sexual harassment. Dont let negative
attitudes about people come out at work. Remember it is your responsibility to do your
work and follow the policies and procedures of your employer. In the case of sexual
harassment, it could cost your employer a great deal of money in a court case. And, it
could cost you your job!
When you are at work remember to:
Avoid behavior that has sexual overtones, including:
Complimenting a person's body.
Asking questions about a person's sex life.
Asking to date someone who has repeatedly said no.
Keep your work area decorated appropriately. There should not be posters,
pictures or other items that some people could find offensive.
Don't use sexual humor.
Don't go overboard at office parties, picnics, or after work socializing - especially
when alcohol is involved. You still have to work with these people. Your agency
could be liable for damages even outside of work. Don't take the risk.
Remember the rules of proper conduct to your agency's customers, vendors,
suppliers, etc. Don't harass any of them or let them harass you.
What do I do if I feel I have been a victim of sexual harassment?

WAPA does not tolerate sexual harassment, and assures that a complaining employee
will be protected from retaliation, and the strictest confidentiality insofar as that is
possible.
Hear What People Are Really Saying
Listening is one of the most important skills we can develop. How well we listen has a
major impact on our job effectiveness, and on the quality of our relationship with others.
-We listen to obtain information.
-We listen to understand.
-We listen for enjoyment.
-We listen to learn.
Given all this listening we do, you would think wed be good at it! In fact were not.
Depending on the study being quoted, we remember a dismal 25-50% of what we hear.
That means when we talk to our boss, colleagues, customers or spouse for 10 minutes,
they hear approximately 2-5 minutes of the conversation.
Turn it around and it reveals that when you are receiving directions or being presented
with information, you arent hearing the whole message either. You hope the important
parts are captured in that 25- 50% you actually hear, but what if theyre not?
Clearly, listening is a skill that we should all continue to improve upon, and never take
for granted. By becoming a better listener, you will improve your productivity as well as
your ability to inuence persuade and negotiate. Moreover youll improve your
relationships, both personal and professional because youll hear the needs stated, and
therefore be able to respond to them.
The way to become a better listener is to practice active listeningthat is making a
conscious effort to hear not only the words that another person is saying, but more
importantly, trying to understand the total message being sent.
In order to do this you must pay attention to the other person very carefully.
You cannot allow yourself to become distracted by some activity that may be going on
around you, or by mentally forming counter arguments that youll make when the other
person stops speaking. Nor can you allow yourself to lose focus on what the other
person is saying. All of these barriers contribute to a lack of listening, hearing, and
understanding.
Tip:
If you're nding it difcult to concentrate on what someone is saying, try repeating that
persons words mentally as they say them this will reinforce their message and help
you control mind drift.
To enhance your listening skills, you need to let the other person know that you are
listening to what is being said. To understand the importance of this, ask yourself how
you felt the last time you were having a conversation, and believed the other person
was not listening or paying attention to what you were saying. How did you feel? Have
you ever had a coworker, friend or child stop in the middle of a conversation to say:
Youre not listening to what Im saying? How do you think they felt?
Acknowledgement can be something as simple as a nod of the head or a simple uh
huh. You arent necessarily agreeing with the person; you are simply indicating that you
are listening. Using body language and other signs to acknowledge you are listening
also reminds you to pay attention and not let your mind wander.
You should also try to respond to the speaker in a way that will encourage continued
conversation, so that you can get the information you need. While nodding and uh
huhing says youre interested, an occasional question or comment to recap what has
been said communicates that you understand the message as well.
Tip:
Nodding and recapping on your part will de-fuse many an impending storm with loved
ones in your personal life and shut off the youre not listening tape that may be playing
in your loved ones head.
Becoming an Active Listener
There are ve key elements to active listening. They all help you ensure that you hear
the other person, and that the other person knows you are hearing what is being said.
1. Physically show that youre listening.
Give the speaker your undivided attention and acknowledge the message.
Recognize that what is not said also speaks loudly.
Use the SOFTEN technique (next page).
2. Verbally show that youre listening.
Provide feedback. Our personal lters, assumptions, judgments, and beliefs can
distort what we hear. As a listener, your role is to understand what is being said.
This may require you to reect what is being said and ask questions.
Reect what has been said by paraphrasing. What Im hearing is and
Sounds like you are saying are great ways to reect.
Ask questions to clarify certain points. What do you mean when you
say. Is this what you mean?
Summarize the speakers comments periodically.
Tip:
If you nd yourself responding emotionally to what someone said, say so, and ask for
more information: "I may not be understanding you correctly, and I nd myself taking
what you said personally. What I thought you just said is XXX; is that what you meant?"
4. Defer judgment.
Interrupting is a waste of time. It frustrates the speaker and limits full
understanding of the message.
Allow the speaker to nish.
Dont interrupt with counter-arguments.
5. Respond Appropriately.
Active listening is a model for respect and understanding. You are gaining
information and perspective. You add nothing by attacking the speaker or otherwise
putting him or her down.
Be candid, open, and honest in your response.
Assert your opinions respectfully.
Treat the other person as that person would want to be treated.
Key Points:
It takes great concentration and determination to be an active listener. Old habits are
hard to break, and if your listening habits are as bad as those of most people, you have
a lot of work to do.
Be deliberate with your listening and remind yourself constantly that your goal is to truly
hear what the other person is saying. Set aside all other thoughts and behaviors and
concentrate on the message. Ask questions, reect, and paraphrase to ensure you
understand the message. If you dont, then youll nd that what someone says to you
and what you hear can be amazingly different!
Start using active listening today to become a better communicator and improve your
workplace productivity and relationships. And dont leave active listening at the ofce; it
will do wonders for your personal lifejust ask your friends and loved ones!
TACTIC:
S-
O-
F-
T-
E-
N-
Key-word recognition and feedback:
1-____________________________
2-____________________________
4 MAGIC PHRASE RESPONSES
1.___________________________________________________________
2.___________________________________________________________
3.___________________________________________________________
4.___________________________________________________________
THE I-R-O-N METHOD
I- ______________________________
R- ______________________________
O- ______________________________
N- ______________________________
THE B-C-A
B- ___________________________
C- ___________________________
A- ___________________________
THE HAMBURGER
___________________________
___________________________
___________________________
THE FEEL-FELT-FOUND
___________________________
___________________________
___________________________
How to Mediate Conict
Mediation: Mediation is a form of assisted communication. It involves negotiation to
resolve diferences conducted by an impartial party.
Strive to be impartial
Isolate conict to only those who are involved
o Gather Information
o Dene the problem
o Is everyone aware of problem
o How have people been dealing with the issue?
o Have the people involved confronted one another?
Bring people together to discuss the situation
o Have each speak, without interruption, about the problem
o Assist them to set a goal and achieve these goals throughout the conversation
o Summarize and clarify the agreement for them
o Stress that you are not responsible for coming to an agreement they are!
o Communicate a positive feeling on your part about their working to improve the
issues between them
Dene rules of the mediation
o One person speaks at a time
o Each person must listen to each other
o Refer to each person by their name rather then her or she
o ALWAYS use I statements. I feel upset when Mary. instead of Mary really
ticks me of when she.
o No raised voices
o No insults or sarcasm
o Be attentive to body language and how things are said.
Encourage, but dont nd a solution
o Allow them to nd a resolution they are both pleased with
Follow up! Schedule a follow up meeting with both of them a week or two
later. Make sure that their resolution is working for everyone involved.
Six Rules for Conict Mediation
1. Never take sides
2. When possible, use a win-win strategy
3. Help ensure that personal integrity is maintained
4. Get conicts into the open
5. Be aware of barriers to conict resolution (defensiveness, put-downs,
manipulation)
6. Do not involve more people than necessary
Western Area Power Administration
DIVERSITY COMMUNICATION
TOOLKIT
BROUGHT TO YOU BY
THIS KIT INCLUDES:
DIVERSITY TASK FORCE DIRECTORY
DIVERSITY WEBSITE DECLARATION
DIVERSITY MISSION STATEMENT
DIVERSITY WANT AD PHRASE
DIVERSITY GENERAL POSTER
DIVERSITY LAUNCH LETTER
DIVERSITY PERSONAL POSTER
DIVERSITY STAR RECOGNITION PROGRAM
These are templates designed to be used as-is, or customized to suit your specic needs and personality.
FOR MORE INFORMATION, OR TO SCHEDULE A DIVERSITY WORKSHOP, CALL US AT 877-570-1573
Email us at learn@powerdiversity.com, or visit www.powerdiversity.com
DIVERSITY TASK FORCE DIRECTORY
This should be lled in before workshop leader leaves. It should include name, phone, and email address
of each person on the task force team
____________________________________________________________________________
DIVERSITY WEBSITE DECLARATION
AT Western Area Power Administration, WE BELIEVE IN DIVERSITY
BECAUSE WE BELIEVE IN YOU
At Western Area Power Administration, because we believe that our diverse workforce is our greatest
asset, we strive to be a leader in diversity practices and policies. We seek out and welcome people with
unique backgrounds and abilities.
We believe our commitment to diversity, and showing respect for the inherent dignity of all people helps
us attract and keep the most talented workforce in the world, which is the key to maintaining our
competitive edge.
We believe that diferences in race, religion, age, gender, sexual orientation, physical ability, nationality,
background, and thinking style enrich our workforce, and help us better serve our clients and our Western
Area Power Administration family.
We believe in practices that encourage and celebrate individual diferences. We strive to ensure that
diversity and inclusion training will always be an integral part of our hiring, training, and retention process.
We believe that our commitment to promoting a diverse workforce and the unique talents that come with
it will help us achieve our ultimate goalenriching the quality of life for all Western Area Power
Administration employees, and enriching the customer service experience for our clients.
DIVERSITY TASK FORCE DIRECTORY:
For more information on diversity at Western Area Power Administration:
Contact our diversity task force leader, __________________________, at __________________, or one of our
diversity task force team members; ___________________________ at ______________________,
or___________________________ at ______________________, or email us at ___________________.
DIVERSITY MISSION STATEMENT
At Western Area Power Administration, we value and invite diversity in all forms so that we can further
enrich the quality of life for all Western Area Power Administration employees and owners.
______________________________________________________________________
DIVERSITY WANT-AD PHRASE
At Western Area Power Administration we value and invite diversity in all forms.
_______________________________________________________________________
DIVERSITY GENERAL POSTER
Dear (Western Area Power Administration) Employees:
On (Training Date), this organization launched an efort which is of critical importance.
CELEBRATE DIFFERENCES
At Western Area Power Administration, we realize
that diversity is about you.
Call our diversity hotline at _________________
Or email us at ___________________________
With any questions or concerns, to join our diversity task force,
Or to learn more about diversity at Western Area Power
Administration.
Call our diversity hotline at
541-857-7621, or
email us at diversity@retirement.org
With any questions or concerns, to join our diversity
task force, or to learn more about diversity at PRS.
Dear Western Area Power Administration Employees:
On November 1, 2012, this organization launched an efort which is of critical importance.
This efort is focused on bringing together all employees as a team of people who respect, trust, and
appreciate each other as professionals. Its an efort which will help all of us to value each others
similarities as well as diferences. It will help us value diversity.
Diversity is important to this organization for many reasons. Its important because we need to be
innovative; we need a variety of ideas and perspectives to help us see business situations in new ways.
Diversity is important because our customer base is becoming very diverseand if we dont understand
our customers, well miss opportunities and lag behind our competition. Its important because our
employees are becoming more diverse, and we need to maintain our teamwork while at the same time
encouraging a wide variety of backgrounds, viewpoints, and styles.
This organization has made a strong commitment to diversitya commitment which will be successful only
if every single employee, including myself, participates in making it so. Through ongoing training and
communication, well begin to understand each other better, and we will learn ways to work more
efectively among ourselves and in service to our customers.
In these changing times, we need to pull together to ensure our success. I know I can count on you to do
that by living the belief that all Western Area Power Administration employees have valuewithout
exception.
For questions, concerns, or to nd out how you can participate, please contact our diversity task force at
________________ or email us at __________________.
Sincerely,
_______________________________________________________________________
DIVERSITY PERSONAL POSTER
MY DIVERSITY PLEDGE
I am committed to respecting all people and opinions.
I pledge to make
Western Area Power Administration
A safe, open, and inclusive place in which to work and
prosper.
DIVERSITY STAR RECOGNITION PROGRAM
YOURE A
DIVERSITY STAR!
THANKS FOR MAKING
WAPA
A MORE INCLUSIVE,
RESPECTFUL ENVIRONMENT.
Print, cut, and place in the ofce for others to give to those they believe are making a diference.
______________________________________________________________________________
Understanding yourself and others on and off the
job.
a Identify your particular social style - how you relate
most often.
Gain a better understanding of yourself and others.
Predict how you and others might respond in a
given situation.
Improve your communication with others who have
different styles, therefore building more meaningful
relationships.
NATIONAL PRESS PUBLICATIONS
A Division of Rockhurst University Continuing Education Center, Inc.
Setf-
A Profile of Interpersonal Interactions
Each of us is unique. We all have different perceptions, values and experiences that make us special. The
SELF Profile is a survev of social stvle dimensions that is desisned to:
tr Identify your particular style - how you relate most often.
tr Help you gain a better understanding of yourself and others.
tr Help you predict how you and others might respond in a given situation.
tr Improve your conlmunication with others who have different styles, therefore building more meaningful
relationships.
The SELF Profile has four distinct social styles of interaction with others. Although all of us are a unique blend
of all four styles, you will be able to identify your dominant style. SELF was developed by using the most
sophisticated techniques available, but it cannot provide accurate feedback ifyou do not provide accurate
responses. Therefore, it is best to answer the questions in the way that you behave now rather than the way you
used to be or would most like to be. Remember, no personality style is better than any other. And, honest
answers will provide you with the most accurate, useful information possible.
SELF Di recti ons
The SELF Profile consists of 30 general questions describing how a person might act in a given situation.
tr For questions I-24, use the 1-5 scale listed in the example below describing how you might actin a
given situation.
tr For questions 25-30, choose A or B - whichever response describes you best.
Example: I consider myself to be good at small talk.
Not at all Somewhat Occasionally Usually Very much
like me like me like me like me like me
. 1.
Write the Number That Describes You Best in the Boxes on the Right
Not at all Somewhat Occasionally Usually Very much
like me like me like me like me like me
1. When in a group, I tend to speak and act as the representative of that group.
2. I am seldom quiet when I am with other people.
3. When faced with a leadership position, I tend to actively accept that role rather than diffuse it among others.
4. I would rather meet new people than read a good book.
5. Sometimes I ask more from my friends or family than they can accomplish.
6. I enjoy going out frequently.
1. It's important to me that people follow the advice that I give them.
8. I like to entertain guests.
9. When I am in charge of a situation, I am comfortable assigning others to specific tasks.
10. I often go out of my way to meet new people.
1 1. In social settings, I find myself asking more questions of others than they ask of me.
12. I truly enjoy mixing in a crowd.
13. Other people usually think of me as being energetic.
14. I make friends very easily.
15. I am a verbal person.
16. I try to be supportive of my friends, no matter what they do.
l1 . When I see that things aren't going smoothly in a group, I usually take the lead and try to
bring some structure to the situation.
18. I seldom find it hard to really enjoy myself at a lively party.
19. When in a leadership position, I like to clearly define my role and let followers know what is expected.
20. I consider myself to be good at small talk.
2l. I am very good at persuading others to see things my way.
22. I can usually let myself go and have fun with friends.
23. I often find myself playing the role of leader and taking charge of the situation.
24. I do not prefer the simple, quiet life.
. 3.
| :
()
(_)
:
C
l4
26.
For
Questions
25-30, Write the Letter Representing Your Response in
the Boxes on the Right
25. You are in a conversation with more than one person. Someone
makes a statement that you know is incorrect, but you are sure
the others didn't catch it. Do vou let the others know?
A. Yes
B. No
After a hard day's work I prefer to:
A. Get together with a few friends and do something active.
B. Relax at home and either watch TV or read.
21. When planning a social outing with a small group, I am most
likely to:
Be the first to suggest some plans and try to get the others
to make a decision quickly.
Make sure everyone has a say in the planning and go along
with what the group decides.
You have
just
finished a three-month project for which you
have sacrificed a great deal of your free time and energy. To
celebrate, are you more likely to:
A. Invite some of your friends over and throw apafiy.
B. Spend a quiet, peaceful weekend doing whatever you wish,
either by yourself or with a special friend.
If I feel that I am underpaid for my work, I'm most likely to:
A. Confront the boss and demand a raise.
B. Do nothing and hope the situation improves.
I think that those around me see me as primarily:
A. Gregarious and outgoing.
B. Introspective and thoughtful.
A.
B.
28.
29.
30.
. 5.
d
F
(.)
o
oo
!
C)
,
To Score Your
SeffProtile
1. On items 25-30:
tr If you answered A, give yourself a 5.
tr If you answered B, give yourself a 1.
2. Transfer each of the scores you've entered on the right to the
blanks below.
3. Add each column.
Proceed to the next page ...
T
2.
tr
4.
n
6.
tl
8.
T
1.
3.
5.
7.
9.
t t ' J
l .
3.
5.
t .
9.
11.
13.
15.
r7.
19.
2r .
23.
25.
21.
29.
Total
10.
t t ' I
t . z
DIRECTIVE SCORE
Total
AFFILIATIVE SCORE
, , J
,r.n
,u.z
tr.z
t' ' f]
,*.I
ro' I
t r' I
16. I
"f l
18.
rn' r
20.
, t . n
, OE
24'
I
Give yourself a:
I
2
a
J
4
5
6
If you scored from:
t 5- 21
22-33
34-44
45-56
5t-68
69-75
tr Take your Directive Score and put a dot on the broken line below.
tr Then, put a dot on the dotted line below for your Affiliative Score.
tr Next, connect the two dots with a straight line.
tr Shade in the area between the line
you've
drawn and the intersection of the broken and dotted lines.
a6
I
I
I
l 5
I
I
I
I
, 4
' ; ' ' ' ' ' ' ; ' ' ' ' ' ' 0" ' ' l ' ' ' ; ' ' ' ' ' ' ; " ' ' ' ' r ' '
l j
I -
I
I
t 2
I
I
I
t - ,
l I
.8.
f nterpretation ol the
Sutf
Prolile
Now that you have completed your SELF Profile sheet and entered your scores on the graph, you may be
asking, "What do the broken and dotted lines mean?"
The Affiliative Line (dotted) measures your needs and desires for being around others. If you scored high on
the line, you probably like it best when you're with people. On the other hand, people with low scores on this
line tend to be more self-contained, enjoy time to themselves or with a few close friends and generally seek less
interaction with others.
AFFILIATIVE SCALE
. .; . . . . . . . .; . . . . . . .; . . . . . . . . .r. . . . . . . .
;.
. . . . . .
j
.
(High)
(Low)
The Directive Line
(broken)
shows an individual's needs and tendencies to direct and control situations.
People scoring high on this line tend to be comfortable supervising others and controlling situations, while
those scoring low on this line are generally more supportive and seek consensus from others.
DIRECTIVE SCALE
(High) t 6
I
I
I
l s
t "
I
I
I
1a
I
I
I
l 3
t "
I
I
, 2
I
I
I
- 1
.9,
(Low)
l-
Di mensi onal Descri ptors
When the broken and dotted lines intersect, they form four dimensions: the S, the E, the L and the F. Since the
lines measure your Affiliative and Directive tendencies, the combination of the scores can indicate a group of
characteristics.
High
need to
direct
Need i
Need
people |
+
more
Affiliative !
neode
I
"Ll I l l l A+Lr
V \ , /
I
rvDD
aaaaaaaaaaaaaaaaaaaaaaaa. aaaaaaaaaar f ooooaaoaaaaaaaaaaaaaaaoaaaaaaaaaoaa
654i 32, t
Low
need to
direct
S E
C)
.a-)
()
C)
Lr
n
L F
. 10.
Now, to interpret your SELF scores, it may be helpful to take a close look at your visual Scoring Diagram.
You can gain valuable information about yourself by looking at the shaded area on the graph.
If your shaded area on the graph is fairly targe (Figure 1), it is very probable that you exhibit behavior that is
very similar, in most situations, to others in that dimension.
However, if your shaded area takes up only a small portion of your designated dimension (Figures 2 and 3), you
are more likely to be flexible across situations and able to adapt your social style to the particular situation. To
interpret your scores, it will help to look at the characteristics of the dimension you've shaded. That dimension
identifies the response pattern you follow in a large number of situations. But, if your triangle has a large area
along one line (Figure
3), it may indicate that you possess many of the characteristics of the adjoining
dimension. You will need to take a close look at the characteristics of both areas to determine how
you
behave
in most situations.
Figure 1
I
I
I
I
I
t "' \ """""
I
I
I
I
Figure 2 Figure 3
We have gathered information to give you feedback on each of the four dimensions, including clues on how to
interact with others. Continue to explore your SELF profile.
. 1
l .
Below are some characteristics that can be used to describe the tendencies of each dimension of the SELF.
STRENGTHS
LIMITATIONS
Setf Characteristics
S
Persuasive
Risk+aker
Competitive
Pursues change
Confident
Socially skilled
Tnqni r i no
Open
Direct
High
L
Team-oriented
Caring
Devoted
Enthusiastic
Helpful
Accessi bl e
Trusting
Sensitive
Good listener
Good friend
Likes variety
Gregarious
Peacemaker
dimension.
E
Practical
Orderly
\ / af r / r t i f a^r
Self-determined
Organized
Traditional
Goal-oriented
Dependable
Economical
Ambitious
F
Low
Exacting
Thorough
Factual
Reserved
Meticulous
Practical
Calm
Has high standards
Risk-avoider
A.[.EIIil+II-Y-E--i-
Hrch"""""
;
'
;i
Too other-ori enred l !
Indeci si ve
'
)l
Impractical
Fl
Vut ner abl e
=i
Hesi tant
-!
E
Dogmatic
Stubbom
Rigid
Unapproachable
Di stant
Critical
Insensitive
F
Low
Slow to get things done
Perfectionistic
Withdrawn
Dull
Sul l en
Shv
Passi ve
S
Pushy
Intimidating
Overbearing
Restl ess
Impatient
Manipulative
Abrasive
Reactive
Dominating
High
P
(,
Subjective
Low
Low
Exercise: Exploring
tr Select the three Strengths listed in your primary dimension that are most like you.
tr Select the two Limitations that most accurately describe
you.
tr Think of a situation in which you are most likely to act in a manner characteristic of your
Now, think of a situation where you
might take on the characteristics of another dimension. List the situation and the dimension.
tr List at least one descriptor from each dimension that you consider a strength you'd like to have:
(3)
F L E S
( l ) (2)
. 12.
(4)
Setf
and Interactions With 0thers
TURN.ONS
S
Attsntion
Achievement
Recognition
Adventure
Excitement
Spontaneity
...........4..4{t.L..IAIIyE I
High
,
"""1
_L=l
Populariry
>!
CJoseness
-i
Affirmation F: I
Ki ndness
El
Caring
ei
x!
- i
i
Low!
E
Control
Responsibility
Mastery
Loyalty
Fast pace
High
S
Lack of enthusiasm
Waiting
Indecision
Convention
TURN.OFFS
High E
Ambiguity
Irreverence
Laziness
Showing emotions
n
Low
_[
Perfection
Autonomy
Consistency
Practical things
Information
TIVE i
I
I
r-\ |
>!
Fi
UI
t i i
Ei
I
I
I
Lowl
F
Low
Over-assertiveness
Carelessness
Arrogance
Fakes
Exercise: Exploring You and Interactions With Others
tr Review the SELF social dimensions. Which dimension(s) are you most likely to get along with?
tr Review the dimensions listed above. List three of your friends and decide which dimension they
might fit into. Remember to focus on a pattern, not a single behavior.
tr Which dimension(s) might you find most difficulr to ger along wirh?
tr List any social tendencies you may have that could
jeopardize
you in interacting with any of the
other three dimensions.
. 13.
Srtf
Working Strategies
The following describes social style preferences at work. If you scored high in any dimension, you are likely to
possess the following working strengths:
S
Energetic
Enterprising
Enthusiastic
Stimulating
Quick
Creative
Aware
E
By the book
Administrative
Efficient
Organized
Bottom-line oriented
Impatient about details
Makes quick decisions
r J
r r ' l I
I
>i
Arbitrator I : Does well in a routine
\ JI
Adapti ve pi
Dataseeker
Flexible
Ei
Supportslogic/structure
Compromising i Dependable
Fair !
Controlled
Loyal
I
Steady
Cooperative
i
Conservative
Exercise: Exploring You
tr Think of three or four individuals that you work with. Try to place them in one of the four dimensions.
Focus on a pattern and not
just
one descriptor.
Name Dimension
tr In what working situations do you think each of these individuals is most likely to be a success?
. 14.
Actions to Avoid When Dealing
With Each Dimension
S
Show energy and enthusiam
Show interest in what they are
doing or saying
Al l ou t hem t o be spont aneous
Yield to their need for attention
and recognition
Try to agree rr i th them as often
as possi bl e
L
Show sincere interest in them as
individuals
Listen, be humanistic and
sensi ti ve
Be expressi ve
Be casual and infbrmal
Converse, do your paft to
maintain the conversation
F
Listen, they may not bother to
speak out unless you give them
a clear opening
Be friendly, unassuming and
entertaining
Be low-key and supportive
Be the initiator
Ask their opinion
S
Boring them
Being indifferent
Letting them bowl you
over with energy
Forgetting their birthday
or other special occasion
L
Taking advantage of their
willingness to help
Being distant and
unapproachable
Being unappreciative or
forgetting their efforts
Forgetting to return their favors
E
Expecting a 1ot of warm
emotrons
Expecting praise or thanks
Expoundi ng on your
differences
Being offended by their
distance
F
Being arrogant or boastful
Bei ng l oud or pushy
Speaking "knowingly" on that
which you know iittle
Taking over (they may let you
but they' 11 resent i t)
tr
How to Fl ex Your
Setf
Styl e i n Worki ng Rel ati onshi ps Wi th 0thers
Below are characteristics describins what stratesies to use and not use with each of the four dimensions.
Positive Actions You Could Take
E
Show respect fbr their position
and accomplishments
Pl an on doi ng most of t he t al ki ng
Yield to their need to be in control
Avoid disagreements in areas of
common expertise
Engage in activities that don't
require a lot of verbal
interaction (i.e., sports or other
friendly competitions)
tr Think again of four friends or four members of your work family. List their names:
For each individual listed above, list
this person more effective.
a few interactive strategies that might make your interactions with
Name
. 15.
Strategies
Successful Worki ng Strategi es
lf you are in a working relationship with someone of this style, here are a few things that If your supervisor/manager operates from one of these dimensions, it may be
may be helpful to remember. helpful to remember these guidelines.
For Working With Employees or Peers For Working With Supervisors/Ilanagers
Allow them the flexibility to be creative. Be sociable.
They seek recognition and exciting challenges, so reward their efforts with your enthusiasm. Be flexible, open and spontaneous.
Channel their energy in appropriate directions (not always easy). Show enthusiasm and excitement.
Make sure they get lots of credit (they'll probably take it anyway). Let them get lots of credit.
Respect need for socializing. Provide support by providing balance between them and other employees.
Remember: We are important (philosophy).
subtly interject reality when necessary and keep things tidy and organized
They need control - take advantage oftheir efficient, practical, ambitious nature and give Recognize they are motivated by chalienge.
them the reins when possible. Play by their rules.
Take advantage of their need to clear up messes - when business is bad or the situation Be on time, to the point, oriented toward results.
ambiguous, they'll be the best people to provide structure and get others back on line. Show that you are keenly aware of their authority.
Show respect for their traditional values and ways of thinking. Provide support by serving as a buffer between them and other employees,
Work with them to be more accepting of other methods of accomplishment. expose them to alternative ways of doing things, but document everything
Remember: I am important (philosophy).
with emphasis on results.
Remember their need to keep everyone happy and their skill at keeping the peace - when Openly express your thoughts, concerns, ideas.
business is good, these people wiil be the most effecdve leaders. Be a team player, compromise, strive for consensus, build relationships,
Treat them fairly, supportively and openly. Take interest in your supervisor/manager as a person.
Allow them opportunities to interact with others. Make it easy for them when they have to be directive.
Appeal to their principles and values. Provide support; set your own performance goals and get them done.
Remember: They are important (philosophy).
Listen; these people may not be the boldest or first to present ideas - be assured, however, Acknowledge their expertise.
that they have a lot of great ideas. Give facts and data, and be consrstent.
Work with them to set deadlines (you may often have to help them see the virhres of Think things though and document ideas with facts from credible sources.
"good enough"). Offer detailed, well{hought-out plans of action.
Give them space to operate. Provide support by subtly providing energy and enthusiasm through the ranks,
Pay attention and appreciate their need for substance and credibility. bringing in fresh, new approaches (but be sure to document and detail every
Recognize they are practical and emotional. aspect of your proposal).
Remember: It is important (philosophy).
DO
DO
.16.
$
I
t
Successful Working Strategies
For Working With Employees or Peers
DON' T
s
Stifle their energy by demanding their conformity.
Forget to show them your appreciation for their new and thoughtful ideas.
Remember their motivations, don't be too put offby their unconventionality.
They are motivated by opportunities and friendship.
F
Get into their "territory" (they'll let you know).
"Go around" them on issues when they should be involved.
Be ambiguous or use excuses.
Exhibit unassertive behavior.
L
Take advantage of their eagemess to please.
Be harsh or insensitive.
Forget to acknowledge them when you pass them in the hall.
Criticize or cause conflicts.
F
Pressure them, in the interest of expediency, to abandon their careful, exacting
nature (it is these traits that keep the rest of us honest).
Expect them to quickly get on board and initiate new projects without thinking
them through first.
Expect them to empathize (be emotional) in a crisis; instead, they'll use logic
and practicality.
For Working With Supervisors/lVlanagers
DON' T
S
Openly argue.
Expect them to have everything organized and carefully laid out.
Present one conclusion; instead, explore possible compromises/options.
Use a win/loss approach.
E
Exhibit any behaviors that may be misinterpreted as laziness (they'll look for it).
Expect more than a "business relationship."
Waste time chatting.
Expect any strokes.
L
Take advantage of their nature by slacking off.
Forget the importance of maintaining social rapport and informal chats.
Forget to listen and have patience.
F
Be false and ingratiating - do your homework and stick to the facts.
Be in a hurry to prove yourself or push through your new ideas.
Appear arrogant or cocky.
Expect a high risk or surprise in decision-making.
t
I
. 17.
Setf Soci al Styl es Di mensi ons Summary
F L E S
SOCIAL MOTIVATORS Recosnitions Success Acceptance Substance
DISLIKES Routine
indecision
Laziness,
irreverence
Dissension,
egotism
Pushers,
phonies
DECISION STYLES Spontaneous
(quick)
Decisive (quick) Inclusive
(slow)
Methodical
(slow)
WHEN THINGS DON'T GO
WELL, THEY WILL
Be accusing,
blame it on
others
Fight for
control, become
defensive
Submit, fall in
line
Withdraw,
separate
ADAPTIVE STRATEGIES Tone it down
some, listen
Listen, accept
others'
differences
Self-indulge Assert, be
spontaneous
WOULD MOST LIKE YOU TO
(BE)
Recognize their
ideas and
achievements
Follow and
support their
goals
Sensitive of
their feelings
Accepting of
their thoughts
THEIR WORST FEARS ARE Losing social
image
Losing control Losing
acceptance
Being wrong
and looking
foolish
. 18.
Gui del i nes f or Usi ng Thi s I nl ormat i on
When you have completed the SELF Profile and have access to more information for understanding others,
there are a few guidelines that may be useful to remember.
I First, the information in this test is designed to aid you in self-awareness and understanding others in broad
and general terms. However, there will be, as is always the case, exceptions to these general categories.
Human beings are very complex creatures whose behavior is greatly affected by a variety of factors.
Therefore, they are not easily categorized.
I Second, always remember that an individual's behavior is greatly affected by the situation he or she is in.
So, you can expect individuals to exhibit a variety of different characteristics in different situations.
Therefore, look for consistent information across several settings before categortzing others into any one
dimension.
I Finally, it will help you to remember that an individual's social style is the product of many years of
development and is not easily changed. You will be wise to accept others as they for both their
strengths and limitations - rather than insisting upon changing them.
I Remember, no personality style is better than any other. Yet, our social interactions with others can be
greatly enhanced if we have an understanding of the motivations, strengths and weaknesses of both
ourselves and others. The SELF Profile can serve as a useful tool for satherins such information.
.
19.
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