The document summarizes the results of Nancy's Big Five Personality Inventory taken over the course of a semester. It shows her scores on Extraversion, Agreeableness, Conscientiousness, Neuroticism, and Openness compared to the class average. Nancy increased on Extraversion, Agreeableness, and Conscientiousness over the semester, decreased on Neuroticism, and also decreased slightly on Openness. The document provides details on Nancy's personality traits and how they changed relative to her classmates over the semester.
Coaching for presentations is a big part of the YPO/EO Forum Experience. Better coaching leads to better presentations and better presentations leads to a better Forum experience. Tom Krieglstein has spent hundreds of hours coaching Forums and in this PDF he puts together his tops tips on how to effectively coach someone for an upcoming Forum Presentation.
When a researcher is interested in measuring the attitudes, feelings or opinions of respondents he/she should be clear about the following: a) What is to be measured? b) Who is to be measured? c) The choices available in data collection techniques
Coaching for presentations is a big part of the YPO/EO Forum Experience. Better coaching leads to better presentations and better presentations leads to a better Forum experience. Tom Krieglstein has spent hundreds of hours coaching Forums and in this PDF he puts together his tops tips on how to effectively coach someone for an upcoming Forum Presentation.
When a researcher is interested in measuring the attitudes, feelings or opinions of respondents he/she should be clear about the following: a) What is to be measured? b) Who is to be measured? c) The choices available in data collection techniques
This eBook will teach you proven strategies for setting goals that will inspire you and your team to make things happen in your organization. It explains how to use the theory of goal setting to set practical targets for you and your team members.
You will learn:
The theories that underpin goal setting and motivation.
The two most popular goal setting methods, 4CF and SMART.
How to turn aspirations into clear ‘goal statements’.
The key to persuading team members to buy into the goals you set.
How to recognize situations where traditional goal setting won’t work.
Goal Setting 2014 | Setting SMART Goals - Is to assist you in taking your goals and tracking to the next level. Included in this slideshare is an excel (pdf) file for you to use to help you track and succeed with your goals.
PDF file available at http://robertjbanach.com/presentations/
Personal development and goals are like a marriage that actually works. They compliment each other and give you the power to pick the life you want to live. Every successful person can attribute most of his or her health, wealth and happiness to goal setting and a strong focus on personal development.
Life is too short not to be living it to the fullest which means setting big goals, celebrating achievements, learning from failures, being surrounded by loved ones and eating good food. Everything we love to do over at www.inspiringhealthwealthandhappiness.com.
PDF file have few slides for young professionals who have just started their career or for teachers and training facilitators covering Goal Setting and Time Management under the main heading of "Self Management"
Goal Setting PowerPoint Slides include topics such as: perspectives on goal setting, seven types of goals, steps to goal setting, principles, objectives, and benefits of goal setting, important factors in goal setting, goals vs. activities, measuring goals, 10 steps to writing goals, procedures for goal integration, discussing goals with others, how to's and more. Slides can easily be tailored to your specific needs, use them with an LCD projector, make handouts, and/or create overheads. 100+ PowerPoint presentation content slides. Each slide includes slide transitions, clipart and animation. System & Software Requirements: IBM or MAC and PowerPoint 97 or higher. You may use this product over and over again. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
Assignment Please follow instructions and no late work. You can a.docxbraycarissa250
Assignment: Please follow instructions and no late work. You can answer 1 to 2 sentences for each value and principle.
No Plagiarism. The Personal Values survey you will need is attached.
· After taking the Personal Values Survey and reflecting on your results, determine the three character traits for which you scored highest.
· Then, rephrase them as values that are relevant to you in your professional and personal life. For instance, if one of your strongest character traits is “critical thinking,” your value statement might be: “I value thinking critically about situations in my life.”
· For each of your top three values, identify three principles that emanate from each one (you will have a total of nine principles). For instance, if your value statement is “I value thinking critically about situations in my life,” your principle might be: “It is important to fully understand a situation before making a decision.”
· Finally, create a goal that aligns with a principle you have identified. For example, if your principle is, “It is important to fully understand a situation before making a decision,” then your goal might be: “Evaluate career opportunities in my city.”
WMBA 6000: Dynamic LeadershipPersonal Values Survey
Each of the value categories listed below represents both a value and a personality strength. For example, “wisdom and knowledge” are values that you may embrace and strive for in your life through formal education and through learning what you can from your colleagues and family. At the same time, these are also strengths that you might leverage in your relationships as well as in the workplace.
The items under each value category are similar in that they could be considered both strengths and values, but think of them predominantly as strengths when you complete this survey. Ask yourself: To what extent is each of these a part of my personality?
Address each of the questions below by circling the number that best applies. Use the following scale when choosing the number:
1 = Not part of my personality at all
2 = Slightly a part of my personality
3 = Somewhat a part of my personality
4 = Very much a part of my personality
5 = Completely a part of my personality
Personal Values Survey
Value 1—Wisdom and Knowledge: Cognitive strengths in this value category entail the acquisition and use of knowledge.
Creativity
1 2 3 4 5
Thinking of new ways to do things is a crucial part of who you are. You are never content with doing something the conventional way if a better way is possible.
Curiosity
1 2 3 4 5
You are curious about everything. You are always asking questions, and you find all subjects and topics fascinating. You like exploration and discovery.
Love of Learning
1 2 3 4 5
You love learning new things, whether in a class or on your own. You have always loved school, reading, and museums—anywhere and everywhere there is an opportunity to learn.
Open-Mindedness
1 2 3 4 5
You value judgment, c ...
Leaders Self-Insight 3.1. T–P Leadership Questionnaire An .docxsmile790243
Leader's Self-Insight 3.1. T–P Leadership Questionnaire: An
Assessment of Style
Instructions: The following items describe aspects of leadership
behavior. Assume you are the appointed leader of a student group and
feel the pressure for performance improvements to succeed. Respond to
each item according to the way you would most likely act in this pressure
situation. Indicate whether each item below is Mostly False or Mostly
True for you as a work-group leader.
Mos
tly
Fals
e
Mos
tly
Tru
e
1 I would hold members personally
accountable for their performance.
2 I would assign members to specific roles
and tasks.
3 I would ask the members to work harder.
4 I would check on people to know how they
are doing.
5 I would focus more on execution than on
being pleasant with members.
6 I would try to make members' work more
pleasant.
Scoring and Interpretation
The T–P Leadership Questionnaire is scored as follows: Your T score
represents task orientation and is the number of Mostly True answers for
questions 1–5. Your P score represents your people or relationship
orientation and is the number of Mostly True answers for questions 6–
10. A score of 4 or 5 would be considered high for either T or P. A score
of 0 or 1 would be considered low. T = _ _ _. P = _ _ _.
Some leaders focus on people needs, leaving task concerns to followers.
Other leaders focus on task details with the expectation that followers
will carry out instructions. Depending on the situation, both approaches
may be effective. The important issue is the ability to identify relevant
dimensions of the situation and behave accordingly. Through this
questionnaire, you can identify your relative emphasis on the two
dimensions of task orientation (T) and people orientation (P). These are
not opposite approaches, and an individual can rate high or low on either
or both.
What is your leadership orientation? Compare your results from this
assignment to your result from the quiz in Leader's Self-Insight 2.2 in
Chapter 2. What would you consider an ideal leader situation for your
style?
7 I would focus on maintaining a pleasant
atmosphere on the team.
8 I would let members do their work the way
they think best.
9 I would be concerned with people's
personal feelings and welfare.
10 I would go out of my way to be helpful to
members.
Source: Based on the T–P Leadership Questionnaire as published in “Toward a
Particularistic Approach to Leadership Style: Some Findings,” by T. J.
Sergiovanni, R. Metzcus, and L. Burden, American Educational Research Journal
6, no. 1 (1969), pp. 62–79.
Leader's Self-Insight 3.2. Are You Ready?
Instructions: A leader's style can be contingent upon the readiness level
of followers. Think of yourself working in your current or former job.
Answer the following questions based on how you are on that job.
Please answer whether each item is Mostly False or Mostly True for you
in that job.
Mos
tly
Fals
e
Mos
tly
Tru
e
...
This eBook will teach you proven strategies for setting goals that will inspire you and your team to make things happen in your organization. It explains how to use the theory of goal setting to set practical targets for you and your team members.
You will learn:
The theories that underpin goal setting and motivation.
The two most popular goal setting methods, 4CF and SMART.
How to turn aspirations into clear ‘goal statements’.
The key to persuading team members to buy into the goals you set.
How to recognize situations where traditional goal setting won’t work.
Goal Setting 2014 | Setting SMART Goals - Is to assist you in taking your goals and tracking to the next level. Included in this slideshare is an excel (pdf) file for you to use to help you track and succeed with your goals.
PDF file available at http://robertjbanach.com/presentations/
Personal development and goals are like a marriage that actually works. They compliment each other and give you the power to pick the life you want to live. Every successful person can attribute most of his or her health, wealth and happiness to goal setting and a strong focus on personal development.
Life is too short not to be living it to the fullest which means setting big goals, celebrating achievements, learning from failures, being surrounded by loved ones and eating good food. Everything we love to do over at www.inspiringhealthwealthandhappiness.com.
PDF file have few slides for young professionals who have just started their career or for teachers and training facilitators covering Goal Setting and Time Management under the main heading of "Self Management"
Goal Setting PowerPoint Slides include topics such as: perspectives on goal setting, seven types of goals, steps to goal setting, principles, objectives, and benefits of goal setting, important factors in goal setting, goals vs. activities, measuring goals, 10 steps to writing goals, procedures for goal integration, discussing goals with others, how to's and more. Slides can easily be tailored to your specific needs, use them with an LCD projector, make handouts, and/or create overheads. 100+ PowerPoint presentation content slides. Each slide includes slide transitions, clipart and animation. System & Software Requirements: IBM or MAC and PowerPoint 97 or higher. You may use this product over and over again. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
Assignment Please follow instructions and no late work. You can a.docxbraycarissa250
Assignment: Please follow instructions and no late work. You can answer 1 to 2 sentences for each value and principle.
No Plagiarism. The Personal Values survey you will need is attached.
· After taking the Personal Values Survey and reflecting on your results, determine the three character traits for which you scored highest.
· Then, rephrase them as values that are relevant to you in your professional and personal life. For instance, if one of your strongest character traits is “critical thinking,” your value statement might be: “I value thinking critically about situations in my life.”
· For each of your top three values, identify three principles that emanate from each one (you will have a total of nine principles). For instance, if your value statement is “I value thinking critically about situations in my life,” your principle might be: “It is important to fully understand a situation before making a decision.”
· Finally, create a goal that aligns with a principle you have identified. For example, if your principle is, “It is important to fully understand a situation before making a decision,” then your goal might be: “Evaluate career opportunities in my city.”
WMBA 6000: Dynamic LeadershipPersonal Values Survey
Each of the value categories listed below represents both a value and a personality strength. For example, “wisdom and knowledge” are values that you may embrace and strive for in your life through formal education and through learning what you can from your colleagues and family. At the same time, these are also strengths that you might leverage in your relationships as well as in the workplace.
The items under each value category are similar in that they could be considered both strengths and values, but think of them predominantly as strengths when you complete this survey. Ask yourself: To what extent is each of these a part of my personality?
Address each of the questions below by circling the number that best applies. Use the following scale when choosing the number:
1 = Not part of my personality at all
2 = Slightly a part of my personality
3 = Somewhat a part of my personality
4 = Very much a part of my personality
5 = Completely a part of my personality
Personal Values Survey
Value 1—Wisdom and Knowledge: Cognitive strengths in this value category entail the acquisition and use of knowledge.
Creativity
1 2 3 4 5
Thinking of new ways to do things is a crucial part of who you are. You are never content with doing something the conventional way if a better way is possible.
Curiosity
1 2 3 4 5
You are curious about everything. You are always asking questions, and you find all subjects and topics fascinating. You like exploration and discovery.
Love of Learning
1 2 3 4 5
You love learning new things, whether in a class or on your own. You have always loved school, reading, and museums—anywhere and everywhere there is an opportunity to learn.
Open-Mindedness
1 2 3 4 5
You value judgment, c ...
Leaders Self-Insight 3.1. T–P Leadership Questionnaire An .docxsmile790243
Leader's Self-Insight 3.1. T–P Leadership Questionnaire: An
Assessment of Style
Instructions: The following items describe aspects of leadership
behavior. Assume you are the appointed leader of a student group and
feel the pressure for performance improvements to succeed. Respond to
each item according to the way you would most likely act in this pressure
situation. Indicate whether each item below is Mostly False or Mostly
True for you as a work-group leader.
Mos
tly
Fals
e
Mos
tly
Tru
e
1 I would hold members personally
accountable for their performance.
2 I would assign members to specific roles
and tasks.
3 I would ask the members to work harder.
4 I would check on people to know how they
are doing.
5 I would focus more on execution than on
being pleasant with members.
6 I would try to make members' work more
pleasant.
Scoring and Interpretation
The T–P Leadership Questionnaire is scored as follows: Your T score
represents task orientation and is the number of Mostly True answers for
questions 1–5. Your P score represents your people or relationship
orientation and is the number of Mostly True answers for questions 6–
10. A score of 4 or 5 would be considered high for either T or P. A score
of 0 or 1 would be considered low. T = _ _ _. P = _ _ _.
Some leaders focus on people needs, leaving task concerns to followers.
Other leaders focus on task details with the expectation that followers
will carry out instructions. Depending on the situation, both approaches
may be effective. The important issue is the ability to identify relevant
dimensions of the situation and behave accordingly. Through this
questionnaire, you can identify your relative emphasis on the two
dimensions of task orientation (T) and people orientation (P). These are
not opposite approaches, and an individual can rate high or low on either
or both.
What is your leadership orientation? Compare your results from this
assignment to your result from the quiz in Leader's Self-Insight 2.2 in
Chapter 2. What would you consider an ideal leader situation for your
style?
7 I would focus on maintaining a pleasant
atmosphere on the team.
8 I would let members do their work the way
they think best.
9 I would be concerned with people's
personal feelings and welfare.
10 I would go out of my way to be helpful to
members.
Source: Based on the T–P Leadership Questionnaire as published in “Toward a
Particularistic Approach to Leadership Style: Some Findings,” by T. J.
Sergiovanni, R. Metzcus, and L. Burden, American Educational Research Journal
6, no. 1 (1969), pp. 62–79.
Leader's Self-Insight 3.2. Are You Ready?
Instructions: A leader's style can be contingent upon the readiness level
of followers. Think of yourself working in your current or former job.
Answer the following questions based on how you are on that job.
Please answer whether each item is Mostly False or Mostly True for you
in that job.
Mos
tly
Fals
e
Mos
tly
Tru
e
...
1. IntroversionScore 11 pts.4 - 22 pts.Feedback Some peopAbbyWhyte974
1. Introversion
Score : 11 pts.
4 - 22 pts.
Feedback: Some people thrive in teleworking arrangements, whereas others discover that it is neither a satisfying nor productive work environment for them. This scale assesses three personal dispositions that are identified in the literature as characteristics of effective teleworkers: (a) high company alignment, (b) low social needs at work and (c) independent initiative.
Company alignment
Company alignment estimates the extent to which you follow company procedures and have values congruent with company values. The greater the alignment, the more likely that you can abide by company practices while working alone and with direct supervision. While some deviation from company practices may be appropriate, teleworkers need to agree with company values and provide work that is consistent with company expectations most of the time. Scores on this scale range from 4 to 20.
Extroversion
Score: 17 pts.
4 - 22 pts.
Feedback: Low individualism
Individualism refers to the extent that you value independence and personal uniqueness. Highly individualist people value personal freedom, self-sufficiency, control over their own lives, and appreciation of their unique qualities that distinguish them from others.
However, keep in mind that the average level of individualism is higher in some cultures (such as Australia) than in others.
2. Total score: 8 pts.
RANGE BASED FEEDBACK:
6-12 pts.
Feedback: Low work centrality
People with high work centrality define themselves mainly by their work roles and view non-work roles as much less significant. Consequently, people with a high work centrality score likely have lower complexity in their self-concept. This can be a concern because if something goes wrong with their work role, their non-work roles are not of sufficient value to maintain a positive self-evaluation. At the same time, work dominates our work lives, so those with very low scores would be more of the exception than the rule in most societies. Scores range from 6 to 36 with higher scores indicating higher work centrality. The norms in the following table are based on a large sample of Canadian employees (average score was 20.7). However, work centrality norms vary from one group to the next. For example, the average score in a sample of Canadian nurses was around 17 (translated to the scale range used here).
3. Total score: 32 pts.
RANGE BASED FEEDBACK:
28-32 pts.
Feedback: High need for social approval
The need for social approval scale estimates the extent to which you are motivated to seek favourable evaluation from others. Founded on the drive to bond, the need for social approval is a secondary need, because people vary in this need based on their self-concept, values, personality and possibly social norms. This scale ranges from 0 to 32. How high or low is your need for social approval? The ideal would be to compare your score with the collective results of other students in your class. Otherwi ...
1. IntroversionScore 11 pts.4 - 22 pts.Feedback Some peopMartineMccracken314
1. Introversion
Score : 11 pts.
4 - 22 pts.
Feedback: Some people thrive in teleworking arrangements, whereas others discover that it is neither a satisfying nor productive work environment for them. This scale assesses three personal dispositions that are identified in the literature as characteristics of effective teleworkers: (a) high company alignment, (b) low social needs at work and (c) independent initiative.
Company alignment
Company alignment estimates the extent to which you follow company procedures and have values congruent with company values. The greater the alignment, the more likely that you can abide by company practices while working alone and with direct supervision. While some deviation from company practices may be appropriate, teleworkers need to agree with company values and provide work that is consistent with company expectations most of the time. Scores on this scale range from 4 to 20.
Extroversion
Score: 17 pts.
4 - 22 pts.
Feedback: Low individualism
Individualism refers to the extent that you value independence and personal uniqueness. Highly individualist people value personal freedom, self-sufficiency, control over their own lives, and appreciation of their unique qualities that distinguish them from others.
However, keep in mind that the average level of individualism is higher in some cultures (such as Australia) than in others.
2. Total score: 8 pts.
RANGE BASED FEEDBACK:
6-12 pts.
Feedback: Low work centrality
People with high work centrality define themselves mainly by their work roles and view non-work roles as much less significant. Consequently, people with a high work centrality score likely have lower complexity in their self-concept. This can be a concern because if something goes wrong with their work role, their non-work roles are not of sufficient value to maintain a positive self-evaluation. At the same time, work dominates our work lives, so those with very low scores would be more of the exception than the rule in most societies. Scores range from 6 to 36 with higher scores indicating higher work centrality. The norms in the following table are based on a large sample of Canadian employees (average score was 20.7). However, work centrality norms vary from one group to the next. For example, the average score in a sample of Canadian nurses was around 17 (translated to the scale range used here).
3. Total score: 32 pts.
RANGE BASED FEEDBACK:
28-32 pts.
Feedback: High need for social approval
The need for social approval scale estimates the extent to which you are motivated to seek favourable evaluation from others. Founded on the drive to bond, the need for social approval is a secondary need, because people vary in this need based on their self-concept, values, personality and possibly social norms. This scale ranges from 0 to 32. How high or low is your need for social approval? The ideal would be to compare your score with the collective results of other students in your class. Otherwi ...
Psychometric tests are widely used for selection and development by many organisations. They can also give valuable information for use in career and personal development.
The Profiling for Success psychometric tests are developed by Team Focus, a leading firm of business psychologists, and are widely used by organisations for selection and development.
Psychometric tests attempt to objectively measure aspects of your mental ability or your personality. Psychometric tests are
a standard and scientific method used to measure individuals' mental capabilities and behavioral style. Psychometric tests
are designed to measure candidates' suitability for a role based on the required personality characteristics and aptitude (or
cognitive abilities). They identify the extent to which candidates' personality and cognitive abilities match those required to
perform the role. Organizations use the information collected from the psychometric test to identify the hidden aspects of
candidates that are difficult to extract from a face-to-face interview. They are statistically examined, and are constructed to be
objective and unbiased. This is done by using standard methods of assessment so that everyone is presented with the same
questions and instructions for completing them.
1. Personality Results
Big Five Personality Inventory Results
Feedback for Nancy
The following report presents feedback from the Big Five Personality Inventories you took
over the semester. The first section includes your results from the latest survey (your
personality scores now). The second section includes information on how your scores have
changed across the semester.
Section I: Your latest Big 5 scores
Section I displays your scores on the Big 5 for the latest assessment given this semester. It
also displays the distribution of scores from your classmates and gives your score compared
to the mean of the class. At the end of Section I you can find your trait profile, which will
allow you to see how you score on each traits relative to the other traits (i.e., are you
higher on extraversion than openness?).
Extraversion:
Extraverted individuals are talkative, energetic, and sociable. They tend to gain energy
from social interactions. Introverted individuals are quiet and don’t mind spending time
alone.
Your ScoreYour ScoreYour ScoreYour ScoreYour ScoreYour ScoreYour ScoreYour ScoreYour ScoreYour ScoreYour ScoreYour ScoreYour Score
0
1
2
3
4
5
1 2 3 4 5
Extraversion Score
Frequency
You scored a 3.06/5 on Extraversion. The average score for Extraversion was 3.23.
2. Personality Results
Agreeableness:
Agreeable individuals are kind, warm, and trusting. Disagreeable individuals don’t worry
about what other people think and can be unsympathetic towards others.
Your ScoreYour ScoreYour ScoreYour ScoreYour ScoreYour ScoreYour ScoreYour ScoreYour ScoreYour ScoreYour ScoreYour ScoreYour Score
0
2
4
6
3 4 5
Agreeableness Score
Frequency
You scored a 3.92/5 on Agreeableness. The average score for Agreeableness was 3.79.
Conscientiousness:
Conscientious individuals are thorough, hardworking, and responsible. Unconscientious
individuals are impulsive and disorganized.
3. Personality Results
Your ScoreYour ScoreYour ScoreYour ScoreYour ScoreYour ScoreYour ScoreYour ScoreYour ScoreYour ScoreYour ScoreYour ScoreYour Score
0
2
4
6
8
2 3 4 5
Conscientiousness Score
Frequency
You scored a 4/5 on Conscientiousness. The average score for Conscientiousness was 3.97.
Neuroticism:
Neurotic individuals react strongly to things and tend to feel more negative emotions like
sadness, anger, and anxiety. Emotionally stable individuals are calm and their mood
remains stable most of the time.
Your ScoreYour ScoreYour ScoreYour ScoreYour ScoreYour ScoreYour ScoreYour ScoreYour ScoreYour ScoreYour ScoreYour ScoreYour Score
0
2
4
6
8
1 2 3
Neuroticism Score
Frequency
4. Personality Results
You scored a 1.83/5 on Neuroticism. The average score for Neuroticism was 2.66.
Openness to Experience:
Those high on openness to experience are imaginative, curious, and enjoying trying new
things. Those low on openness to experience don’t like novel ideas and prefer to have
things the same way all the time.
Your ScoreYour ScoreYour ScoreYour ScoreYour ScoreYour ScoreYour ScoreYour ScoreYour ScoreYour ScoreYour ScoreYour ScoreYour Score
0
2
4
6
2 3 4 5
Openness Score
Frequency
You scored a 2.54/5 on Openness. The average score for Openness was 3.06.
Your trait profile:
The following plot shows your trait profile. That is, it shows how you score on each of
the Big 5 traits. You can see which traits you score highly on (and which you score lower
on) relative to your scores on the other traits.
5. Personality Results
1
2
3
4
5
Extraversion Agreeableness Conscientiousness Neuroticism Openness
Big 5 traits
Score
Section II: Your personality over time
The following section displays your Big 5 scores across the semester, from the first survey
you took to the last. In the graphs, your classmates trajectories are displayed in gray, while
your trajectory is in color.
Extraversion:
6. Personality Results
1
2
3
4
Beginning
of Semester
End
of Semester
Semester
Extraversion
Your score on Extraversion was a 3.06 at the end of the semester, compared to 3 at the
beginning of the semester. Overall, your reports indicate that you increased on
Extraversion over the semester.
Agreeableness:
7. Personality Results
2
3
4
Beginning
of Semester
End
of Semester
Semester
Agreeableness
Your score on Agreeableness was a 3.92 at the end of the semester, compared to 2 at the
beginning of the semester. Overall, your reports indicate that you increased on
Agreeableness over the semester.
Conscientiousness:
2
3
4
5
Beginning
of Semester
End
of Semester
Semester
Conscientiousness
8. Personality Results
Your score on Conscientiousness was a 4 at the end of the semester, compared to 3.5 at
the beginning of the semester. Overall, your reports indicate that you increased on
Conscientiousness over the semester.
Neuroticism:
1.5
2.0
2.5
3.0
3.5
4.0
Beginning
of Semester
End
of Semester
Semester
Neuroticism
Your score on Neuroticism was a 1.83 at the end of the semester, compared to 3 at the
beginning of the semester. Overall, your reports indicate that you decreased on
Neuroticism over the semester.
Openness:
9. Personality Results
2
3
4
5
Beginning
of Semester
End
of Semester
Semester
Openness
Your score on Openness was a 2.54 at the end of the semester, compared to 3 at the
beginning of the semester. Overall, your reports indicate that you decreased on Openness
over the semester.