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  • 1. Personalysis ®SummaryHenry PanProvidence Health & Services Rational Preferred style Henry likes clearly defined roles. Enjoys gathering, analyzing and monitoring information. In approach, is cautious and reflective, patient and dutiful. When leading, is consistent, keeps track of what goes on in the organization and focuses on how things can be done efficiently. Is precise, takes care of details and uses documentation to get things done. Frustrated with those who break in with remarks and disvalue the knowledge of others. Socialized Communication expectations Henry expects leaders and others to explain why and how something is to be done. They should answer questions and provide a course to follow. Expects to use procedures and use know-how. If approached right, will work at a deliberate pace and be self-reliant. To overcome problems, solicits input, and tries to make corrections and limit vulnerability. Does not respond well to those who fail to provide a consistent way to do things or discuss intentions. Instinctive Motivational needs Henry needs to understand and be involved in developmental activities. Motivated to listen to others and use imagination. In making decisions, makes comparison of like features, looks for alternatives and frees thought from ambiguity. Under pressure, draws from expertise of others and improves knowledge. Self-confidence is increased by sincere dialog and learning. Frustrated when unable to maintain independence and flexibility. Profiled: 11/07/2012 © 1975, 1983, 1996, 1999, 2000, 2001 by Personalysis Corporation. All rights reserved. Personalysis and We Know People are registered trademarks and Colorgraph is a registered trademark of Personalysis Corporation.
  • 2. Personalysis Henry Pan Providence Health & Services © 1975, 1983, 1996, 1999, 2000, 2001 Personalysis Corporation. All rights reserved.Personalysis and We Know People are registered trademarks and Colorgraph is a trademark of Personalysis Corporation.
  • 3. about your personalysis reportYour Personalysis Report is based upon answers you provided in the Personalysis Questionnaire, andit is not influenced by age, race, sex, education, or religion. It is a scientific management tool thatexplains why and how you feel, think, and act under varying levels of pressure.Personalysis is an assessment of your unique personality. It is composed of a complex mix ofbehaviors that you use to create success and to be effective. There is no single perfect, ideal, average,or standard profile. Your personality is very special -- neither better nor worse than any other. It issimply different. To get more from your Personalysis report, view the interactive guide at www.personalysis.com/guide. Your user code for the guide is: fzhh xxzz dwxr The animated graphics, interactive exercises, and video segments reinforce key elements of your report.what you will find in your report preview (on the facing page): a one-page summary that captures the essential themes of your personality. colors, numbers, clusters and dimensions (pages 2-3): basic information necessary to understand your behavior under various levels of stress, the color-coded behavioral shorthand of your personality, how colors are measured, and how two colors together form a cluster with special meaning. instinctive dimension (pages 4-5): identifies the powerful motivating forces that affect your self-esteem and sense of well-being. Your basic needs must be met for you to feel effective and secure. When you are upset or concerned, look to this dimension to define the underlying cause, and then identify a solution. socialized dimension (pages 6-7): describes how you learned to interact with others. It defines the expectations you have of yourself as well as of others. This is the dimension you use to gather information and to extend cooperation. rational dimension (pages 8-9): reveals the way you most enjoy interacting with your world. You use this information to identify both appealing and frustrating job activities. negative behaviors (pages 10-11): provides insight into your defensive and self-defeating behaviors. peak performance (pages 12-13): offers strategies to enhance your personal and professional success.© 1975, 1983, 1996, 1999, 2000, 2001 by Personalysis Corporation. Personalysis Corporation 1
  • 4. colors, numbers, and clustersThe colorsThe use of colors provides a quick means to understand your behavior in a nonthreatening way.There are no good or bad colors, and every individual is a combination of colors. When you use thecolor-coded shorthand, you can improve communication and productivity. Act Adapt Independent Interdependent Be in charge Be Involved Direct approach Responsive approach Task-driven Relationship-driven Analyze Assess Autonomy Freedom Be in control Be informed Reserved approach Questioning approach Methods-driven Information-drivenThe numbersEach color is measured along the diagonals in half-point increments. The high numbers representstrengths, while low numbers indicate potential blind sides: 0.0 - 2.5 Low intensity 3.0 - 3.5 Moderate intensity 4.0 - 6.0 High intensityIn each dimension, the total will always be 12 points.The clustersEach person is best described as having some combination of colors. When any two colors have ascore totalling 6.5 or greater, you obtain a cluster with special meaning, as shown below: red + yellow blue + green red + green yellow + blue red + blue yellow + green short-term long-term convergent divergent individual group outer-directed inner-directed tangible intangible developmental organizational© 1975, 1983, 1996, 1999, 2000, 2001 by Personalysis Corporation. Personalysis Corporation 2
  • 5. dimensionsPersonalysis offers a more complete picture of your personality. Where other profiling instrumentsprovide data on one or two levels of personality, Personalysis captures three productive and twonegative dimensions. The result is a more accurate assessment. The Personalysis difference is theability to go further, provide greater detail, and give a more thorough interpretation.RationalThe dimensions of your personality have a relationship that is best understood as a hierarchy ofneeds. To illustrate this relationship, your profile is shown on this page within a pyramid. At the topof the hierarchy is the Rational dimension. Always positive in expression, this preferred styleprovides the greatest satisfactions in life. To achieve this dimension, lower-level needs must besatisfied first.SocializedThe Socialized dimension is adaptive behavior that has been learned. The positive dimension revealshow you learned you ought to deal with situations and interact with others. The negative side, on theother hand, shows how you learned you ought to resist and defend yourself when you are frustrated. To understand the interaction of the different parts of your personality, Rational it is useful to consider your profile within a pyramid. The pyramid helps demonstrate the hierarchy of needs within your personality. Socialized Instinctive Henry PanInstinctiveThe Instinctive dimension at the base of the pyramid is the foundation on which all else depends.These personality resources govern the way you instinctively evaluate and deal with lifescircumstances. They ensure your safety and effectiveness. Generally nonverbal and internalized,these survival instincts generate strong emotions and drive positive motivation. The negativeexpression of this dimension reveals self-protective fear and anger triggered when needs arethreatened or denied.It is important to recognize that the comfort and stability of your base, your Instinctive dimension,must be assured before you can move to higher levels of self-expression.© 1975, 1983, 1996, 1999, 2000, 2001 by Personalysis Corporation. Personalysis Corporation 3
  • 6. basic information about the instinctive dimensionYour Instinctive dimension—your basic nature—is the foundation of personality. It is the core ofyour survival needs, concerns, and motivating forces. Largely subconscious and intense, thesefeelings usually are not verbalized, yet they influence all activity in your life. These explain why youdo what you do. Personalysis makes this subconscious self visible as represented by the high colorscores.Your Instinctive dimension forms the roots of motivation, confidence, commitment, and self-worth.At home, most people move to this level to recharge their energy and are likely to exhibit these colortraits more openly. At work, however, these are underlying drives that must be satisfied, even thoughthey usually are more implicit than explicit.Authoritative Flexible Motivated to achieve short term goals. Needs to Motivated to achieve consensus within the group. act and use a sense of urgency. Values indepen- Needs to have influence and stay adaptive. dence and a chance to be in charge. Uses personal Values flexibility and uses opinions of group authority to make decisions. to arrive at decisions. Relies Relies on tangible results on positive group feedback to measure success and to measure success and self-worth. self-worth. Motivated to achieve control Motivated to achieve and predictability. Needs to understanding. Needs time to have territory clearly defined access and identify alternatives. and boundaries protected. Values freedom. Uses multiple Values autonomy. Uses past experience and justi- sources of information to make decisions. Relies fiable facts to analyze risk and make decisions. on understanding and close, consultative relation- Relies on consistency and order to measure success ships to measure success and self-worth. and self-worth.Controlling UnderstandingThe statements above apply to you strongly in the colors where your scores are 4.0–6.0 and moderately where yourscores are 3.0–3.5. The statements do not apply to you where your scores are 0.0–2.5.© 1975, 1983, 1996, 1999, 2000, 2001 by Personalysis Corporation. Personalysis Corporation 4
  • 7. instinctiveHenry PanMotivationHenry is strongly motivated to gather information and grasp what isgoing on. Would like to develop a notion of what may happen andinfluence the future. Feels the need to consult and exchange views. Isopen to the flow of events. Wants to innovate and engage inhigh-minded activities. Protects freedom to make own judgments inorder to match an ideal in the mind.To seek advance notice and prepare for what may arise come naturally.Empowered by the chance to picture what can take place and to getready. Balances the need for understanding with the needs for actionand harmony. Desires to save some quality time and space forself-renewal after using talent in developmental and productiveundertakings.LearningIn learning, Henry applies thought process that primarily features an if-then approach. The intentis to foresee the outcome of various choices. When trying something new, uses visualization,association, and trial and error. Sees how things are related and integrates them to grasp thepurpose and meaning. Practices what works while eliminating faulty attempts.Feels more effective if able to involve others and share insights while extending the range ofknowledge or skills. Organizes ideas, feelings, and perceptions into an associative web. Benefitsfrom feedback and positive reinforcement. Satisfaction is increased when others give unexpectedpraise and express appreciation.Decision-makingIn making decisions, Henry needs to mull over what is intended. Counsels with others and getstheir advice. Uses give and take, clarifies concerns, and adds to options. Is reluctant to push aheadwithout exploring what could happen. Listens for “what,” “why,” and “what if.” Comparesdifferent courses of action and narrows thought until it is free from ambivalence.Implements decisions after making own investigation, considering the rationale, and making aforecast. Experiments with novel plans to be productive. Devotes self to what has to be done. Doesnot want to be told what to do. Becomes anxious if controlled in matters of opinion or conduct.ChangeWhen dealing with change, tries to be aware of opportunities along with problems. Feelsthreatened with shifting conditions unless able to look at alternatives and apply an enterprisingaptitude. To dialog with others in order to reduce uncertainty is uppermost in mind. Develops abackup plan. Will deal with situations that can be impacted and accept those that cannot bechanged.Under pressure, Henry fears loss of independence. Values liberty that is essential to dignity.Assesses for potential opportunities or hazards. Uses rich internal resources to resolve whatever isquestionable. Stays alert for unintended consequences. Could be strengthened by teambuildingwith someone who is able to stay in control under stress and hold the line.© 1975, 1983, 1996, 1999, 2000, 2001 by Personalysis Corporation. Personalysis Corporation 5
  • 8. basic information about the socialized dimensionYour Socialized dimension—your second nature—comprises the way you learned to interactwith others, especially authority figures and those you perceive to have power over you. It alsorepresents how you expect to be treated in order to gain your cooperation.Each of us gathers information in a different manner. If others get on “your channel,” it soundsgood. But if they communicate to your low color, their approach could create resistance. Notonly what is said, but how the message sounds creates reluctance or willingness to respond.Your Socialized dimension is also a backup style of behavior, denoting what you ought to be,think, and do. It often provides personality resources either not available or less stronglypresent in the other two dimensions. In problem-solving, it draws from reason, emotion, andexperience.Direct Involved Feels leaders ought to provide strong guidance. Feels leaders ought to provide democratic Works well under direct leadership where guidance. Works well under flexible leadership goals are clearly stated. Follows the lead of those where broad goals are defined. Follows focus of with experience. Expects focus. the group. Expects involve- Values hands-on experience. ment. Values the right to parti- Does not respond well to cipate. Does not respond well passive, indirect leadership. to rigid, bureaucratic control. Feels leaders ought to Feels leaders ought to provide consistency and allow individuals to be self- uniformity. Works well under directed. Works well under structured leadership where indirect leadership where systems are clearly stated. Follows policy and pro- ideas and input are solicited. Follows personal cedure. Expects rules and regulations. Values com- reason. Expects reasons why. Values the right to pliance. Does not respond well to leadership question. Does not respond well to direct, authori- that is vague about procedures and expectations. tative demands.Systematic QuestioningThe statements above apply to you strongly in the colors where your scores are 4.0–6.0 and moderately where yourscores are 3.0–3.5. The statements do not apply to you where your scores are 0.0–2.5.© 1975, 1983, 1996, 1999, 2000, 2001 by Personalysis Corporation. Personalysis Corporation 6
  • 9. socializedHenry PanSelf-expectationsHenry expects to do what those in control want to do and carry outtheir plans. Without experience, thinks you should rely on policies andprocedures set up by those in charge, and work in the most economicalmanner. Believes you ought to use judgment while fulfilling duties.With experience, will draw on a questioning mind, give ideas toimprove the way things work, and suggest a strategy. To prepare andavoid error in action, opinion, or technique are strong expectations.When what has to be done is clear, has the power to think thingsthrough and design efficient ways to get things done. Will be sustainedin efforts to do the right thing and do it right.Expectations of othersHenry expects that leaders and others ought to go by a pattern. They should explain how they wantthings done and secure buy-in. Follows lead of those who outline a system while giving fellowassociates a stake in what happens. Expects those in charge to work for a planned effect, provide anopportunity for dialog, and offer training and development.Those who specify requirements and encourage self-direction will be respected. An effectiveresponse is made possible, therefore, by leaders who develop a track to run on, invite input, andprotect against unpredictable irregularities. Does not react well to those who change priorities atthe last minute and make new demands.Cooperative responseWhen others provide a template to go by, Henry will do what is required and be accountable. Haslearned you should meet obligations and avoid guilt by being dependable. Feels you ought toconform to standards and be answerable. It is second nature to go by guidelines and not takeunnecessary chances.To overcome problems, Henry looks underneath issues to seek underlying causes or nature ofdisorder or malfunction. Makes changes with caution. May resist those who do not provide achance to buy in; but, if approached right, will assess the situation and fine tune what has to bedone.Communication: right and wrong approachesWe learn how to gather information and interact with others early in life. Henry can readily relateto those who are reserved, cautious, and systematic. But may misread those who employ acommanding style and are action-oriented. May distort their behavior as being confrontational andlacking patience.Their need for urgency may be mistaken for being impulsive and lacking restraint. Is not at easewith people who are assertive and may misperceive them to overstep boundaries. To relate toHenry, remember to focus on the down side of issues first, deal with priorities, and allow time tosort explanations.© 1975, 1983, 1996, 1999, 2000, 2001 by Personalysis Corporation. Personalysis Corporation 7
  • 10. basic information about the rational dimensionYour Rational dimension—your preferred nature—comprises behavior you choose of your own freewill. In this stress-free mode, you experience a sense of self-mastery. You also pursue activities thatprovide the most satisfaction. When you take advantage of the strong colors of this dimension, youare able to use your most comfortable style. The behaviors of this dimension should be reinforced byeducation, training, and job placement.You cannot use the strengths of the Rational dimension until the secondary needs of the Socializeddimension and the primary needs of the Instinctive dimension are met. Only then can your energyflow into this comfort zone where you feel confident, cooperative, and challenged.Authoritative Democratic Enjoys take-charge roles. Prefers to be direct and Enjoys communication-oriented roles. Prefers to focused in approach. Is concerned about be flexible and adaptive in approach. Is con- practicality. Likes to implement and give cerned about teamwork. Likes to delegate and authoritative leadership. give democratic leadership. Gets things done by being Gets things done through task-oriented and maintaining organizing and coordinating direction. strengths of others. Enjoys control-oriented roles. Enjoys problem-solving roles. Prefers to be cautious and Prefers to be mentally active reserved in approach. Is con- and creative in approach. Is cerned about documentation concerned about innovation. and details. Likes to monitor and give systematic Likes to consider alternatives and give indirect leadership. Gets things done through following leadership. Gets things done through planning up and structuring activities. and developing ideas.Structured Self-DirectedThe statements above apply to you strongly in the colors where your scores are 4.0–6.0 and moderately where yourscores are 3.0–3.5. The statements do not apply to you where your scores are 0.0–2.5.© 1975, 1983, 1996, 1999, 2000, 2001 by Personalysis Corporation. Personalysis Corporation 8
  • 11. rationalHenry PanPreferred styleHenry is a steadfast person who likes to plan and control a program ofwork. Employs a resourceful style and is slow of tongue but quick ofeye. Comes across in a perceptive manner and is able to see beyond theobvious. Tends to focus on what can be established as genuine. Hascapacity to seek the evidence and determine validity.Takes pleasure in ability to exercise restraint over the irresponsibleexpression of emotion, thoughts, and actions. To understandunderlying truth while relating to people around their concerns is astrength. Does not want to be pressured. These behaviors, as well as theability to monitor what happens and suggest ways to improve, foster asense of self-mastery.Style limitationsBecause Henry is so calm and self-possessed, others at times may interpret this as being unfriendly,unadventurous, or lacking drive. Such a judicious style could be misunderstood when an outgoingand upbeat approach may be indicated. There is a time to be scrupulous, and there is a time to beexcitatory, charged, and animated.Since a reserved mode of action is not always appropriate, Henry may need to shift stylesconsciously. Find behaviors in other dimensions that show more dash and dynamism and are lesslikely to be perceived as too particular, overcontrolling, or the like. Another option is to team buildwith someone who comes across as more enthusiastic and gregarious.Satisfying job activitiesWe are able to operate in our comfort zone when we have had our basic needs met and are inpositions that utilize the strengths of our preferred style. Broadly speaking, Henry preferssystems-oriented and information-driven roles. Enjoys job functions that call for studying thenature or cause of a situation. Values a chance to investigate, record, and document findings.Is challenged when gathering, categorizing, and analyzing facts and figures. Likes to take care ofdetails while applying know-how. To employ principles, processes, and procedures brings a senseof fulfillment. These talents, as well as potential to follow a strategy and move toward a plannedeffect, contribute to peak performance.Frustrating job functionsGenerally, Henry should not choose roles that use a suave, promotional turn of mind. Dislikestrying to patronize others or to aggresively sell goods or services. Should keep clear of duties thatcall for being outgoing and interacting intensely with people. Does not enjoy being in situationswhere the rules are not spelled out. Assignments that require flexibility and do not capitalize onability to operate with policies and procedures should be avoided.In addition, has a distaste for jobs that grant associates latitude to follow methods and priorities oftheir choice. Cannot readily give others a long leash. Any functions that accent a broad span ofcontrol rather than systematic management, trusting instead of verifying, or responding as opposedto controlling do not draw on Henrys strengths.© 1975, 1983, 1996, 1999, 2000, 2001 by Personalysis Corporation. Personalysis Corporation 9
  • 12. basic information about negative behaviorsNegative behaviors are outward symptoms of insecurity, frustration, fear, or anger. They can betriggered when you work in a frustrating job role, perceive threatening communications, or feel yourinstinctive survival needs are at risk. Then you experience the concerns of an insecure self. Whenstress becomes overwhelming, negative energy drains your emotional and mental resources creatingthe reactive defensive behaviors. Negative Socialized – DefensiveCoercive Provocative Reacts to indecision and lack of direction by Reacts to rigidity and inability to be involved in becoming irritable and insistent. Is likely to decisions by becoming opinionated and become abrasive and dicta- argumentative. Is likely to torial. Presses for action and become critical of others. can act impulsively. Becomes Becomes rebellious and demanding. manipulative. Reacts to inconsistency and Reacts to loss of ability to be lack of structure by becoming self-directed and question rigid and uncompromising. authority by becoming resent- Is likely to become negative ful and detached. Is likely to and suspicious of others. Becomes unfriendly rationalize actions. Becomes uncommunicative and withholds cooperation. and procrastinates.Resistant ResentfulIf anxiety increases, fear and anger generate the self-destructive, irrational behaviors.Hostile Negative Instinctive – Irrational Rebellious Reacts negatively to the perceived inability to Reacts negatively to the perceived loss of options act and achieve short-term goals. Becomes arbitrary and involvement. Becomes rebellious and and dictatorial. Can become overconfident. Can be high-handed to get own way. cavalier. Acts recklessly Acts impulsively trying to in an attempt to assure assure dominance. flexibility. Reacts negatively to the Reacts negatively to the per- perceived instability and loss ceived loss of understanding. of control over the environment. Becomes worried and puts Becomes stubborn and over- things off. Can be uncommu- controlling. Can become suspicious. May build a nicative and detached. Withdraws to buy time to shell to assure order and retain predictability. assess alternatives and maintain closeness.Stubborn WithdrawnThe statements above apply to you strongly in the colors where your scores are 4.0-6.0 and moderately where yourscores are 3.0-3.5. The statements do nto apply to you where your scores are 0.0-2.5.© 1975, 1983, 1996, 1999, 2000, 2001 by Personalysis Corporation. Personalysis Corporation 10
  • 13. negative behaviorsHenry PanSome stress cannot be avoided. For a short time, it even may beproductive. Under functional stress, Henry is concerned aboutmaintaining understanding, flexibility, and freedom to act. Dislikesbeing taken for granted. Hates to lose rapport and be denied helpfulfeedback. Feels the need to become quiet and draw on a habit ofreflection. When the leader and others become the caretakers of theseconcerns, fears, and distress symptoms, they help reduce anxiety andmake greater productivity possible.Defensive BehaviorThe defensive, negative behaviors are used as a stall system or the first line of defense to manage anuncomfortable situation. When doubtful, insecure, or frustrated, Henry feels uncertain andresentful. Reacts by becoming difficult. Is upset by the lack of input and consistency. Loses abilityto be thoughtful and dependable. May become contrary and hold siege on a negative attitude.Usually is perceptive and steadfast, but now can be sullen and pull into a shell. Feeling threatened,is unable to be objective and fails to listen. Intervention strategies Leaders should recognize the role they play if Henrys performance is poor. They should not overreact. Neither should they assign shame or guilt nor add to this troubling conduct. Rather, they need to stay rational and give time to sort. It would help to define the work to be done, provide a methodology, and ask for questions. The intent is for Henry to become engaged, do what has to be done, and maintain a pleasant disposition.Irrational BehaviorEach of us becomes angry with people or those situations that make us fearful. Henry fears loss offreedom and the capacity to arrange own time. Does not want to be cut off from those who couldlend a ready ear. If leaders do not address these anxieties, they could trigger irrational behavior. IfHenry becomes bewildered, is self-blaming, or appears to be overwhelmed, distress is obviously outof hand. Other symptoms could include: questioning the intentions of others, developing a victimmentality, or exhibiting similar conduct that results from fear. No one purposely chooses to act inan irrational manner. To provide for recovery, you must deal with the concerns and fears. Corrective strategies Leaders should exchange information, preview the situation before taking action, and give feedback. Avoid threatening the need for consultation, discounting questions, or cutting off a problem-solving process. Remember that Henry has a basic need to use an enterprising spirit and provide a useful service. When underlying expectations are met, reinforced, and channeled, Henry can be free to use a lively imagination and match what happens to an ideal in the mind. Wants to gain perspective while fulfilling needs for recognition, independence, and self-expression.© 1975, 1983, 1996, 1999, 2000, 2001 by Personalysis Corporation. Personalysis Corporation 11
  • 14. applying personalysis for peak performancePersonalysis is based on an energy model of personality. Before you can become self-actualized andenjoy peak performance, energy must flow freely among the Instinctive, Socialized, and Rationaldimensions. When your primary needs are met, you feel confident (Instinctive). When you feelconfident, you have the energy to cooperate (Socialized) with others. When you are able to cooperatewith others, you have the energy to enjoy the challenges (Rational) of life and work.In the pyramid model, positive and negative behaviors are emotion-driven. Frustration and fearchoke the positive flow of energy and draw it downward. The reactive behaviors are expressed asresistance and resentment in the Negative Socialized dimension and as fear and anger in the NegativeInstinctive dimension.Positive behaviors ofpeak performance Enjoyment of the challenge of life Rational and work Ability to be cooperative Socialized with others Feelings of Instinctive • Concerns and anxieties can produce insecurity confidence • Insecurity may lead to negative behavior Negative Defensive feelings Socialized of resistance and resentment Negative Irrational feelings of fear Instinctive and anger Negative behaviorsKnowledge of how your colors interact at each level gives you power to manage yourself and dealwith others more effectively. You always operate from one dimension at a time and from one color ata time. Moreover, you unconsciously shift styles by using different dimensions and colors as yourcircumstances change or as you experience stress.Personalysis gives you a tool to understand how to shift styles consciously to access the colorstrengths at various levels needed to be effective. You do not have to be a victim of the forces thattrigger negative behavior because Personalysis provides the roadmap to use the positive behavioralresources you need to achieve peak performance.© 1975, 1983, 1996, 1999, 2000, 2001 by Personalysis Corporation. Personalysis Corporation 12
  • 15. peak performanceHenry PanSteps to achieve peak performance• Fulfill your instinctive needs on a daily basis to build confidence. Draw upon socialized behaviors to relate to and cooperate with• others.• Seek job roles that challenge and utilize your strengths. Guard against reactive behaviors and emotions that may be• self-defeating and nonproductive.ChallengeIf you feel good about yourself, you have a sense of mastery. You are able to live in your comfortzone, enjoy your job, and use your preferred style. Henry prefers information-related and technicalroles. Takes pleasure in studying the nature or cause of a situation and searching for meaning.Delights in investigating issues, recording and documenting findings, and reporting the results.In working with others, comes across as a well-organized and mentally active person. Likes tocritique whatever is done. May opt for independent duties. Employs a dutiful style. Has capacity toexercise restraint over the expression of emotion, thought, and actions. Seeks solutions toproblems. Takes measures to avoid error and ties up loose ends to achieve an integrated outcome.CooperationTo gain cooperation and limit resistance, you must meet the expectations of the person with whomyou are dealing. In doing so, you set the stage for a static-free response. Henry expects to haveinput, set up a methodology, and find a way to make things better. Is more likely to go alongwillingly if leaders and others seek buy-in from their fellow worker. They should explain what isrequired, install a system, and fairly evaluate what is done.When given a say about what has to be done, Henry employs an inquiring mind. Offers credibleways to make improvements. Relies on analytical talent, thinks about consequences, and shapes astrategy. Develops a way to do what is intended while preventing error. Does not respond well tothose who do not ask associates for their ideas or develop a track to use.ConfidenceTo achieve a sense of security, everyone must fulfill basic emotional needs on a daily basis. Youmust respect what each person requires to feel confident. This is the key to motivation, decisionmaking, and trust. Henry is strongly motivated to gather information and increase understanding.Wants to get in position to affect whatever happens. Dialogs with others to gain insights.Self-confidence is increased with ability to project different scenarios and anticipate consequences.Clarifies concerns and devises a viable plan before moving forward. The main theme centers on thedrive for knowledge, independence, and influence. This highlights the desire to balance energeticactivity with a time for peaceful renewal.© 1975, 1983, 1996, 1999, 2000, 2001 by Personalysis Corporation. Personalysis Corporation 13