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Lab Profile Pattern Summary:: Working Traits Scope

1) The document describes different patterns or traits that may be exhibited by individuals in a work context, including how they view tasks (big picture vs details), attention direction (others vs self), stress response (emotions vs thinking), preferred work environment (independent vs team), and focus (tasks vs people). 2) It provides percentages of the population that tend to fall into each category. For example, 60% of people can see the big picture but only handle details for short periods, while 15% work best with details and sequences. 3) The traits are grouped into categories like scope, attention direction, stress response, and style to provide a framework for understanding individual differences and how those may impact work approaches

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Manuel Herrera
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91 views7 pages

Lab Profile Pattern Summary:: Working Traits Scope

1) The document describes different patterns or traits that may be exhibited by individuals in a work context, including how they view tasks (big picture vs details), attention direction (others vs self), stress response (emotions vs thinking), preferred work environment (independent vs team), and focus (tasks vs people). 2) It provides percentages of the population that tend to fall into each category. For example, 60% of people can see the big picture but only handle details for short periods, while 15% work best with details and sequences. 3) The traits are grouped into categories like scope, attention direction, stress response, and style to provide a framework for understanding individual differences and how those may impact work approaches

Uploaded by

Manuel Herrera
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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Lab Profile Pattern Summary: Working Traits

Scope
How large a picture is the person able to work with?

Specific: 15% of the population in a work


Equally context; these individuals work well with
Both, 25%
details and sequences; they cannot see the
overview and may require transitions
from subject matter to subject matter;
they present ideas in a logical manner or
an ordered sequence; however, as they
may not see the “big picture,” they may
General, 60%
not see the relationship between things
Specific, 15% unless the relationships are explicitly
stated.

General: 60% of the population in a work context; these individuals can see the overview
and big picture; they can handle details for short periods only; at the extreme, they may
speak in such generalities that they are vague and unclear at times; since they can see the
“big picture,” relationships amongst items is obvious to them and as a result, they may
not present information in a logical manner, but in a random order.

Attention Direction
Does the person notice nonverbal behavior of others or attend to their own internal
experience?

Self: 3% of the Other: 93% of the


population in a population in a work
work context; Self, 3% context;
these individuals these individuals
attend to their have automatic
own experience; reflex responses to
they do not nonverbal behavior;
notice others’ they do not require
behavior or voice the content of what
tone; they are Others, 93% is said to be
suited to work explicitly defined.
independently.

Th e Qua lit y Conn ect ion | a ll r ights r es er ved 1987 -2006. Ma y n ot b e dup licat ed with out
the expr ess p er miss ion of Th e Qua lit y Conn ect ion www. qualityc onn.com
Lab Profile Pattern Summary: Working Traits
Stress Response
How does the person react to the normal stresses of the work environment?

Feeling: 15% of the Choice: 70% of the Thinking: 15% of the


population in a work population in a work population in a work
context; these individuals context; these individuals context; these individuals
have emotional responses can move in and out of do not go into emotions at
to normal levels of stress; emotions voluntarily; they normal levels of stress;
at the extreme, they may are good at positions that they go into “thinking
tend to stay in their require degrees of rapport mode;” at the extreme,
emotions; they are not and empathy, as they may be poor at
well-suited for high-stress appropriate. building rapport and may
jobs. be unable to show empathy
when appropriate; they are
good at extremely high-
stress jobs.

Feeling,
15%
Thinking,
15%

Choice,
70%

Th e Qua lit y Conn ect ion | a ll r ights r es er ved 1987 -2006. Ma y n ot b e dup licat ed with out
the expr ess p er miss ion of Th e Qua lit y Conn ect ion www. qualityc onn.com
Lab Profile Pattern Summary: Working Traits
Style
What kind of human environment allows this person to work best?

Independent: 20% of the Proximity: 60% of the Co-operative: 20% of the


population in a work population in a work population in a work
context; these individuals context; these individuals context; these individuals
work best alone with sole work best when they are in work best in a team with
responsibility; they do not control of their own others, sharing
work well with territory with others responsibility; they may
interruptions or other around; they will not work have difficulty working
people. well with others unless alone.
their responsibility is
clearly defined from
others’ responsibilities.

Independent,
20%

Proximity,
60%

Co-operative,
20%

Th e Qua lit y Conn ect ion | a ll r ights r es er ved 1987 -2006. Ma y n ot b e dup licat ed with out
the expr ess p er miss ion of Th e Qua lit y Conn ect ion www. qualityc onn.com
Lab Profile Pattern Summary: Working Traits
Organization
Does the person concentrate more on thoughts and feelings or on tasks, ideas, systems, or
tools?

Person: 15% of the population in a work context; these individuals pay attention to
Equally Both,
the feelings and thoughts of others or
30% themselves; tasks may not take up their attention
Thing, 55%
as much as emotions; they are excellent at
establishing rapport.

Thing: 55% of the population in a work context;


these individuals concentrate on products, ideas,
tools, tasks, and systems (things); they may not
Person, 15%
think emotions have a place in the workplace; at
the extreme, they may cripple rapport.

Th e Qua lit y Conn ect ion | a ll r ights r es er ved 1987 -2006. Ma y n ot b e dup licat ed with out
the expr ess p er miss ion of Th e Qua lit y Conn ect ion www. qualityc onn.com
Lab Profile Pattern Summary: Working Traits
Rule Structure
Does this person have rules for themselves and for others?

My/My: 75% of My/.: 3% of the No/My: 7% of the My/Your: 15% of


the population in a population in a population in a the population in a
work context; these work context; they work context; these work context; these
individuals have have rules for individuals don’t individuals have
rules for themselves and know the rules they rules for
themselves and don’t care about have for themselves but do
apply their rules to what rules apply to themselves; not impose their
others. They are not others. however they can rules on others;
unable to tell others apply others’ rules they hesitate to tell
what they want or to their staff; this is others what they
expect. a typical middle expect or want; at
management the extreme, they
pattern. may have difficulty
when as
supervisors they are
required to tell
others what they
want or expect.

My/Your,
15%
No/My, 7%

My/., 3%

My/My, 75%

Th e Qua lit y Conn ect ion | a ll r ights r es er ved 1987 -2006. Ma y n ot b e dup licat ed with out
the expr ess p er miss ion of Th e Qua lit y Conn ect ion www. qualityc onn.com
Lab Profile Pattern Summary: Working Traits
Convincer Channel
What type of information does a person need to get to be convinced about something?

See: 55% of the Hear: 30% of the Read: 3% of the Do: 12% of the
population in a population in a population in a population in a
work context; these work context; these work context; these work context; these
individuals must individuals must individuals must individuals must
“see” (observe) the “hear” the evidence read the evidence “do” something to
evidence. such as in an oral in a report, case become convinced:
presentation, study, business for example, they
conversation, etc. case, etc. may need to work
“side-by-side” with
the person are
evaluating.

Do, 12%

Read, 3%

Hear, 30%

See, 55%

Th e Qua lit y Conn ect ion | a ll r ights r es er ved 1987 -2006. Ma y n ot b e dup licat ed with out
the expr ess p er miss ion of Th e Qua lit y Conn ect ion www. qualityc onn.com
Lab Profile Pattern Summary: Working Traits
Convincer Mode
How many times does a person need to gather or get the information to make a person
become “convinced” of something?

Number of Automatic: 8% of Consistent: 15% of Period of Time:


Examples: 52% of the population in a the population in a 25% of the
the population in a work context; these work context; these population in a
work context; these individuals take a individuals are work context; these
individuals need to small amount of never completely individuals need to
get the information information and convinced; every gather evidence for
a certain number of extrapolate; they day is a new day certain duration of
times, for example, hardly ever change and they will need time before they
2 to 3 times. their minds; at the to be re-convinced are completely
extreme, they may everyday. convinced.
jump to
conclusions; once
these individuals
say “no,” do not
bother re-
approaching them.

Period of
Time, 25%

Consistent,
15%
Number of
Automatic,
Examples,
8%
55%

Th e Qua lit y Conn ect ion | a ll r ights r es er ved 1987 -2006. Ma y n ot b e dup licat ed with out
the expr ess p er miss ion of Th e Qua lit y Conn ect ion www. qualityc onn.com

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