Create a World Class Culture With Values
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The document discusses various aspects of personality, including definitions, assessments, and models such as the Myers-Briggs Type Indicator and the Big Five personality traits. It also explores the influence of personality on job satisfaction and organizational fit, highlighting traits such as Machiavellianism, narcissism, and psychopathy. Additionally, it emphasizes the interplay between heredity and environment in shaping personality, as well as the importance of aligning personal values with organizational values.
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Create a World Class Culture With Values
- 1. Personality & Values Presented by: Ethan Chazin President & Founder
- 2. DISCUSSION What is Personality?
- 3. “The dynamic organization within the individual of those psychophysical systems that determine his unique adjustments to his environment.” Gordon Alport
- 5. Assessment Tools • Small Business Administration website: www.sba.gov/starting_business/startup/areyouready. html • Change Style Indicator by Discovery Learning shows you how receptive you are to change. • Personality type/career assessment tests: Myers Briggs Type Indicator (MBTI) MAPP Career Test – www.assessment.com The 16 personality types - www.personalitypage.com/high-level. html Keirsey Assessment Birkman Method DISC tool (Sales professionals)
- 12. Birkman Method
- 17. 17 MBTI 16 Personality Types • Extraverted (E) vs. Introverted (I) E are outgoing, sociable I quiet & shy. • Sensing (S) vs. Intuitive (N) S are practical, prefer order N look at big picture. • Thinking (T) vs. Feeling (F) T use logic F rely on personal values and emotions. • Judging (J) vs. Perceiving (P) J value control and prefer order, P flexible and spontaneous. • INTJ visionaries with original minds and great drive.
- 18. • Extraversion: How comfortable we are with relationships. • Agreeableness: How warm and trusting are you? • Conscientiousness: Responsible, dependable, organized and persistent. • Emotional stability: Ability to withstand stress. • Openness to experience: Range of interests and fascination with novelty. 18 “Big 5” Personality Model
- 19. • Extraverts tend to be happier in their jobs…and their lives and perform better with lots of personal interaction. • People more open to experiences are more creative in science and art. • Agreeable people are only slightly happier than disagreeable people but do better in jobs requiring interpersonal skills and are more rule-abiding. 19 The Big 5 Traits
- 20. 1. Go to: Human Metrics: www.humanmetrics.com/cgi-win/ JTypes1.htm 2. Click on “Do it” and take MBTI assessment (72 questions). 3. When complete, click on “Score it.
- 21. DISCUSSION Is personality determined by heredity or environment? Think about YOU…
- 22. DISCUSSION You are getting ready to begin your search for the IDEAL organization to work for. What traits matter MOST/LEAST to you?
- 24. • Pragmatic: maintain emotional distance and subscribe to: “The end justifies the means.” • Seek power. • Manipulate and win MORE, are persuasive. • Act aggressively. • Are more likely to engage in counterproductive work behavior. 24 Machiavellianism
- 25. • Self-centered. • High sense of self-worth. • A grandiose sense of self-importance. • Requires excessive admiration. • More charismatic. • Sense of entitlement. • Love me! 25 Narcissism
- 26. • A lack of concern for others. • Lack of guilt/remorse when their actions cause harm. • Inconclusive research about psychopathy and impact on job performance. • Related to the use of hard influence tactics (threats and manipulation.) 26 Psychopathy
- 29. • Personality traits as motivations. • We approach things we feel positively about and avoid things that are negative. 29 Approach-Avoidance
- 30. • Conclusions that we form about our own capabilities, competencies, and worth as a person. • Over-inflated sense of self worth common of Fortune 500 CEOS. • Overconfidence leads to perceived infallibility leading to bad decisions. • Self-Monitoring: An individual’s ability to adjust their behavior to external, situational factors. • Proactive Personality: People take initiative to improve their circumstances. 30 Core Self Evaluation
- 31. • The way your personality translates into a specific behavior depends on the strength of the situation. • Strong situations pressure us to exhibit the right behavior., show us what the right behavior is, and discourages the wrong behavior. • In weak situations…anything goes! 31 Situational Strength
- 32. 32 Situation Strength • Assessed in organizations in terms of four elements: – Clarity: Degree to which cues about work and responsibilities are available and clear. – Consistency: the extent to which cues regarding how work and duties are compatible win one another. – Constraints: The extent to which individuals’ freedom to decide to act is limited by forces outside their control. – Consequences: The degree to which decisions or actions have important implications of the organization or its members.
- 34. • TAT predicts that some situations, events, or interventions “activate” (trigger) a trait more than others. – Ex. People learning online responded differently to teaching instruction when they knew their behavior was being monitored. – Ex. In a supportive, nurturing, encouraging environment, people behave much more socially • Given the situation strength and trait activation theories, it may not be Nature or Nurture but…Nature AND Nurture. 34 Trait Activation Theory
- 35. The Organizational Imperative For VALUES.
- 36. Values • Values represent beliefs that “a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite mode of conduct or end-state of existence.” • We consider, pursue, join and remain associated with organizations based on what our notions of what “ought” and “ought not” to be! • Milton Rokeach work organizing values into 36 terminal and instrumental value. • Terminal are desirable end-states to be achieved: instrumental are preferred modes of behavior or ways to achieve terminal values.
- 37. Milton Rokeach Terminal Instrumental Prosperity Personal discipline Economic success Kindness Enlightened Goal orientation Independent Autonomy
- 38. Generational Values • Contemporary Work Cohorts. • Baby Boomers: Born after WWII, mid-40’s to 60’s. Honor trust, loyalty, responsibility, but distrust authority. (ME) • Xers: Grew up with AIDS & MTV. Late 20’s-early 40’s. Value flexibility, life options and 38 achieving job satisfaction. • Millenials: Under 30. Grew up during prosperous times. High expectations, seek meaning in their work, have career goals aligned with becoming rich (81%) and famous (51%.)
- 40. • John Holland’s research to match job requirements with personality characteristics. • Six (6) personality types: realistic, investigative, social, conventional, enterprising and artistic. • Job satisfaction and the likelihood of leaving a job depend on how well individuals match their personalities to a job (the work and the culture.) 40 Person-Job Fit Theory