Group 4 Professional DevelopmentFulltime MBA Group 4

Lars CramaSusan DavisAngela Fink Timothy MruttuSean PienaarJaco Le RouxNaushaad Suleman

Social Styles

a social style is a “pervasive and enduring

pattern of interpersonal

behaviours”

(Bolton & Bolton, 1984).

What is a social style?

The Social Styles Model is based on two dimensions of interactive

behaviour…

assert iveness

Source: Darling, J. and Walker, W. 2001. Effective conflict management: Use of the behavioural style model.

resp

ons

iven

ess

…resulting in 4 social types

Source: Darling, J. and Walker, W. 2001. Effective conflict management: Use of the behavioural style model.

Amiable(People-oriented)

Strengths: Cooperative, loyal, supportive, diplomatic, easy-going, respectful, frienldy.Weaknesses: Conforming, permissive.

Driver (Action-oriented)

Strengths: Independent, forthright, efficient, pragmatic determined, decisive. Weaknesses: Controling, dominating, insensitive.

Analyser (Process-oriented)

Strengths: Logical, dilligent, critical, systematic, prudent, serious. Weaknesses: Demanding, tough, inflexible.

Expressive(Idea-oriented)

Strengths: Imaginative, outoing, enthusiastic, excitable, spontaneous, persuasive. Weaknesses: Undisciplined, unrealistic, disruptive.

We didn’t invent it…

Creates a good understanding of individual behaviour, useful in many situations

It might cause rank issues of one style feeling superior over the other

It is concrete and measurable, as it is based on observed behaviour

Choosing wrong evaluators influences the outcome

Helps to increase team performance

Can give a false sense of understanding human behaviour

The styles are practical and easy to apply in everyday life

The tool we used has limited accuracy

but we like it!

Get tested!

“it only takes 5 minutes”

Questions?

Analysers (low emotional responsiveness + low assertiveness)

The Analyser is a details person. These individuals are independent, quiet and often appear aloof. They are self-disciplined and value facts most of all and have a high regard for competency and skills. As they are intent on being accurate, and require a lot of data before they are ready to commit themselves to action, they often make decisions slowly. They have a systematic approach to work, prefer analysis over emotion and find refuge in order, logic and clarity. People often find Analysers formal. They might seem reserved and distant at the start of a relationship but once trust is earned, they become very loyal and devoted.

Talks about: Facts and figures; policies and systems; planning and forecasting; analysis and control.

Drivers (Low emotional responsiveness + assertiveness) Drivers are people who want to get things done – now. They know what they want and are impatient. They have no difficulty in making their opinions known. They appear to place greater value on efficiency and productivity than on relationships and are very results-oriented. In teamwork, they often take the leading role and initiate action. As they focus so much on getting the job done, they pay little attention to casual relationships and are not comfortable with showing their emotions. As a result, others may see them as unapproachable and critical. Drivers are competitive and seek power in situations.

Talks about: Results, getting things done, performance, efficiency, productivity and achievements.

Amiables (higher than average responsiveness + low assertiveness)

The Amiable is a people’s person. They value relationships above all else and people see them as warm and friendly. They are strong team players and are very cooperative as they are driven by a need for belonging. Therefore, they go out of their way to be accepted. Self-discipline is not their strong suit. They are risk-averse and often employ personal reasons to make work-related decisions. They always look for shared interests and achieve objectives through negotiation and mutual understanding rather than through influence or force. If they are in a hierarchical work environment where power and not relationships are more important, they will appear cooperative at first but might later oppose implementation.

Talks about: Needs, emotions, beliefs; motivations and values; teamwork; team spirit; relationships.

Expressives (high emotional responsiveness + assertiveness)

The expressive is the socialiser. They are imaginative, creative and outspoken and can inspire great enthusiasm in others. They are hasty and always on the look-out for the next big thing. While they take new and creative approaches to solving problems, they often don’t see a plan through to the end. They are very open about their emotions and thoughts. They are enthusiastic risk-takers and often make decisions based on how they feel about a specific situation and/or person. They place greater value on the opinions of influential people than research. They compete vigorously for attention and recognition They are the friendly and warm. Expressives can be seen as fun-loving and spontaneous but can also perceived as capricious, unreliable and too emotional.

Talks about: Innovation, new ways of doing things, creativity, alternatives, grand designs and change.

If you are an AnalyserBe aware that your slow, cautious style - especially regarding decision-making can create tension. Style flex: Make a real effort to come to a decision. Don't allow unnecessary data-gathering to stand in the way of decisions or the progress of others. Once you have made a decision, act on it.

Flexing to Analysers•Be on time•Don't be too loud•Dress more formally•Don't beat about the bush. Get to the point quickly. Come well-prepared.•Present the facts and list pros and cons of different options to facilitate faster decision-making•Explain the risks of each alternative•When the analyser is too indecisive, encourage him/her to make a decision•Ensure that objectives and delivery dates are clearly set out in an action plan, and draw up regular status reports.

If you are a DriverOthers might find your fast-paced, results-driven approach abrasive. Style flex: Make a real effort to listen to others. Make sure you pay attention to the strength of their feelings. Before jumping into action make sure you understand and take cognisance of others’ ideas and suggestions.

Flexing to Drivers•Be on time•Make eye contact, be direct and frank. •Be energetic •Don’t beat about the bush, be concise.•Select key facts, but always focus on results•Don’t give too many options and emphasise the efficiency of each alternative•If appropriate, ask for a decision •Don’t be disorganised

If you are an AmiableBe aware that your low-risk, compliant behaviour might be stressful for some.Style flex: Set goals and demonstrate self-discipline and direction. Confront issues head-on. Share your opinion with others

Flexing to Amiables•Take on a relaxed, comfortable approach•Encourage conversation and ask for opinions•Create an environment in which doubts and fears can be shared without judgement•Don’t force a decision•Mutually agree on objectives and actions•Explain risks associated with alternatives but ensure that eventual decision has minimum risk•Maintain the relationship by staying in contact

If you are an ExpressiveYour tendency to make rash decisions may create tension. And your vocal behaviour might be intimidating. Style flex: Don’t interrupt others or talk over them. Make a real effort to restrain your impulsiveness.

Flexing to Expressives•Make eye contact •Make time for fun activities•Connect by talking about experiences and people•Ask about dreams and future plans •When presenting options, incorporate opinions of influential/prominent people•Strike a balance between tangents of the expressive and focusing on the task at hand•Start with the big picture and follow up with the details•Follow up to ensure that goals are met.

References

Bolton , R. and Bolton D. 1984. Social Style/Management Style. American Management Association: New York.

Darling, J. and Walker, W. 2001. Effective conflict management: Use of the behavioural style model, Leadership & Organisation Development Journal, 22(5) 3-17. Retrieved on 3 August 2009 from Emerald database.

Drucker, P. 1999. Managing oneself, Harvard Business Review, pp.65-74. Retrieved on 3 August 2009 from EBSCOHOST database.

Merrill, D. and Reid, R. 1981. Personal Styles and Effective Performance. Chilton Book Company: Radnor.

TRACOM. 2005. Multi-Rater Social Styles and Versatility Profile. Retrieved on 3 August 2009 from http://www.tracomcorp.com/training-products/profiles/profiles.html

TRACOM. 2006. Self-Perception Guide and Questionnaire. Retrieved on 3 August 2009 from http://www.tracomcorp.com/training-products/profiles/profiles.html