Towards UnderstandingTowards Understandinggg
ObjectivesObjectives
Good basic understanding of Facet5:Good basic understanding of Facet5:
What it is measuringWhat it is measuring
Its professional statusIts professional statusIts professional status Its professional status
Its applicationsIts applications
Big5 Theory Big5 Theory -- Why Facet5?Why Facet5?
people need practical modelspeople need practical models
i ti t i l l d t f ii ti t i l l d t f iexisting terminology leads to confusionexisting terminology leads to confusion
mismis--matched underlying theorymatched underlying theory
poor quality of many tools availablepoor quality of many tools available
h l i t h t h l dh l i t h t h l dpsychologists have not helpedpsychologists have not helped
Design Brief for Facet5Design Brief for Facet5
quickquick
t d t d d i t tt d t d d i t teasy to understand and interpreteasy to understand and interpret
use “natural” language not jargonuse “natural” language not jargon
an understanding an understanding –– not a scorenot a score
What does it measureWhat does it measure
5 domains 5 domains -- building blocks of personalitybuilding blocks of personality
Recognised by psychologists since the 1940’sRecognised by psychologists since the 1940’s
Now referred to as the “Big5” theoryNow referred to as the “Big5” theory
Where does Facet5 fit?
Authors Facet5 Domains
Redfield Will Energy Affection Control Emotionality
Kline & Cooper (1983) Masculine Dominance
Extraversion (-) Machiavellianism Obsessionality Neuroticism
Guildford (G-ZTS) Masculinity Social Activity (-)Paranoid Disposition
Restraint Emot Instability
Edwards (EPPS) Autonomy Exhibition Nurturance Order
Hogan (1983) (-) Sociability Surgency Likeability Conformity (-) Adjustment
Cattell (16PF) Independence Exvia Pathemia Control Anxiety
Eysenck (EPQ) Extraversion Tender Mindedness Conservatism Neuroticism
Gough (CPI) Independent Thought
Social Extraversion Sensitivity Conventionality Neuroticism
SHL (OPQ) Vigorous Extraversion Abstract Methodical Emot Stable
Myers Briggs (MBTI) Thinking - Feeling Extraversion - Introversion
Sensing- iNtuition Perceiving-Judging
g g
McRae & Costa (NEO-PI) (-) Agreeableness Extraversion Openness Conscientiousness Neuroticism
(Margerison & McCann) Organisers Explorers Advisors Controllers
Schein (1985) Power Achievement Support Role
Handy (1979) Power Task People Role
Kolb (-) Accomodator Diverger Assimilator Converger
Honey (-) Reflector Activist (-) Pragmatist Theorist
Facet5 takes
information about
SelectionSelection
about people
TeamTeamIntegrationIntegration
Processes it ManagementManagement
And then tells you how to DevelopmentDevelopmentyuse it for:
FactorsFactors
WillWillLoLo HiHi
FlexibleFlexibleAdaptableAdaptable
DeterminedDeterminedGoal OrientedGoal OrientedDomineeringDomineering
WilfulWilfulUnassertiveUnassertiveSubmissiveSubmissive
UnderstandingUnderstandingResponsiveResponsive
AccommodatingAccommodating
PurposefulPurposefulAssertiveAssertive
Di tDi t
StubbornStubbornArgumentativeArgumentative
D tiD ti
IndecisiveIndecisiveSelf AbasingSelf AbasingUnass mingUnass mingAccommodatingAccommodatingCompatibleCompatibleAcceptingAccepting
DirectDirectDominantDominantDecisiveDecisive
DogmaticDogmaticObstructiveObstructive
PushyPushy
UnassumingUnassumingDependentDependentIrresoluteIrresolutep gp gAgreeableAgreeableObligingObliging
DecisiveDecisiveIndependentIndependentSelf ReliantSelf Reliant
PushyPushyOpinionatedOpinionated
InflexibleInflexibleCompliantCompliant
TimidTimid
FactorsFactors
EnergyEnergyLoLo HiHiLoLo HiHi
AutonomousAutonomous EnergeticEnergeticDistractibleDistractibleAloofAloofuto o ousuto o ousSereneSerene
ImperturbableImperturbable
ggEnthusiasticEnthusiasticGregariousGregarious
S i blS i bl
DisruptiveDisruptiveInterferingInterfering
E hibiti i tE hibiti i t
IndifferentIndifferentCoolCoolQuietQuiet
ConfidentialConfidentialReservedReserved
SociableSociableFriendlyFriendly
CompetitiveCompetitive
ExhibitionistExhibitionistInsensitiveInsensitiveGarrulousGarrulous
UnsociableUnsociableUnresponsiveUnresponsive
ApatheticApatheticReservedReservedUndemonstrativeUndemonstrative
CompetitiveCompetitiveParticipativeParticipative
AdaptableAdaptable
GarrulousGarrulousUnthinkingUnthinking
ApatheticApatheticInsularInsular
FactorsFactors
AffectionAffectionLoLo HiHiLoLo HiHiRealisticRealistic
PragmaticPragmaticUnderstandingUnderstanding
HelpfulHelpfulNaiveNaive
Too trustingToo trustingSelf Self
AdvancingAdvancingPragmaticPragmaticObjectiveObjective
AstuteAstute
ppResponsiveResponsive
KindKindS th tiS th ti
ggInnocentInnocent
SusceptibleSusceptibleS ftS ft
CynicalCynicalOpportunisticOpportunisticHardHard--nosednosedBusinessBusiness--likelike
NoNo--nonsensenonsenseHardHard--nosednosed
SympatheticSympatheticCompassionateCompassionate
TrustingTrusting
SoftSoftGullibleGullible
UnworldlyUnworldly
HardHard--nosednosedUnsympatheticUnsympatheticInconsiderateInconsiderateHardHard--nosednosed
ShrewdShrewdTrustingTrusting
OpenOpenAcceptingAccepting
UnworldlyUnworldlyToo ingenuousToo ingenuousDisagreeableDisagreeable
AggressiveAggressive
FactorsFactors
ControlControlLoLo HiHiLoLo HiHi
NaturalNatural PlannedPlannedAuthoritarianAuthoritarianIrresponsibleIrresponsibleCreativeCreative
UninhibitedUninhibitedi di id li tii di id li ti
LogicalLogicalReliableReliable
ConscientiousConscientious
InhibitedInhibitedIntolerantIntolerant
ColdCold
“Short Term"“Short Term"UnreliableUnreliable
Unfoc ssedUnfoc ssedindividualisticindividualisticFree ThinkingFree Thinking
RadicalRadical
ConscientiousConscientiousResponsibleResponsible
DiscriminatingDiscriminating
ColdColdMoralisticMoralistic
UncompromisingUncompromising
UnfocussedUnfocussedUnplannedUnplanned
AmoralAmoralCasualCasualLiberalLiberal
ggEthicalEthicalRigidRigid
Narrow mindedNarrow mindedUnpredictableUnpredictable
IndiscreetIndiscreet
Calculating Facet5 Raw ScoresCalculating Facet5 Raw Scores
Facet5 consists of 106 questionsFacet5 consists of 106 questionsSemantic Differential ScalesSemantic Differential Scales23 are research items23 are research itemsPresented one at a timePresented one at a timePresented one at a timePresented one at a timeFacet5 factors are linear sums of the Facet5 factors are linear sums of the responses gi enresponses gi enresponses givenresponses givenExpressed as Sten ScoresExpressed as Sten Scores
Distribution of Facet5 ScoresDistribution of Facet5 Scores
( )MeanScoreZ −= ( ) )552*)(( +
−MeanScoreStenStdDevZ = ( ) )5.52*)(( +=
StdDevSten
2% 14% 34% 34% 14% 2%
STEN 1 2 3 4 5 6 7 8 9 10Z-SCORE -2 -1 0 +1 +2 Min 1
Max 10 Mean 5 5
PERCENTILES 2 7 16 31 50 69 84 93 98Mean = 5.5
The Profile ChartThe Profile Chart
The importance of normsThe importance of norms
Different samples prod ce different A erage ScoresDifferent samples prod ce different A erage ScoresDifferent samples produce different Average Scores Different samples produce different Average Scores and Std Devs resulting in different Sten scores from and Std Devs resulting in different Sten scores from the same Raw Score.the same Raw Score.Therefore critical to be consistent with norm Therefore critical to be consistent with norm selectionselection
Changing normsChanging norms
UK Norms Aust Norms
SubSub--factorsfactors
WillD t i tiD t i ti
ConfrontationConfrontation
I d dI d dWillDeterminationDetermination IndependenceIndependence
ControlEnergy
VitalityVitality
SociabilitySociability
Discipline
EmotionalityTension
EnergySociabilitySociability
AdaptabilityAdaptability
ResponsibilityApprehension
AffectionAltruismAltruism TrustTrustAffection
SupportSupport
FactorsFactors
My boss is a submarine!!!
Elements of EmotionalityElements of Emotionality
•Concentration span
•ConfidenceConfidence
•Defense mechanisms
Habits & phobias M d i•Habits & phobias
•Hypochondriasis
•Mood swings
•Nostalgia / reminiscence
•Less Objective
•Obsessional memory
•Absent mindedness
FamiliesFamilies
F t fil b d i tF t fil b d i t F iliF iliFacet profiles can be grouped into Facet profiles can be grouped into FamiliesFamilieswhich are broadly similar in stylewhich are broadly similar in style
These similarities/differences can be the These similarities/differences can be the
foundation of understanding between peoplefoundation of understanding between peoplefoundation of understanding between peoplefoundation of understanding between people
The Family profile can provide a “The Family profile can provide a “quick quick referencereference” when working with people” when working with people
There are 17 families in totalThere are 17 families in totalThere are 17 families in totalThere are 17 families in total
Facet5 FamiliesFacet5 Families
Individual profile is Individual profile is d t 17 fd t 17 fcompared to 17 reference compared to 17 reference
profiles and “similarity” (Dprofiles and “similarity” (D22) ) calculatedcalculatedcalculatedcalculatedIndividual is assigned to Individual is assigned to family where “fit” is closestfamily where “fit” is closestfamily where fit is closest family where fit is closest (D(D2 2 is smallest)is smallest)
High Will & Energy + Low Control &
Affection = “Promoter”
Facet5 FamiliesFacet5 Families
All FamiliesAll Families
N > 6000N > 6000
Correlations between factorsCorrelations between factors
MBTI - Correlations
T-F S-N J-P 16PF- CORRELATIONS
S-N .38
E-I -.07 -.11 -.06
T-F .09 .23
16PF CORRELATIONSExtraversi
onToughPoise
Control Anxiety
Independence 0.28 -0.02 0.16 -0.29Extraversion 0.01 0.09 -0.37Tough Poise 0.19 -0.11
TMI - CorrelationsPC AB SF
E-I -.34 -.22 -.13
PC 32 32
gControl -0.29
Average absolute correlation: 0.04
RPQ - Correlations
Facet5 - Correlations
Ene Aff Con Emo
Will .25 -.25 .09 -.18
PC ..32 .32
AB .32
Confid Struct T-M Conform
Extrav .54 -.05 .26 -.52
Confid .17 -.12 -.27
Structure - 19 39
Energy .03 .01 -.30
Affection .11 -.10
Control .01Structure .19 .39
T Minded -.18
ReliabilityReliability
Will Energy Affection Control Emotion N
Original Retest
Original data
.84 .85 .81 .85 .92 30
New sample
.86 .81 .84 .79 .85 70
Reliabilities
W ill 0 75W ill 0.75
Energy 0.71
Affection 0.79
Internal Reliabilities
Control 0.78
Emotionality 0.81
Construct Validity vs 16pfConstruct Validity vs 16pf
Correlations between Facet5 and 16PF
16PF Primary Factor Wil Ene Aff Con Emo 16PF Primary Factor Wil Ene Aff Con Emo A COOL <-> WARM 0.34
B INTELLIGENCE
C EMOTIONAL <-> CALM -0.35
E SUBMISSIVE<->DOMINANCE 0 33 0 28 E SUBMISSIVE<->DOMINANCE 0.33 0.28
F SOBER<->ENTHUSED 0.33 0.54
G EXPEDIENT<->CONSCIENTIOUS
0.44
H SHY<->BOLD 0.54 -0.37
I TOUGH <-> TENDER
L TRUSTING<->SUSPICIOUS -0.40
M PRACTICAL<->IMAGINATIVE -0.33
N NATURAL<->CALCULATING 0.35
O ASSURED<->APPREHENSIVE 0.42
Q1 CONSERVATIVE<->LIBERAL
Q2 GROUP<->INDIVIDUAL -0.39
Q3 UNDISCIPLINED<-O O
0.36 >CONTROLLED
Q4 RELAXED<->TENSE 0.33
Construct Validity cf 16pfConstruct Validity cf 16pf
W+ = Dominant and Positive
E+ = Warm, Outgoing, Bold, Group Oriented and Enthusiastic
A+ = trusting
C+ = Conscientious, Practical, Controlled and Self contained
Em+ = Tense, Apprehensive, Emotional and socially awkward
Preditive/Concurrent ValidityPreditive/Concurrent Validity
Sample Criterion Validity Significance Computer Sales Performance vs
Budget r=0.673 0.003
Dept Store Mgrs Supervisor’s rating t=2.00 df = 27 0.05
Accountants Exam passes χ2 = 2.81 df=1 0.09
Investment Bankers
Peers’ observations
87% concordance
Call Centre Ops Supervisors Rating 0.393 0.000
Telesales Supervisors Rating 0 412 0 000Telesales Supervisors Rating 0.412 0.000
Facet5 & Strategic LeadershipFacet5 & Strategic Leadership
3 Transformational & 4 3 Transformational & 4 Transactional domains based on Transactional domains based on
k b B & Al li Q i lk b B & Al li Q i lTransformational
work by Bass & Alvolio, Quigley work by Bass & Alvolio, Quigley etcetc
Domains modified to fit practical Domains modified to fit practical
Creating a Vision
Intellectual Stimulation
Individual Consideration
Inspires people to exceed expectationspp
organisational purposesorganisational purposes
Linked to 84 specific leadership Linked to 84 specific leadership behavioursbehaviours
Individual Consideration
Transactional
Goal SettingbehavioursbehavioursPerformance Monitoring
Feedback
D l t
Manages people to achieve the agreed
corporate goalsDevelopment
Is always looking for new ways of doing things
R d l t d t k ti i d
p g
Reads regular reports and takes action as required
Facet5 & Strategic LeadershipFacet5 & Strategic Leadership
When faced with conflict Facet5 suggests:
Orientation: To look at the big picture
Objective: To create and impose a dreamPersonal StylePersonal Style
Tactics: makes statements and demands, reduces range of discussion, excludes people
Feedback says:Things Ken does well
Feedback says:Areas where you feel Ken could improve
•focusing on the overall business goals, communicating and working towards them. •Challenging concepts & procedures. Analysing and finding solutions to problems.•Communicating - in an articulate and clear manner. •Enthusing and motivating staff re the future and
•Being constructive in criticism. Giving encouragement. Coaching skills •Being more open in his thinking about his staff - being willing to shift beliefs. •Following up - making sure we do what we say we'll do & putting in place some "checking mechanisms" to measure
i t t tg g
achievements. •Painting the vision and getting others to be enthusiastic about the future. •Creating an informal and supportive team environment. Maintaining an open mind to new ideas and suggestions •Has an objective stance. Helps steer staff in the right
progress against targets. •Be a bit tougher sometimes - a bit more willing to respond to lack of delivery •Distributing interesting work fairly and equally. •Following up on development/brainstorming ideas from team meetings. j p g
direction. •Has some good ideas. Providing good input to brainstorming •He makes me examine my own actions and agenda. •Ken makes me think! He challenges me and stretches me. •Strategic thinking, big picture.
A L d F t5 t
•Listening (hearing) without prejudging •Provide regular feedback to staff. •initiating performance appraisals/development of staff members. •Treating all staff with courtesy and respect eg respond to greetings, take the initiative to greet, remain even-temperedAs a Leader Facet5 suggests:
Has a clear view of the way forwardCan be exciting and original
Not particularly sensitive to othersExpects people to be self-motivated
Doesn't manage closely
greetings, take the initiative to greet, remain even tempered
Doesn t manage closelyBlunt about issues which matter
Allows people to find their own way