PAT P (SAMPLE)
This report is designed for your own private use. It is intended to assist
you in identifying your personal strengths and developmental needs.
This report is not intended for, nor has it been developed to make
personnel decisions such as compensation decisions, performance
decisions or promotion decisions.
It is within your rights to keep this report confidential; it should be looked
at as one piece of information within your overall self-discovery process.
TABLE OF CONTENTS
Overview
Level of Confidence in Your Report ................................................. 2
You aim to please ............................................................................. 3
Your Graphic Profile......................................................................... 5
Style Review..................................................................................... 6
Primary Style
Dependent ...................................................................................... 19
Backup Style
Approval......................................................................................... 26
Other Influences
Affiliative ....................................................................................... 33
Conventional................................................................................... 38
Building on Constructive Styles
Humanistic-Encouraging................................................................. 45
Achievement................................................................................... 48
Appendix
Process for Change ......................................................................... 51
Development Contract .................................................................... 59
Copyright © 1990 Human Synergistics Inc.
LSI STYLUS® 1
OVERVIEW
PAT P (SAMPLE)
as of August 16, 2002
PAT P (SAMPLE)
as of August 16, 2002
LEVEL OF CONFIDENCE IN YOUR REPORT
We consider this report to be a reliable and valid indication of how you currently
see yourself.
Your report analyzes your responses to 240 items, which measure 12 distinct but
interrelated patterns or “styles” of thinking. Your thinking styles are a
combination of your needs, values, beliefs and view of yourself.
In addition to presenting information on how you see yourself, your report
compares you to a representative sample of over 9000 managers. Based on your
percentile score for each of the 12 styles, your report describes you in relation to
this sample.
Using your report, you can:
Identify the unique thinking patterns that characterize your current behavior;
Understand which of your thinking patterns are effective, and which are not;
Define optimal ways of thinking and approaching your work;
Decide which thinking patterns you want to change; and
Formulate a strategy to bring change about.
As you read your report, keep in mind that it is intended to capture how you were
thinking and feeling when you responded to the 240 items. Remember also that if
you choose to do so, it’s possible to alter this “snapshot” of yourself—with
determination, focused effort and a thoughtful plan of action.
We encourage you to write in this report. Specifically, it’s important to highlight
those statements you wish to remember—statements that identify personal
strengths and development needs, and statements you wish to analyze further. Use
the margin to write your reactions to these statements.
You will be using your notes to complete the final section of the report, “Process
for Change.” From your written comments and reactions, you will develop a plan
of action for personal change. This plan is intended to help you improve your
level of effectiveness, both in how you deal with others and in how you handle
yourself in various situations.
© 1990 Human Synergistics Inc.
Overview
2
PAT P (SAMPLE)
as of August 16, 2002
YOU AIM TO PLEASE
Your profile indicates that you have reasonably proficient interpersonal skills.
However, you have a stronger, overriding need to protect your self worth by
acting passive, conforming and agreeable. This need prompts you to follow
others’ lead rather than asserting your own interests—behavior which can
adversely affect your performance.
Your profile suggests that something is causing you to stray from a constructive,
growth-oriented direction. Right now, you appear to be at a standstill, just going
through the motions and feeling so resigned to things as they are that you see little
need to work to change them. Perhaps you may even be “knuckling under” a bit in
response to a situation you are having difficulty facing.
In general, you describe yourself as:
Friendly;
Moderately both task- and people-oriented;
Appreciating the strengths in others;
Having difficulty believing that your efforts can make a difference;
Following established procedures well, although you may have doubts as to
their effectiveness;
Trying to please others; and
Disliking conflict or confrontation.
You try to live up to others’ expectations and, as long as you feel their support,
will work to do what is expected. You are inclined to accept the status quo, avoid
“rocking the boat” and conflicting with others. Your profile suggests, however,
that your accommodating behavior may cause you to sacrifice your own needs in
favor of others’.
This orientation has both strengths and weakness. For example, while others may
accept you because you are so superficially agreeable, they are just as likely to
perceive you as submissive and weak. You may be spending so much time
working to gain acceptance that you are sacrificing your orientation toward
achievement, characterized by the ability to set and accomplish personal goals.
You have a strong tendency to want to “make things O.K.”—to smooth over
conflicts, even at the expense of your own best interests. Rather than interacting
with others on an equal basis, you tend to place yourself in a passive role. When
you fail to take responsibility for yourself and your actions, others may take
advantage of you and see you as wishy-washy, uncommunicative and lacking in
direction.
Direct conflict and confrontation are likely to make you uncomfortable. This
report contains some critical opinions of you. Please realize that these comments
© 1990 Human Synergistics Inc.
Overview
3
PAT P (SAMPLE)
as of August 16, 2002
are not designed to attack you and make you uncomfortable, but to help you to
improve yourself.
If you find yourself feeling resistant to comment on what you’re reading at any
given point, put the report away for a short while and return to it when you’ve had
some time to think about what it says or to seek additional input. However, keep
in mind that in the long run, your persistence in considering and understanding
your report will benefit your personal and professional effectiveness.
Where to From Here?
The overview you’ve just read provides you with a “broad-brush” picture of how
you described yourself. Just as an artist chooses the distinctive colors that make
up his or her palette, your overall approach is made up of different thinking styles
that you can continue to use or modify–forming your own unique palette.
The following is a summary of your current “palette” of thinking styles,
accompanied by an explanation of their possible impact on you:
Dependent
Approval
Affiliative
Conventional
Humanistic-Encouraging
Achievement
Area of Concern
Area of Concern
Potential Strength in You
Area of Concern
Opportunity for Growth
Opportunity for Growth
On the following page you will find a circular profile, followed by a description
of what your 12 style scores mean. The styles are described in terms of their
impact on your overall approach—from (1) strongest impact to (12) weakest
impact.
Next, your report describes in detail those styles with the STRONGEST impact
on your overall approach. Within these descriptions, you will also find
prescriptive suggestions for modifying those styles which may be impairing your
performance.
Your report concludes with the “Process for Change” section, which assists you in
creating a plan for changing those aspects of your “palette” that you decide are
not working in your best interest.
From there, you have the option of completing a “Development Contract” that
provides you with further assistance as you strive to reach your self-improvement
goals.
© 1990 Human Synergistics Inc.
Overview
4
PAT P (SAMPLE)
as of August 16, 2002
LSI STYLUS ® 1
© 1999 Source Publishing, LLC;
© 1989 Human Synergistics, Inc.
© 1990 Human Synergistics Inc.
Overview
5
PAT P (SAMPLE)
as of August 16, 2002
STYLE REVIEW
Primary Style
Your primary style, or the highest score on your profile, is the orientation that is
most prominent in your overall approach to life. The following is just a brief
description of what your score means on this style. For an in-depth look at this
style and the strengths and weaknesses associated with it please refer to the
section entitled “Primary Style.”
5 Dependent
This scale measures the
degree to which we feel
our efforts do not count.
Dependent behavior
originates in a need for
security and selfprotection: dependent
people typically feel that
they have very little
control over their lives.
This type of behavior
may be long-lasting, or
due to temporary life
changes such as a new
job, a promotion, an
illness, or the break-up
of a close relationship.
When dependent
behavior occurs as a
result of a temporary life
change, the feelings of
dependency tend to
diminish as the particular
situation is resolved.
Your Dependent score is higher than 93% of all managers. This extremely high
score suggests the following characteristics:
You:
Act as if your efforts do not count.
Actively seek direction and guidance.
Demonstrate concern for pleasing people.
Consistently do what you are told.
Consult others if forced to make a decision.
Suggestions:
Set a few small goals. Accomplishing them will help increase your belief in
your ability to make positive changes in your life.
Deliberately acquire a new skill. Learning something new will help you
recognize that your effort can make a difference.
Make a decision without consulting anyone. Weigh the pros and cons of your
choices, and decide on the best one.
© 1990 Human Synergistics Inc.
Overview
6
PAT P (SAMPLE)
as of August 16, 2002
Backup Style
This is the second highest score in your profile. It has a considerable effect on
your overall orientation. The following is just a brief description of what your
score means on this style. For an in-depth look at this style and the strengths and
weaknesses associated with it, please refer to the section entitled “Backup Style.”
3 Approval
This scale measures our
need to be accepted by
others to increase or
sustain our feelings of
self-worth. While a
desire to be approved of
is natural, problems
occur when approvalseeking becomes a
need, and ultimately our
standard way of
interacting with others.
When we need approval,
we typically tend to
please everyone but
ourselves. An excessive
need for approval is
essentially an “emotional
give-away”—in the
interest of being liked
and accepted, we “give
away” our beliefs,
values, goals, sense of
personal worth, direction
in life, and ability to
make our own decisions.
Your Approval score is higher than 91% of all managers. This extremely high
score suggests the following characteristics:
You:
Need to be accepted to feel worthwhile.
Strive to make a “good impression.”
Are indecisive.
Show concern for others’ opinions of you.
Say and do only what you think others expect.
Become anxious when you do not get the approval you desire.
Suggestions:
Voice your own opinions. When you feel strongly about something, let others
know it.
Eliminate approval-seeking speech patterns (“if it’s okay with you... or “What
do you think of ...”).
Make an independent decision and stand by it.
© 1990 Human Synergistics Inc.
Overview
7
PAT P (SAMPLE)
as of August 16, 2002
Other Influences
The next styles, while not the most dominant, represent additional characteristics
that are present in your overall orientation. These other influences can emerge as a
primary style when you are under stress. The comments below give only a brief
description of your score on these styles. For more information, refer to the
section entitled “Other Influences.”
2 Affiliative
This scale measures our
degree of commitment to
forming and sustaining
satisfying relationships.
This style represents a
need for social
interaction and
interpersonal contact.
Affiliative people seek
out, establish, value, and
maintain close
associations with others.
These individuals
appreciate people and
enjoy being in the
company of others. In
fact, they tend to be
most comfortable when
among those with whom
they have established
strong emotional and
social ties.
Your Affiliative score is higher than 65% of all managers. This moderately high
score suggests the following characteristics:
You:
Recognize the positive aspects of teamwork and cooperation.
Appreciate the benefits of relationships, but do not consistently initiate them.
Occasionally share thoughts and feelings.
Suggestions:
Initiate conversations with people, even when you don’t know them well.
Get involved. Take a class, or join a community or recreational group.
Communicate your sociability by smiling often and making eye contact.
© 1990 Human Synergistics Inc.
Overview
8
PAT P (SAMPLE)
as of August 16, 2002
4 Conventional
This scale measures our
tendency to act in a
conforming way. While
some conformity is
necessary in life, too
much can be restrictive.
The Conventional style
represents a
preoccupation with
adhering to rules and
established procedures,
maintaining a low profile,
and “blending in” with
our particular
environment to avoid
calling attention to
ourselves. When we rely
on established routines
to determine how we do
things, we risk losing our
sense of uniqueness and
individuality.
Your Conventional score is higher than 80% of all managers. This high score
suggests the following characteristics:
You:
Have respect for doing things in established, traditional ways.
May not actively seek creative solutions to problems.
May not involve yourself in situations containing risk, new opportunity, or
need for innovation.
Are typically concerned with how you appear to others.
Want to be seen as “normal.”
Suggestions:
Take a fresh look at they way you currently do things. Experiment with more
creative methods for accomplishing a small task.
Resist the urge to plan everything. Learn to be more flexible and accepting of
changes to your routine.
Focus on your own uniqueness. Think about what is most individual about
you, and build on these qualities.
© 1990 Human Synergistics Inc.
Overview
9
PAT P (SAMPLE)
as of August 16, 2002
Building on Constructive Styles
The following is a brief description of your current position on the two styles that
you should try to further develop. Details on how you can develop these styles
can be found in the section entitled “Building on Constructive Styles.”
1 Humanistic-Encouraging
This scale measures our
interest in people, our
tendency to care about
others, and our ability to
encourage them to
improve. HumanisticEncouraging people are
accepting of themselves,
and accept others for
who they are—without
question or criticism. In
fact, those scoring higher
on this scale have
unconditional positive
regard for others. This
absolute acceptance
enables people to grow
the most and take
greater responsibility for
themselves.
Your Humanistic-Encouraging score is higher than 56% of all managers. This
moderately high score suggests the following characteristics:
You:
Occasionally help people in their efforts to improve.
Can be responsive to others’ ideas and input.
Are sometimes a good listener.
Suggestions:
Look for opportunities to guide and coach people.
Take time with people; give more of yourself.
Select one person, and concentrate on encouraging and supporting his/her
development efforts.
© 1990 Human Synergistics Inc.
Overview
10
PAT P (SAMPLE)
as of August 16, 2002
11 Achievement
This scale measures a
way of thinking that is
highly associated with
personal effectiveness.
Scores for this style
indicate our interest in,
as well as our proficiency
at, attaining high-quality
results on challenging
projects. In many ways,
the Achievement style
characterizes the most
constructive approaches
to work. Achievers are
motivated to succeed by
their own values and
beliefs. They know they
can improve things, and
do not hesitate to act on
this knowledge.
Your Achievement score is higher than 50% of all managers. This average score
suggests the following characteristics:
You:
May doubt your judgment and abilities occasionally.
Have a more modest desire for achievement.
Are generally capable of doing your best.
Suggestions:
Identify barriers that may prevent you from accomplishing things.
Set goals consistently. Doing so will help target your efforts and keep you
motivated to move forward.
Go beyond your current skill level in some area. Improve and refine your
performance, and take satisfaction in achieving higher-quality results.
© 1990 Human Synergistics Inc.
Overview
11
PAT P (SAMPLE)
as of August 16, 2002
Other Styles in Your Profile
The following styles will not be covered in the rest of your report. It is not that
these styles are not important, but that the previous styles have a greater impact
on your current behavior. A brief description accompanies each style.
6 Avoidance
This scale measures our
tendency to use the
defensive strategy of
withdrawal. We do this
by hiding our feelings, or
by shying away from the
situations we find
threatening. We may
use this behavior when
we face something
different such as a new
environment or a
problem we have no
experience in solving.
Whether or not
avoidance behavior
becomes extreme
depends upon the nature
of what we perceive as
threatening.
Your Avoidance score is higher than 70% of all managers. This moderately high
score suggests the following characteristics:
You:
Generally focus on your shortcomings.
Sometimes doubt the significance of your efforts.
May have reservations over taking on new responsibilities.
Tend to be preoccupied with personal concerns.
Are critical of yourself when you make mistakes.
Suggestions:
Accomplish one small task a day. Make it something you usually avoid out of
fear you will fail. Focus on thoroughly completing it.
Interact with people who provoke insecurity in you. Start gradually (perhaps
by saying “good morning”), and eventually initiate a conversation.
Make a commitment to handle things as they happen. Try to solve problems
instead of avoiding them.
© 1990 Human Synergistics Inc.
Overview
12
PAT P (SAMPLE)
as of August 16, 2002
12 Self-Actualizing
This scale measures a
way of thinking that
results in the highest
form of personal
fulfillment. Becoming
self-actualized is the final
step in one’s growth and
maturation process.
This style is
characterized by an
unusually high
acceptance of self, other
and situations “as they
are.” Self-Actualized
people are creative and
imaginative, and take a
unique approach to life.
Your Self-Actualizing score is lower than 55% of all managers. This moderately
low score suggests the following characteristics:
You:
Typically perform your best at tasks you find rewarding.
Have a more moderate interest in your own growth and development.
Sometimes doubt yourself and your ability to make a difference.
Can be spontaneous.
Can take unconventional approaches to problem solving.
Suggestions:
Do things you enjoy regularly. Make it a point to pursue activities you find
interesting and rewarding.
Habitually explore new ways to do things. Take a fresh, creative approach as
often as possible.
See problems as opportunities for growth and development. Approach
problems positively and try to solve them creatively.
© 1990 Human Synergistics Inc.
Overview
13
PAT P (SAMPLE)
as of August 16, 2002
9 Competitive
This scale measures our
need to establish a
sense of self-worth
through competing
against and comparing
ourselves to others.
While it is largely
encouraged and
accepted as a measure
of success, competitive
behavior is not an
effective predictor of
achievement in
business, sports, or life
in general: in fact,
studies have shown that
people who come out
ahead in competitive
situations focus on
performance excellence
or the process of doing
well, rather than on the
end result of winning.
Your Competitive score is lower than 63% of all managers. This moderately low
score suggests the following characteristics:
You:
Want to do your best.
Like to be seen and noticed.
Sometimes undertake difficult tasks to prove yourself to others.
Enjoy “winning” from time to time.
Suggestions:
Set and pursue your own goals based on what’s important to you. Work
toward achieving a standard of excellence in everything you do.
Commit yourself to making things better. Know that through your best effort,
you can improve things.
Learn to please yourself first. Enjoy the sense of personal satisfaction doing
something well can provide.
© 1990 Human Synergistics Inc.
Overview
14
PAT P (SAMPLE)
as of August 16, 2002
10 Perfectionistic
This scale measures the
degree to which we feel
a driven need to be seen
as perfect. A dramatic
difference exists
between the act of
perfecting something
and the concept of
perfectionism. Rather
than working to make
things the best they can
be, perfectionists need to
seek flawless results.
They perform at a very
high level to attain
feelings of self-worth.
Perfectionism originates
in a fear of failure:
perfectionists tend to
believe that unless they
are “perfect,” they are
nothing.
Your Perfectionistic score is lower than 80% of all managers. This low score
suggests the following characteristics:
You:
Are relatively free from perfectionistic drives.
Have limited desire for personal recognition.
Can be easygoing and patient.
Tend to lead a balanced life, with equal time for work and relaxation.
Do not put unnecessary demands on yourself or others to get things done.
Are probably more concerned with people’s feelings and level of satisfaction
than with the quality of their work.
© 1990 Human Synergistics Inc.
Overview
15
PAT P (SAMPLE)
as of August 16, 2002
7 Oppositional
This scale measures our
tendency to use the
defensive and
aggressive strategy of
disagreeing with others,
and to seek attention by
being critical and cynical.
While clarifying and
refining ideas by asking
probing questions can be
a valuable skill,
oppositional people often
use it destructively.
Instead of using
questioning techniques
to gain information or
improve something,
Oppositional people
typically choose to
verbally assault others to
gain feelings of
importance and selfsatisfaction.
Your Oppositional score is lower than 80% of all managers. This low score
suggests the following characteristics:
You:
Listen with an open mind.
Accept and consider opinions that differ from your own.
Are seldom skeptical of others’ ideas.
Are accessible to others; are easy to approach.
Are capable of using tact and diplomacy when dealing with people.
Are flexible and adaptable.
May be taken advantage of by others because of your receptive attitude.
© 1990 Human Synergistics Inc.
Overview
16
PAT P (SAMPLE)
as of August 16, 2002
8 Power
This scale measures our
tendency to associate
our self-worth with the
degree to which we can
control and dominate
others. Individuals who
seek power are
motivated by a need to
gain prestige, status and
influence: they achieve
false, temporary feelings
of self-worth by striving
to be “in charge” at all
times. Power-seekers
typically lack confidence
in others and believe that
force, intimidation and
coercion are necessary
to get results. Poweroriented motives prevent
the formation of healthy
relationships: in fact,
those who consistently
seek power tend to
experience an increasing
sense of alienation from
others.
Your Power score is lower than 90% of all managers. This extremely low score
suggests the following characteristics:
You:
Do not use force or authority to control people or situations.
Are open and flexible; are not driven to ensure things are done your way.
Are sensitive to how your behavior affects others.
Cooperate and work well as part of a team.
Are respected by others.
See constructive criticism as valuable; can accept and learn from it.
Demonstrate confidence in others.
© 1990 Human Synergistics Inc.
Overview
17
LSI STYLUS® 1
PRIMARY STYLE
DEPENDENT
PAT P (SAMPLE)
as of August 16, 2002
PAT P (SAMPLE)
as of August 16, 2002
PRIMARY STYLE
DEPENDENT
“He who follows another sees nothing, learns nothing, nay,
seeks nothing”
—Sir William Osler
You identified strongly with the following characteristics:
very tactful
eager to please
dependent on others
predictable
very respectful to superiors
meek
seeks help from others
You identified moderately with the following characteristics:
over-cautious
modest
self-doubting
compliant
easily fooled
apologetic
easily influenced by friends
reacts rather than initiates
says what’s expected
a good follower
does things by the book
When you compare these responses to other managers, you rank higher than 93%
of the managers on the Dependent style.
© 1990 Human Synergistics Inc.
Primary Style
19
PAT P (SAMPLE)
as of August 16, 2002
You Feel Your Efforts Do Not Count
The way you described yourself on the Dependent scale suggests that you are
feeling very passive and dependent. Your score indicates that you may be
experiencing some negative consequences as a result of these feelings.
The Dependent scale measures the degree to which you feel that your effort does
not count. A very high Dependent score can mean that you are feeling a severe
sense of helplessness, which is leaving you incapable of taking action. You are
probably relying too much on other people.
You may find that your dependency is destroying your own need for achievement.
Being dependent may cause you to lack initiative and self-direction, which in turn
causes an extreme reduction in your effort toward accomplishing your goals.
You see yourself as more of a follower than a leader and prefer to receive
direction and guidance from others. When making decisions, you are likely to
seek the opinions of others—not to let them participate, but so that you can
remain safe and indecisive.
You are probably not very happy with the present state of your life, but it is
possible that your dependent way of thinking is only temporary.
Our research has identified three common sources of a dependency reaction. Each
of these can produce heightened, and usually temporary, reactive dependency.
1. A break in an important relationship causes both parties to feel helpless. You
may be in such a situation, but your level of dependency is likely to decrease
as the situation improves.
2. When one is relatively new in a situation, such as a new job, one’s first
reaction is usually to feel a little dependent. This will last about three to six
months.
3. Many managers in many organizations are themselves managed in a very
power-oriented, authoritarian fashion. If your immediate superior has these
characteristics, be aware that you may be reacting in a passive and dependent
fashion. Left unchallenged, your sense of dependency only grows more
pronounced. If you are given too much responsibility and too little authority,
you are reacting with a sense that there is nothing you can do. Often, this kind
of situation will cause a dependent pattern to emerge in managers. While this
is usually the reaction that highly authoritarian managers desire, it is not in
your best interest.
This section of your report will help you to explore the series of choices you have
made as a result of your tendency to be dependent. It describes the characteristics
© 1990 Human Synergistics Inc.
Primary Style
20
PAT P (SAMPLE)
as of August 16, 2002
of dependency, discusses the origins of such an idea and suggests ways you can
reduce or eliminate this ineffective approach.
How You See Yourself
Your very high score on the Dependent scale indicates that these characteristics
may describe you:
An over-concern with pleasing people, and not questioning others or taking
independent action.
A passive attitude.
Feelings of helplessness.
The presence of rapid change or traumatic set-backs in your life.
The tendency to be easily influenced.
A lack of self-respect, which results in feeling unable to accomplish things.
Difficulty making decisions.
More About the Dependent Style
Dependency is based on the tendency to try and please others so that one can feel
safe and protected. In this sense, Dependency is a defensive mechanism, but it is a
self-defeating defense when it moves beyond the level of a temporary dependency
reaction.
Abraham Lincoln caught the essence of this style and its effects when he said, “It
is difficult to make a man miserable while he feels worthy of himself.”
Dependency, at the advanced levels, destroys a person's sense of self worth and
personal integrity.
Everyone is dependent occasionally. Problems can occur, however, when one
chooses to be dependent on others over a long time period: It is then that
dependency begins to erode feelings of self-esteem.
Dependent people find it easier and more comforting to let others determine their
behavior than to look inward and guide their own lives. They use this behavior as
a defense against feeling threatened or rejected by others. Their behavior conveys
the impression that, “I am helpless, and therefore no threat to anyone.” This
expresses their needs for affirmation and protection from people and life.
Expression of dependency needs results in compliance and passive responses,
often at the expense of one's own feelings, values and sense of life direction.
Dependency at its extreme dysfunctional levels is associated with depression and
a sense of helplessness. When one has spent a few years in a dependent position,
it becomes a safe, protective habit that is difficult to break.
© 1990 Human Synergistics Inc.
Primary Style
21
PAT P (SAMPLE)
as of August 16, 2002
Increasing evidence from medical, immunology, physiology, and stress research
suggests a connection between dependency and stress-related illness. We know
that severe dependency affects the biochemistry of the body and weakens its basic
functions, particularly in the immune system.
Understanding Your Score
To understand the nature and extent of your own dependent behavior, you will
need to:
1. Identify the circumstance that provokes your feelings of dependency.
2. Recognize it is not the situation but your thoughts that sustain the dependency.
3. Recognize that you probably think that your effort makes no difference.
4. Recognize that the assumptions you are making are very likely incorrect.
If you can identify the circumstance that provokes your unhappiness, it is likely to
be an area where you think that your effort does not count. This idea is the core of
dependency. Conversely, any area where you feel your effort does count is
usually capable of generating feelings of happiness.
Your Dependent Style on the Job
Generally speaking, the level of dependency is higher in the lower levels of
management and supervision. Dependency and passivity explain a lot about a lack
of productivity.
In management, dependency is triggered in response to excessive use of poweroriented styles by one’s boss. Authoritarian behavior often produces compliance
and passivity. This explains much of the ineffectiveness in many bureaucratic or
authoritarian organizations.
The key staffs of many organizations respond in a dependent fashion, with selfdescriptions that indicate dysfunctional dependency. When such reactions occur
in a key group, it spells disaster. Among managers, this is a common cause of
bureaucratic ineffectiveness.
If you do not do something about the erosion of achievement thinking that comes
with sustained dependency, you may lose your value to others as an independent
thinker and self-directed person.
© 1990 Human Synergistics Inc.
Primary Style
22
PAT P (SAMPLE)
as of August 16, 2002
Becoming More Effective: Steps to Change
Allowing those around you to have excessive influence over how you live your
life can eventually rob you of your contentment and self-respect. Learning to
think for yourself and openly communicating your independence can help you to
become less dependent.
The following suggestions can help you to become more independent.
Disassociate your feelings of self worth from what others think of you. Take
responsibility for yourself and your personal effectiveness, happiness or
unhappiness. It is really up to you—no one else.
Learn something new. Acquiring a skill will help you recognize that your
effort can make a difference in the outcome of something. This is the first step
in developing achievement-oriented cause-and-effect thinking.
Decide how you want your life and career to be and work toward that end.
Set a few small goals. Accomplishing them will help you to believe in your
ability to make positive changes in your life.
Make decisions entirely on your own. Weigh the pros and cons of each choice
and decide on which is best.
Take the initiative; assume a leadership role. Instead of waiting for someone
to direct you, take action yourself.
Watch your speech patterns. Be especially aware of how often you use
qualifiers (“It’s only my opinion but...”). Drop them and try to be more
positive and direct (“I think we should...”). Dependent speech patterns are
very self- centered and restricted. Learn to be aware of what you are saying to
yourself and others.
For additional self-improvement ideas, refer to the list of “Action Steps for
Change” below.
Action Steps for Change
Now that you have reviewed the Dependent Style, review the following suggested
actions, and rate them in terms of your perceived need for change, where 0 is little
or no need and 3 is a strong need.
1. Learn to take greater responsibility for myself.
0123
2. Become less dependent on others.
0123
3. Believe in my abilities, instead of doubting myself.
0123
4. Become more comfortable taking risks.
0123
5 Confront my fears and take action.
0123
© 1990 Human Synergistics Inc.
Primary Style
23
PAT P (SAMPLE)
as of August 16, 2002
6. “Take charge” of my life and work.
0123
7. Assert myself more often.
0123
8. Find where my effort can make a difference, work to improve this
area.
0123
9. Recognize that my insecurities are holding me back.
0123
Any statement that you have rated as a two or three you should integrate into your
action plan “Process for Change”.
Changing Your Behavior Can Result in These Benefits
Strengthened feelings of self worth.
A sense that you are in control of your life.
The ability to accomplish tasks more quickly and efficiently because you no
longer rely on others to direct every detail.
The feeling that, through your own effort, you can make things better.
Improvement in the quality of your relationships, health and effectiveness.
The ability to take risks when it is appropriate.
Lower levels of stress.
Well-defined beliefs and values.
The ability to relax and be comfortable around others.
The freedom to be yourself without fear of rejection or disapproval.
Self-set standards and goals.
Reduced or absent feelings of depression.
© 1990 Human Synergistics Inc.
Primary Style
24
LSI STYLUS® 1
BACKUP STYLE
APPROVAL
PAT P (SAMPLE)
as of August 16, 2002
PAT P (SAMPLE)
as of August 16, 2002
BACKUP STYLE
APPROVAL
“Lean too much upon the approval of people, and it becomes a
bed of thorns.”
—Chinese Proverb
You identified strongly with the following characteristics:
seeks approval from others
needs to be liked by everyone
generous to a fault
friendly all the time
accepts others’ values easily
needs others’ approval
overly sympathetic
spoils people with kindness
wants to be liked
You identified moderately with the following characteristics:
over-optimistic
agrees with everyone
dependent on family and friends
thinks in terms of what others think
forgives anything
When you compare these responses to other managers, you rank higher than 91%
of the managers on the Approval style.
© 1990 Human Synergistics Inc.
Backup Style
26
PAT P (SAMPLE)
as of August 16, 2002
You Need The Approval Of Others
The way you described yourself on the Approval scale indicates that you need a
great deal of approval from others. Your score suggests that you may be
experiencing some negative consequences as a result of this need.
A very high Approval score can indicate that you place too much importance on
what others think of you; in fact, you are probably more concerned with the
impression you are making than you are with forming healthy relationships.
Rather than stating your own opinions, you tend to agree with whoever’s approval
you are currently seeking.
At the slightest indication that you or your actions are not accepted by others, you
are likely to feel insecure, threatened or even worthless. These feelings can force
you to be too compliant, and can cause you to be excessively dependent on the
expression of approval from others. In short, you are giving others the right to
determine your sense of self-esteem and self worth.
Since your sense of worth increases only when you are liked and approved of by
others, you are inclined to seriously undervalue yourself. When you allow others
to dictate your thoughts and actions, you risk losing your sense of self, and all that
makes you unique.
While the desire to be liked and approved of is natural and healthy, severe
problems occur when approval-seeking becomes a standard way of reacting to
others. You will be very vulnerable if you continue to pursue this course of
thought and action.
This section of your report will help you explore the series of choices you have
made that result in this need for approval. It describes the characteristics of a need
for approval, discusses the origins of such an idea and suggests ways you can
reduce or eliminate this ineffective approach.
How You See Yourself
Your very high score on the Approval scale indicates that these characteristics
may describe you:
Low self-esteem.
Preoccupation with the opinions of others.
An over-concern with being “popular” and well-liked.
A tendency to be too agreeable, “wishy-washy” and compliant.
Difficulties with conflict, negotiation and confrontation.
© 1990 Human Synergistics Inc.
Backup Style
27
PAT P (SAMPLE)
as of August 16, 2002
Dependent with Approval
Your higher scores in Approval and Dependent reflect that you have a fear of
being rejected by others. You need to protect your sense of security and self worth
by doing what others expect. You want others to accept you, yet are not willing to
take risks to gain their liking and respect. You probably feel that others have
control over you and feel helpless to change your situation.
More About the Approval Style
The Approval scale assesses feelings associated with a need to be accepted by
others. These feelings range from the perfectly normal desire to be accepted by
others to a very strong and misplaced emphasis upon the idea that a sense of
personal worth is related to acceptance by others.
As a species, we can be distinguished by our strong desire to keep our position or
status. Just below the surface of our everyday behavior lies this need for the
approval of others. Some individuals are quite aware of this need, and thus have
greater control over their behavior. For others, the need for approval is much
more acute and they are not likely aware of it because it is so strong.
When a person is not aware of this need for approval, it is likely to become a
central theme in that person’s life. Many distinct, observable results arise from
this motivation. Most of them are not positive.
There can never be enough approval to make up for what the person desiring
approval feels he or she needs. The need for approval arises from an exaggerated
fear of rejection. This fear encourages people who are inclined to be approval
seekers to concentrate on making sure everyone accepts and likes them.
Although it may feel just like affection, the need for approval only substitutes for
genuine affection. Many relationships that come to grief are formed based on this
false interpretation.
An excessive need for approval is a great emotional give-away: We give away our
desires, sense of self worth, direction, integrity and decision-making capability. If
we need approval so much that our very worth depends on it, we try to please
everyone yet please no one, sacrificing our own beliefs, values and goals in the
process.
Understanding Your Score
If you feel that you seek others’ approval too often, this report can help you to
begin the process of change to increased satisfaction and less dependency upon
others.
© 1990 Human Synergistics Inc.
Backup Style
28
PAT P (SAMPLE)
as of August 16, 2002
The Approval Style in Management
An emphasis on gaining approval causes indecision. Approval seekers will violate
rules and perfectly reasonable procedures to seek favor and transient approval.
They will keep their mouths shut when they should speak and may color the truth
to make themselves look good.
The need for approval is responsible for the bulk of poor communication in
organizations. It is the origin of rumors, innuendoes and attempts to do and say
things that distort the real situation. The need for approval is often at the very core
of the need to lie and fabricate to others. It is a powerful need that can wreck a
relationship or career.
While this mode of thought is more common among the general population than
in the business world, it is still evident in business and can be the root cause of
weak and indecisive management. In managers and leaders, the need for approval
can cause agonizing indecision, procrastination and failure to take action.
Your Approval Style on the Job
As a manager, your very high Approval score can be very self-defeating. Others
will see in you reduced ability to make decisions, delegate responsibility and
resolve conflicts.
You will not be very decisive and may bury your need for approval in the
participative management techniques that are currently popular. What you really
want, of course, is not to have others participate to achieve better results, but so
that you can avoid having to make the decisions yourself.
You typically work too hard to gain the approval of others, but do not focus on
your ability to give others any sense of worth. It is common to hear
recommendations that managers recognize and give approval to subordinates. It is
hard to disagree with this idea, but there are more effective means of helping
others to grow and be more productive.
Teach others to be approving of themselves. When a person does something well,
say “You ought to feel good about yourself.” This type of recognition reduces
dependency and begins to build self esteem.
Becoming More Effective: Steps to Change
Needing approval in order to feel worthwhile as a person creates unhealthy
dependencies on co-workers, friends and family. Your Approval score is a good
indicator of your need for acceptance from others.
© 1990 Human Synergistics Inc.
Backup Style
29
PAT P (SAMPLE)
as of August 16, 2002
If you agree that your behavior reflects a high need for approval, you can use the
following suggestions to eliminate this need and learn to think and act in your
own best interest.
Recognize that you are a worthwhile person because you are you—not
because people like or approve of you.
Voice your own opinions. Learn to think and act for yourself. Accept the fact
that not everything you say or do will be met with approval.
Realize that you will not perish if others do not like you. Paradoxically,
people who need excessive approval from others are often rejected and used
by others because they build one-sided relationships.
Practice facing confrontations instead of avoiding them. It may be easier to
seek acceptance, but learning to handle conflict constructively enables you to
maintain and build your sense of self worth.
Discover the ideas you have about your own need for approval; think about
where you adopted and developed this need. Who did you learn this from?
Why did you accept it? Examine your self-talk.
Talk to yourself when you encounter disapproval. Start telling yourself that
the actions of another are just that: No more, no less. They have no effect on
your feelings of self worth unless you allow them to.
Pay close attention to your interactions with others. Instead of seeking their
approval, can you think of things to say and do that communicate a healthy
liking and respect for yourself?
Write down what you hear yourself say. Learn to identify and change things
that reflect a need for approval.
Learn to recognize and believe in your strengths.
Faced with disapproval, focus on what you are thinking. You will probably
discover that you are telling yourself just how terrible it is to be disapproved
of. Realize that it is not terrible: You can learn from it without feeling bad.
For additional self-improvement ideas, refer to the list of “Action Steps for
Change” below.
Action Steps for Change
Now that you have reviewed the Approval Style, review the following suggested
actions, and rate them in terms of your perceived need for change, where 0 is little
or no need and 3 is a strong need.
1. Learn to tell others what I feel and think.
0123
2. Accept that my worth isn’t related to what others think of me.
0123
3. Be less conscious of others and more aware of myself.
0123
© 1990 Human Synergistics Inc.
Backup Style
30
PAT P (SAMPLE)
as of August 16, 2002
4. Assert my own beliefs.
0123
5. Practice facing confrontations.
0123
6. Learn to be more decisive and stand behind my decisions.
0123
7. Think for myself instead of accepting others’ values as my own.
0123
8. Do things to please me; not other people.
0123
9. Recognize that not everything I do will be met with approval.
0123
Any statement that you have rated as a two or three you should integrate into your
action plan “Process for Change”.
Changing Your Behavior Can Result in These Benefits
A healthier, more effective style of thinking.
Increased feelings of self worth.
Heightened interest in personal growth and development.
A stronger sense of self.
Belief that your opinions do count and that your effort makes a difference.
More honest and meaningful relationships based on respect for one another’s
feelings and viewpoints.
The ability to relax and be yourself around others.
Increased confidence in your ability to be decisive and to deal effectively with
conflicts and confrontations.
Stronger, well-defined beliefs and convictions.
Reduced levels of stress.
More energy to devote to enjoying life with increased self-confidence.
Enhanced integrity.
© 1990 Human Synergistics Inc.
Backup Style
31
LSI STYLUS® 1
OTHER INFLUENCES
AFFILIATIVE
CONVENTIONAL
PAT P (SAMPLE)
as of August 16, 2002
PAT P (SAMPLE)
as of August 16, 2002
OTHER INFLUENCES
AFFILIATIVE
“Everywhere...the guiding principle is one of ruthless striving
for success at the expense of one’s fellows. This competitive
spirit prevails even in schools, and destroys all feeling of
fraternity and cooperation. Concerns of achievement are not
derived from a love for productive and thoughtful work, but as
springing from personal ambition and fear of rejection.”
—A. Einstein, 1948
You identified strongly with the following characteristics:
cooperative
friendly
helpful
pleasant
diplomatic, tactful
sees best in others
sincere
warm, open
relaxed, at ease with people
thinks people more important than things
tries to help others
genuine concern for people
trusted by others
likes to include others in activities
You identified moderately with the following characteristics:
liked by others
good at interpersonal relations
likes to share feelings & thoughts
leads because liked by others
accepts change easily
When you compare these responses to other managers, you rank higher than 65%
of the managers on the Affiliative style.
© 1990 Human Synergistics Inc.
Other Influences 33
PAT P (SAMPLE)
as of August 16, 2002
A Potential Strength in You: The Affiliative Style
Your average score on the Affiliative scale suggests that you are concerned with
affiliation, cooperation, friendship and close relationships. Although right now
your skills in this area may not be as fine-tuned as they could be, you can improve
them if you choose to—with commitment, effort and guidance.
You have begun to develop a positive value system around your relationships
with others. You generally feel people are more important than things, status or
success. You tend to be most effective and comfortable when in the company of
others, and are moderately successful at improving and maintaining those
relationships that are important to you.
You have concern for and appreciation of people and are generally tactful and
considerate. You can express your liking of others, and others tend to like and
respect you in turn.
You can be a warm person who is open and trusting of others and socially skilled.
You tend to accept others and are most comfortable in the context of established
relationships. You have a sense of commitment and loyalty to your close friends.
In an era when relationships are often unstable, the Affiliative style is more
important than generally assumed. As children, we die from lack of affection and
care, as measured by being picked up and touched. As adults, we do not seem to
die quickly from this lack, but clearly affiliation and affection are factors that
influence our health and sense of well-being.
In fact, affiliation is one of the best prevention systems known for cardiovascular
problems. Studies indicate that the close affiliation that springs from marriage
cuts cardiovascular problems in half. Married people have a rate of cardiovascular
disease only 50% as high as singles. If the relationship is meaningful and
important to the individual, one can assume the incidence of illness is even lower.
Your Affiliative Characteristics
You try to build genuine, reciprocal relationships.
You tend to be open and cooperative within established relationships.
You have above average social skills.
You are capable of sharing thoughts and feelings.
You value praise and friendliness as motivators.
© 1990 Human Synergistics Inc.
Other Influences 34
PAT P (SAMPLE)
as of August 16, 2002
Dependent with Affiliative
You value people and are well-liked; however, your strong commitment to people
is eroded by your present need to be too passive and dependent. You are not
taking full responsibility for yourself and your job. Something is making you feel
like your efforts do not count. If this continues, it will severely limit your
potential for forming and sustaining meaningful relationships. You cannot be
fully “with” others if you are feeling helpless and submissive.
Approval with Affiliative
Because the Affiliative style is predominant in your profile, the fact that you value
relationships is clear. However, the fact that the Approval style is also prevalent
complicates your profile and diminishes your effectiveness. Much of what you do
and how you think about yourself appears to be tied very closely to others’
opinions of you. This can be unhealthy and can put you in the position of being a
“doormat” for others. In short, you want to be involved with people, but you also
have a strong need to be liked and accepted.
Your Affiliative Style on the Job
At work, you may like to work in groups and believe that personal satisfaction is
an important factor in achieving high productivity.
You place some value on teamwork, cooperation, communication, sharing, and
participation. Unless relationships are well established, you may have difficulty
with discipline, communication and task accomplishment. Although you try to see
the best in people, you may sometimes allow your liking or disliking of someone
to influence your judgment.
You may feel vulnerable to people who do not choose to cooperate with you.
Additionally, those with a lower need for affiliation may take advantage of your
trusting nature, and you may respond defensively.
Becoming More Effective: Continuing To Improve
The following are some guidelines and suggestions for increasing your use of
Affiliative behavior:
Affiliation arises around shared feelings. Think about why you may
sometimes be hesitant to share your feelings, and make a special effort to
express how you feel more frequently.
Take an increased interest in just one person and work at getting to know him
or her. Ask open-ended questions that express an interest in what the person
thinks.
© 1990 Human Synergistics Inc.
Other Influences 35
PAT P (SAMPLE)
as of August 16, 2002
Hone your communication skills. Communication involves listening as well as
talking—and listening is far more important. Concentrate on improving both
skills.
Take the initiative in social settings. Instead of waiting for someone to
approach you, take the risk of introducing yourself first and starting a
conversation.
Communicate that you are sociable by expressions that indicate a feeling of
friendship and affiliation. Smiling at others, touching when appropriate,
looking at others: All are ways of expressing affiliation.
To build on the strengths of your affiliative abilities, take a course on building
better interpersonal skills. There is an entire body of knowledge that addresses
teamwork, cooperation and participation. Learn more about this area as a way
to expand your skills and interests. Explore an excellent book by Robert
Axelrod called The Evolution of Cooperation.
Look for opportunities to interact with others, both at work and in your
personal life. Stretch yourself by striking up a conversation with at least one
new person every day.
For additional self-improvement ideas, refer to the list of “Action Steps for
Change” below.
Action Steps for Change
Now that you have reviewed the Affiliative Style, review the following suggested
actions, and rate them in terms of your perceived need for change, where 0 is little
or no need and 3 is a strong need.
1. Look for opportunities to interact with others.
0123
2. Become friendlier, smile often, make eye contact.
0123
3. Initiate and develop new relationships.
0123
4. Not hold back as much in interactions with others.
0123
5. Create opportunities for others to share their thoughts and feelings.
0123
6. Involve myself in group situations.
0123
7. Become more aware of others’ needs and problems.
0123
8. Work on improving my relationships.
0123
9. Express myself openly.
0123
© 1990 Human Synergistics Inc.
Other Influences 36
PAT P (SAMPLE)
as of August 16, 2002
Any statement that you have rated as a two or three you should integrate into your
action plan “Process for Change”.
© 1990 Human Synergistics Inc.
Other Influences 37
PAT P (SAMPLE)
as of August 16, 2002
OTHER INFLUENCES
CONVENTIONAL
“Follow the course opposite to custom and you will always do
well.”
—Jean Jacques Rousseau
You identified strongly with the following characteristics:
restrained
agreeable
conservative
very conventional
very respectful to others
achieves by conforming
reliable & steady
You identified moderately with the following characteristics:
conforming
avoids conflict
concerned with what others think
tends to accept the status quo
enjoys being recognized by superiors
When you compare these responses to other managers, you rank higher than 80%
of the managers on the Conventional style.
© 1990 Human Synergistics Inc.
Other Influences 38
PAT P (SAMPLE)
as of August 16, 2002
A Possible Obstacle to Your Effectiveness: The Conventional Style
Your high score on the Conventional scale indicates that your tendency to be
conforming may be restricting your behavior to a degree that is ineffective and
unhealthy for you.
Your score suggests that you have a tendency to act in a conforming, almost
unthinking way. This level of preoccupation with adhering to rules and
established procedures can restrict your intellectual ability, imagination,
creativity, innovation and relationships with others. You may experience a sense
of being meaningless, hopeless and helpless.
It’s possible that you want to be seen as “normal, ” rather than to stand out as
different in any substantial way. This is a great injustice to your self-esteem, your
abilities, and your effectiveness. You may prefer fading into the woodwork over
being seen and noticed. Your tendency to become preoccupied with rules and
procedures can inhibit you from clearly seeing the real purpose behind them.
Others may see you as dull, uninteresting and even without much thought or
imagination, when none of this is necessarily true of you. Your protective facade
is not in your best interests, nor is it in the best interests of your personal or
business relationships.
You may be experiencing symptoms of stress as a result of your conventional
thinking. “Soft” symptoms will be evident first, such as tension headaches,
withdrawal from conversations and saying and doing only those things that are
absolutely safe, expected and common.
This section of your report will help you to explore the series of choices you have
made that result in your tendency to be overly conforming. It describes the
characteristics of conventionality, discusses the origins of such an idea and
suggests ways you can reduce or eliminate this ineffective approach.
Your Conventional Characteristics
Your high score on the Conventional scale indicates that these characteristics may
describe you:
A tendency to view rules as a source of comfort and security.
A preference for staying unseen and unnoticed.
A tendency to cover up mistakes.
Reduced initiative.
A preoccupation with appearing average, “normal” and like everyone else.
Unquestioned obedience to authority figures and rules.
© 1990 Human Synergistics Inc.
Other Influences 39
PAT P (SAMPLE)
as of August 16, 2002
A reduction in originality.
Feelings of security within a bureaucracy.
Dependent with Conventional
Your profile indicates that you appear to be conventional and dependent. This
combination makes you a passive person. Your Conventional score suggests that
you want to be “anonymous”— you don’t want to draw attention to yourself.
Your Dependent score suggests that you do not now feel your effort makes very
much difference; therefore, you take few risks and achieve little on your own. It is
likely that you often find yourself on the defensive, looking for ways to shelter
and protect yourself.
Approval with Conventional
Your approval and conventional orientations reflect that you are concerned with
protecting your sense of security and sustaining your sense of self worth by doing
what others expect. Scoring higher in both the Approval and Conventional styles
means that you want to appear non threatening, “fit in,” and be accepted by
others. This style combination is ineffective—you want attention and approval,
mostly from conventional people who are feeling every bit as threatened and
insecure as you are.
Affiliative with Conventional
Your score for the Conventional style is diminishing your positive Affiliative
style characteristics. The Conventional style is a defensive style that is
characterized by a need for self-protection and a tendency to withdraw from
interpersonal contact. In this sense, conventional behavior discourages the
formation of meaningful relationships. This behavior may be impairing your
ability to get to know others.
Your Conventional Style on the Job
Your high Conventional score indicates that this style may be the dominant
feature in your interaction with others. Conventionality produces a poor
management style which is too detailed, too efficient and hidebound with rules.
As a manager making conventionality a habit, you could be allowing real or
imagined rules, established procedures and the expectations of others to define
what you do and how you act. In doing so, you risk the loss of initiative and
leadership. Missing out on the chance to create a thoughtful and perceptive
response to your responsibilities, you may be seen as retarding things rather than
exercising the control and initiative expected in your position.
© 1990 Human Synergistics Inc.
Other Influences 40
PAT P (SAMPLE)
as of August 16, 2002
Given your style, it’s possible that your group is over-staffed for the real amount
of work to be done. Your superiors may not be fully aware of how you are
functioning, yet others may see you as ultra-conservative, unimaginative and as
the person who sees problems in everything. You may take a position only when
the matter is clearly settled or obvious. In this sense, you are a very significant
addition to an executive team.
You may accomplish only limited results. The danger in your preference for
maintaining the status quo is the loss of identity that can accompany it.
Becoming More Effective: Steps to Change
Although the Conventional style may appear “safe” on the surface, it can be
restrictive as a way of life. Your score on the Conventional scale indicates how
important conformity is to you.
If you agree that your behavior reflects a conventional, conforming approach, it
may be helpful to explore the following ideas.
1. If you want to change your behavior, it is important to realize and accept the
fact that you are excessively conforming and conventional in your view of
yourself and your world. This is a critical first step. Change will come from
your acceptance of the fact that you are excessively conforming.
2. Do not accept the position of being a conforming person just because this
report section indicates that position. The information in this section may be a
surprise to you: Although it is built on what you said about yourself, you may
not have been fully aware of what you were indicating by your responses. The
purpose of this information is to provide you with new insight into
conventionality’s potential influence on your behavior.
3. The primary problem with excessive conventionality is the feeling that you
need it. In a way, this style is very paradoxical: You will be conventional to
satisfy your imagined need for protection, yet the Conventional style actually
causes a continuing need for protection as well as a great deal of personal
isolation and unhappiness.
You will need to evaluate conventionality’s effect on you. Be aware that you
may be using conventional behavior as a defense to protect your self-esteem.
Placing narrow boundaries on your behavior can severely inhibit your growth and
development. Use the following suggestions to reduce conventionality and fulfill
your potential.
Realize that the Conventional style is a kind of mask which allows you to hide
rather than develop as a person. The controlling force in your life is outside
© 1990 Human Synergistics Inc.
Other Influences 41
PAT P (SAMPLE)
as of August 16, 2002
you, in the rules and the expectations of others. This makes you a mirror
reflecting general society, instead of a unique member of that society.
Ask yourself if your life is the way you want it to be, or if it is merely a long
succession of rules, expectations and adherence to the wishes of others. If
your life is not the way you want it, do you want to continue doing things the
way you do them now?
Break out of your routine and do something—anything—different. Eat in a
new restaurant, take an unexplored route to work, buy something in a color
you normally don’t wear.
Take a risk and challenge a rule or policy that you think is foolish and
unnecessary.
Continually remind yourself that your sense of self worth is not tied to how
well you “blend in” and follow the rules.
Formulate and stand behind your beliefs and convictions. Learn to rely upon
and trust your own judgment.
Don’t be afraid to question the usefulness of a rule.
Look for ways to do things differently at work and at home. Instead of using
the same, tired procedure to accomplish something, modify the steps to get the
job done more effectively and efficiently.
Listen to yourself and what you want. Live your life for you, not for the sake
of rules or other people.
For additional self-improvement ideas, refer to the list of “Action Steps for
Change” below.
Action Steps for Change
Now that you have reviewed the Conventional Style, review the following
suggested actions, and rate them in terms of your perceived need for change,
where 0 is little or no need and 3 is a strong need.
1. Look for ways to express my individuality.
0123
2. Become less of a conformist.
0123
3. Try to be less restrained in my words and actions.
0123
4. Find ways to develop my creativity.
0123
5. Reduce my preoccupation with rules and regulations.
0123
6. Loosen up; be less conservative.
0123
7. Break out of my routine more often.
0123
© 1990 Human Synergistics Inc.
Other Influences 42
PAT P (SAMPLE)
as of August 16, 2002
8. Accept changes and new ideas more readily.
0123
9. Expect more from myself -go beyond the status quo.
0123
Any statement that you have rated as a two or three you should integrate into your
action plan “Process for Change”.
© 1990 Human Synergistics Inc.
Other Influences 43
LSI STYLUS® 1
BUILDING ON CONSTRUCTIVE STYLES
HUMANISTIC-ENCOURAGING
ACHIEVEMENT
PAT P (SAMPLE)
as of August 16, 2002
PAT P (SAMPLE)
as of August 16, 2002
BUILDING ON THE HUMANISTIC-ENCOURAGING STYLE
A key characteristic of this style is a curiosity about people — a real fascination
with the nature of human beings. People with high Humanistic/Encouraging
scores have a strong, genuine interest in people and feel a pervasive sense of
wonder about what people are capable of doing.
This style is not difficult to develop: It requires only that you change a lot of
preconceived ideas about what actually drives people to do the things they do.
You might do this by giving some thought to what motivates human behavior, and
by discarding any tendency to prejudge others. Such prejudgments prevent you
from really getting to know people.
To begin to develop this style, you might follow the example of the writer Studs
Turkel, as exemplified in his book, Working. Turkel simply showed a great
curiosity about how people view their jobs and recorded how they felt. In reading
the book, one cannot help but think that he got to know these people in the
process of writing it. The point is that nearly everyone is interesting once you
come to know what each of us feels and thinks.
Since most people love to talk about themselves, you can gain a wealth of
information by showing more than a casual interest in what they have to say. If
you want to impress people, make it a priority to really listen and ask open-ended
questions.
Developing this style provides some real benefits in the area of leadership
capability. How do leaders who can accurately predict the feelings of their
followers get that way? In a word, they listen. They are genuinely interested. They
have stepped outside of their own concerns long enough to get to know their
people.
If you tend to favor a “caste system”—only talking to certain people and not to
others—try to break that habit. Such thinking keeps you in very narrow circles
and severely limits your opportunities to get to know a wide variety of people.
Make it a point to extend the horizons of your contacts.
Challenge any ideas that stop you from growing and from expressing a greater
sense of curiosity. First, try getting to know people who interest you. This will
help you build confidence in initiating interactions. The most important behavior
you can demonstrate is genuine interest. Try not to simply act as “the
interviewer”; you will comes off as contrived. Simply strive to make your
interactions true “person-to-person” exchanges.
We learn as children to mind our own business. This carries over into adulthood,
when we are often discouraged from demonstrating our curiosity about people.
The fact is that most people secretly welcome the opportunity to talk about their
© 1990 Human Synergistics Inc.
Building on Constructive Styles 45
PAT P (SAMPLE)
as of August 16, 2002
feelings and ideas. Here are some suggestions for facilitating the process of
getting to know another:
1. Give frequent clues that you are hearing what the other person has said—a
nod, a “yes,” a “that's interesting” comment if it is not too critical or long.
Show some enthusiasm for what's being said. When you are really listening,
that's easy to do.
2. Occasionally, provide feedback on a strong feeling the person expresses. Let
the person know that you heard the message and recognize the feelings
attached. As you become more experienced, acknowledge deeper feelings like
hurt, sadness, closeness and feeling unloved. Most of all, learn to trust your
own feelings about how you would respond to a similar situation. Don't
interject your own feelings; instead, try and understand the other person's
point of view.
You may have a history of closing yourself off from human contact. In
developing the Humanistic/Encouraging style, don't be too concerned with
opening up to others. Do so only if it feels right. If not, stick to demonstrating
your curiosity and interest in others. This is a way of showing people that you like
and appreciate them: It can, and usually does, have pleasant consequences.
People grow under this style of management. That's why the most accurate way to
describe a manager who exhibits the Humanistic/Encouraging style is
EFFECTIVE. This style produces a way of thinking that permeates nearly all of
your choices. It is, therefore, a kind of compass that guides your behavior.
Those who are characterized by the Humanistic/Encouraging style assume the
following:
1. People are capable of growing and genuinely want to be effective.
2. Support, understanding, problem-solving and encouragement are far better
management tools than blame, chastisement and belittlement.
3. Asking questions makes people think about what they are doing and helps
them to see things differently. Asking questions also leads others to take
ownership of their actions and enables them to guide their own efforts more
effectively.
4. One can best manage others by teaching, training and coaching them to
success. The greatest thing one can do for people is to give them the
opportunity to be responsible for themselves. This includes allowing them to
set their own goals, coaching them to high standards that are self-imposed,
and providing them with situations from which they can learn to be more
effective.
© 1990 Human Synergistics Inc.
Building on Constructive Styles 46
PAT P (SAMPLE)
as of August 16, 2002
Some see this style as weak. This is not true. Working for a
Humanistic/Encouraging manager is very demanding. Individuals work harder
under this style of management, but gain stronger feelings of success and
effectiveness than under any other style of management.
If a group of managers was asked to describe the managers most responsible for
their own growth and development, nearly all would describe Humanistic/
Encouraging managers. It is paradoxical that even very power-oriented managers
see Humanistic/Encouraging managers as effective, at least on paper. In reality,
power-oriented managers may actually feel threatened by the Humanistic/
Encouraging approach.
© 1990 Human Synergistics Inc.
Building on Constructive Styles 47
PAT P (SAMPLE)
as of August 16, 2002
BUILDING ON THE ACHIEVEMENT STYLE
The degree of success of individuals, organizations and even whole societies is
most often determined by whether elements of “achievement thinking” are
present. The Achievement style is characterized by a unique way of thinking that
is associated with outstanding personal performance and success. You should not
take this potentially valuable style of thinking lightly, but should strive to
understand, develop and use it.
For more than 30 years, scientists have studied the high level of success
associated with achievement thinking. “Achievement” simply means determining
where your efforts would be best directed. This includes deciding on a desired
outcome and setting specific goals to accomplish it. Doing so will strengthen your
confidence and enable you to take control of your own life.
The Achievement style is not difficult to develop. The following suggestions will
help you get started:
1. Learn the language of achievement. This involves learning what achievement
is and is not. You can accomplish this by reading up on the subject.
2. Set goals for yourself on how you want things to be. Start by setting goals
around anything and everything to help make goal-setting a habit. Think about
how you want things to be and work to achieve that condition. Be sure that the
goals you set are important to you, reasonable and obtainable. Do not set
yourself up for failure. As you work to achieve your goals, seek support from
people who are important to you.
3. Be supportive of yourself. Believing in yourself and in your own abilities is a
key idea in achievement-oriented thinking.
4. Learn to recognize where your effort makes an immediate, measurable
difference. Then, work on going beyond your current skill level in order to
achieve even greater results in this area.
5. Set a standard of excellence for yourself in your work. Your goal or standard
should exceed that of your immediate boss or superior. It's your job. Resolve
to do it well.
6. Make it a point to occasionally take moderate risks. Avoid taking no risks or
taking very high risks.
The Achievement style is consistently associated with nearly every measure of
effectiveness. People who score high on this style work toward an internalized
standard of excellence. This means they are less inclined to be competitive or to
seek power and approval from others.
© 1990 Human Synergistics Inc.
Building on Constructive Styles 48
PAT P (SAMPLE)
as of August 16, 2002
Achievers know they can improve things and usually do not hesitate to act on this
knowledge. Doing things well is important to people with the Achievement style.
Because they are inclined to work toward their own goals and to seek realistic
feedback on their performance, these people tend to find their work highly
rewarding.
Achievers have an incisive thought process and appreciate cause- and-effect
relationships. They are most interested in getting the job done and doing it well.
They are not distracted by the outside factors that plague most people. High
achievers often possess the skills necessary for effective planning, goal-setting
and problem-solving.
The Achievement scale measures the healthiest possible working attitudes and
styles. Achievers tend to be motivated to succeed by their own values and beliefs.
This internal motivation inclines them to set and pursue their own goals and
standards of performance. Because of this tendency, they require less supervision
and control. They may tend to resist too much direction because they typically
have higher standards of performance than their immediate bosses.
Achievers can be very effective leaders when they share responsibility and inspire
confidence in others. The Achievement style, when combined with elements of
the Humanistic- Encouraging style, gets results that lead to excellence in
management.
The Achievement style is highly related to personal effectiveness, entrepreneurial
activities and business success. Rate of promotion, salary, respect of colleagues,
and even physical health are associated with this style of thinking.
High achievers aim for excellence in all facets of life, from their careers to
personal relationships. These individuals assume the following:
1. It's critical to maintain an internal, personal standard of excellence. Intrinsic
motivation is more effective than extrinsic motivation.
2. Cause-and-effect relationships account for why things happen—not luck, fate,
chance, or magic.
3. One's own effort counts and determines outcomes.
4. Self-set and self-selected goals are more motivating than goals imposed by
others.
5. Feedback from others is necessary to improve one's own performance.
© 1990 Human Synergistics Inc.
Building on Constructive Styles 49
LSI STYLUS® 1
APPENDIX
PAT P (SAMPLE)
as of August 16, 2002
PAT P (SAMPLE)
as of August 16, 2002
PROCESS FOR CHANGE
Life in Balance
Ideally, a person should have an effective balance between the Constructive
Styles (11,12,1,2) and the Defensive Styles (3-10). When the Defensive Styles are
dominant in your profile, difficulties can occur. It is good to work toward limiting
the behaviors associated with these styles.
In reviewing your report, you have identified areas for improvement, growth and
development. This section will assist you in piecing together a strategy for
change.
To change, you need to know two things: first, where you are and second, where
you wish to go.
The difficult part is knowing how to set achievable goals. For this, there is no
single path. Instead, everyone's path varies depending on the situations and
characteristics that are unique to the person. For this reason, we are unable to
describe what your path will be. But, we can offer some guidelines that we hope
will make your path to change less bumpy.
Work Slowly
Remember that an effective approach to change and development is like a proper
diet - balanced and moderate. Consider the following suggestions as you attempt
change and self-improvement.
Gradual change will be easiest for you and less likely to be met with suspicion or
opposition from others. "Break in" the new behavior as you would a new pair of
shoes.
Confide in a few trusted colleagues
Let them know what you are trying to do and solicit their advice and support.
Expect to make some errors in judgment
Initially, associates may not respond to your changed behavior as you intended.
Give them time to accept what you are trying to accomplish. Pay attention to how
the change is being received by others and modify your behavior appropriately.
© 1990 Human Synergistics Inc.
Appendix 51
PAT P (SAMPLE)
as of August 16, 2002
Don’t try too hard
Recognize your limitations: Permanent change is easiest when the desired
behavior is consistent with your overall personality. The less consistent the
desired behavior is with your personality, the harder it will be to change and the
longer it will take to make it a natural part of you.
Periodically monitor your progress
Take time routinely to determine whether the payoff is worth the effort expended
to make the change, and modify your goals accordingly. The most effective way
to monitor your progress is to complete the inventory a second time. Six months
is a reasonable amount of time to achieve measurable change.
Consider starting your own personal journal
The insights you gain from your experiences are priceless gems upon which major
events turn. The reactions you have to difficult events tend to repeat themselves.
By keeping a record of these events, your reactions to them, and your course of
action, you will be better able to analyze the effectiveness of your actions and
modify your behavior if necessary.
© 1990 Human Synergistics Inc.
Appendix 52
PAT P (SAMPLE)
as of August 16, 2002
Understanding Your Report
This exercise is designed to help you begin the process of change and
development.
The goals of this exercise are to:
Identify your development needs
Identify your strengths upon which you can build
Select two or three comments made in your report that identify behaviors or thinking
patterns that interfere with your performance.
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
List two or more specific changes that you can implement to become more effective
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
Select two or three comments made in your report that identify behaviors or thinking
patterns that serve you well.
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
© 1990 Human Synergistics Inc.
Appendix 53
PAT P (SAMPLE)
as of August 16, 2002
Career Goals
This exercise is designed to help you focus your development efforts to reach
your career goals. Career goals include your personal objectives for improvement
and can range from improving your performance in your current position, to
developing your skills for a lateral move, to working toward a promotion. The
goals of this exercise are to:
Confirm your personal goals
Identify the counterproductive tendencies that might interfere with achieving
your goals and the strengths which will help you achieve your goals
What are your immediate and future career goals?
Immediate _________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
Future ____________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
How will the management strengths described in your report help you meet your career
goals?
Immediate _________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
Future ____________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
© 1990 Human Synergistics Inc.
Appendix 54
PAT P (SAMPLE)
as of August 16, 2002
How might your counterproductive tendencies affect your ability to reach your career
goals?
Immediate _________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
Future ____________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
Keeping your career goals in mind, what is the key counterproductive tendency that you
must change to develop into a more effective manager?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
© 1990 Human Synergistics Inc.
Appendix 55
PAT P (SAMPLE)
as of August 16, 2002
Action Planning Process
You have now identified the area on which you wish to focus your development
as well as some strengths that will support you in this endeavor. The final stage of
this process is to write your Action Plan for this development. If you are not
aware of specific training that is available to assist your particular development
needs, include in your strategy a research step that will identify these training
resources. Following is a description of the Action Planning Process, and a
worksheet to complete it.
Write a goal
Determine your desired behavior.
Determine the positive consequences you want to achieve (i.e., signs that will
tell you that you have been successful in changing your behavior).
Write a strategy
Determine a target date: the date by which you want to accomplish this
change.
Determine the steps needed to reach your goal.
Develop a timeline for reaching your goal.
Identify some logical points at which to monitor your progress.
Implement the plan and record your results
Determine others you need to involve for support and feedback.
Determine the resources you will need - money, facilities, materials, etc.
Take action (practice and persistence pay off).
Monitor progress by recording the results of your efforts. Be sure to remain
flexible so that you can modify your strategy if necessary.
© 1990 Human Synergistics Inc.
Appendix 56
PAT P (SAMPLE)
as of August 16, 2002
Goal Achievement
Actual Result
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
Actual Signs of success
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
Date achieved
__________________________________________________________________
__________________________________________________________________
© 1990 Human Synergistics Inc.
Appendix 57
PAT P (SAMPLE)
as of August 16, 2002
Action Plan
Goal
Desired result: ______________________________________________________
__________________________________________________________________
__________________________________________________________________
Anticipated signs of success: __________________________________________
__________________________________________________________________
__________________________________________________________________
Target date: ________________________________________________________
__________________________________________________________________
__________________________________________________________________
Strategy
Steps:_____________________________________________________________
__________________________________________________________________
__________________________________________________________________
Time Line:_________________________________________________________
__________________________________________________________________
__________________________________________________________________
Check Points: ______________________________________________________
__________________________________________________________________
__________________________________________________________________
© 1990 Human Synergistics Inc.
Appendix 58
PAT P (SAMPLE)
as of August 16, 2002
DEVELOPMENT CONTRACT
The success of your development is dependent on the strength of your support
system. Your support system includes peers, superiors, subordinates, friends, and
family. If you take the initiative by asking for their help, these individuals can
provide you with encouragement, support and ongoing feedback as you work to
accomplish your self-development goals.
By enabling you to share your report findings, conclusions and goals, this
development contract is one method of initiating a dialogue with a member of
your support system. Although your report is confidential, using this contract
allows you to share only the information you choose to share.
We encourage you to review your development contract with your manager.
Doing so provides an opportunity to discuss development sessions you have
attended, your reactions to your report, insights you have gained, and personal
development goals you have selected. Sharing this contract with your manager
has the potential to open meaningful lines of communication that can greatly
enhance your working relationship.
To complete this development contract, please respond to the statements on the
following page. Base your comments on what you learned through this report.
© 1990 Human Synergistics Inc.
Appendix 59
PAT P (SAMPLE)
as of August 16, 2002
Development Contract
The report has helped me to realize…
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
I plan to…
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
You can help me by…
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
Signed
© 1990 Human Synergistics Inc.
Appendix 60
246 James Street South
St. Marys, ON
Telephone: (519) 284-4135
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Email: info@hscanada.ca
Copyright © 1990 Human Synergistics Inc. All rights reserved. No part of this work may be reproduced, stored in a retrieval system,
transcribed in any form or by any means, including, but not limited to electronic, mechanical, photocopying, recording, or other means, without
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Human Synergistics , LSI STYLUS and While we're not vengeful, we are provokable. are trademarks owned and registered by Human
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