The table below gives an overview of allfour DiS0o dimensions.

Read all the dimension descriptions to better understand others who are like and unlike you.
Emphasls ls on shaping the envirorrnent by overconrlng opposition to acconrpllsh results. Emphasis is on shaplng lhe envlrorrnent by Influencing or perauadlng otlnrs. DESCRIPNON
Thls person's tendanclas lnclude

bescRrpnor Thi3 peBon'! tondencieg include . gdlil|g immdiate resutts r causing aclion . aceding chaflngs . makng qui* decisions r questioning the status quo . taking adhority . managing trouble . solving pmblerns

ACTION PLAN

. r . r . . .

Thls porson needs othef3 who

nbh pros and cons

calorlate risks
use caution

stuclute a predictable
environm6nt

. . . .

ACTION PI.AII Thls person medr o0rers who

contacting people making a favaaue impressinn

beang artbulate

creating a motvairnal

resoarchfacis
deliberate before deckling acognize the nds d drcrs

r . . r

6nvironnrnt generalingenthusiasn entertaining popb vbwing popb and sibatims with optimism
participating in a gmup

. r . . . r . .

@ncenHemthetask

seekffi

spe*drcfly rlipddmrity
derrbp systiltalic approaches prefer b deal with things instead

ofpopb takoalogi:dapproacrl
dsnonsliatc indavidual folbw-

thru{h

Thls person dslres an

environment that includes . poruerard aqthonty

To be more effec-dy6,

lhis person

r . . . r . .

prest(leandcfialbnge
opportunitbs for irdividual accornplbhments

. r . . . . . .

needs
to recaive dafficult assagnments to undrE*ard that they ned pople to bas6 tchnhues on pradical

Thls peron deslres an onviroffnent that includes

lo

be more efrcdve, this

to contrcl time. if D or S is low

person need3

wktescopeofoperations
dirct answets

'. . . . . . . .

popuh.ity, social rcognition

puttic reogniiim of *rilig

fredom ofexpression group aclivitis outside of the

6xperbnce
to r@eive an occasbnal stroc& to tutentify with a gro|rp to verbalize reasom fur

r . . .

tornakeotiedi!decbbns
to use l|ands{lt rnanagmnt to bo firro relistic appnabing

opportunlbsforadvancment
fteedom ftorn controls and

iob dernocratictdatbnships

othqs
to rmke pdditis and deadlines to be nrcs frrn wi0r others. if D is low

fteddqnftonrcontrclanddetail
opportuniliestoverbaf,ze
proposals coaching and counseling favorabb ryorklng corditbns

superubirn
many new and vatiod activities

condusions
to be awaro of existing sandaons to pac6 s6lf and to rdax more

Emphasls ls on worKng consoientiouslywlthin eristing citcumstances to ensure qualityand accunacy.

DESCRIPNON
This person's tendencies include . dhedng to key directives and
standards concntrating on keydetails thinking analytically, weighirqg p|os and coars tdng diflomatic with people using sthb or indirect appoadres to conflict checking for acorracy

Emphasis ls on cooperatlns with ofirerc wtthln erisfing clrcumslances to carry out the task
DESCRIPNON
This person's tendencles include

ACTION PLAN

. . . . r . .

. . . . . r

This person needs othet: who . dobgate important tasks

make quick dedsirns use @fties only as guidelins compromase with th opposttion state unpopular poaitirns initiate ard facilitate diso.rssions efrcourage teamwod(

AGTtOt{ Pl-Ail
This peEon nods others who

analfzingprformancecritically

. I . r . r .

performing in a consistent, predictabte manner

.,eaci(pirdybunexpdd
change
stf,ch

de,nonstratilqpatience
developang specialized skils

hdling othrs

sludims

usirqg a slAtematic approach to

sho,ying loyalty being a gmd lislenr, handling excited peofie creating a stabb, hannonious work envitutrnnt

or aclivitbs

. r . I . . r
fo

torrd

accepbd t6ks becorneirvohred in more than on Ofng a.e sdf-p|umting

thechalleqges of

apdyFsrsursmothers
wort cdrfoJiatily in an

unp|(f,ddb environ.nent help pftrilizework are frel&le h work proedures

be more effec{ive,

This person desires an

envlronrnent that includes . clgadydefinedperbrmance erectatims . values on qualtty ard accurircy . resened,business-like

fo

be rnore effactiva, this peraon to dan carefully to know exact iob descriptims and perfonnance otrjeclive to schedule prfonnance appraisals to receive specific feedback on prformance to respect people's personal tiorth as mucft as thir

neds

This person desires an environment trat inchdes . maintenance ofth6 S{atUS qUO
unless given rsasons

. . . .

atmcphere
oppodunities to dernonstrate e)(prlis contrcl overthosa factors that afuct their performance opportunfty to ask 1ttrf

. . . . . . .

charpe

fc

predic{abb rcutines ctedit for woft accornplished

minimal wort inf.ingement on horn life sincare apFeciatbn identification with a grorp standard operating prrcedures minimal conflact

. . . . .

pe6on nods

this

to be co.dlbned prior to cftange

tovalitateserf-worth toknowhorxpersonaleffort contdhiG to the group efiort

to have colagus of simalar

ard since.ity toknowtaskguide{ines tohavecrdivityencouraged

compience

queslirns

accornplbhments
to develop tolerance for conflict

recognatirn for specific skills and accomplbhments