JCM Consulting, Inc.
Welcome To
PDP Training of
ProScan, JobScan and TeamScan
801-322-3700
www.jcmconsulting.com
© 1996, Rev. 2003 PDP, Inc All rights reserved.
SAMPLE DATA SHEET
Basic/Natural Self
What you are
Priority Environment(s)
What you are going through
Predictor/Outward Self
What you are doing
© 1996, Rev. 2003 PDP, Inc All rights reserved.
ProScan INTRO.5
Overview of ProScan cont’d
• Behavioral Traits
PDP 400-SERIES DATA SHEET
Sample Sample
y
Th
rus
t/A
lle
En
gia
erg
nc
y
e/S
S ig
tema
Na
c it
na
nc
e
tro
ver
s io
Pa
n
ce
/P
ati
Co
nfo ence
rm
it y
Lo
gic
Ex
Do
mi
fac
ti
En
erg
yD
rai
n
on
Do
mi
Sa
t is
PREDICTOR/
OUTWARD SELF
na
nc
e
Ex
tro
ver
s io
Pa
n
ce
/P
ati
Co
en
ce
nfo
rm
it y
Lo
gic
PRIORITY
ENVIRONMENT(S)
ctic
Alle
g
• Energy Measures
Kin
e
ic
Thr
ust/
Log
ina
nce
Ex tr
ove
rsio
n
Pa c
e /P
a tie
nce
Con
form
ity
BASIC/
NATURAL SELF
(survey: 07/20/98)
ia n
ce /S
te -N
Ene
a cit
rgy
y
Organization: PDP, INC.
Dom
Dominance
Extroversion
Pace/Patience
Conformity
Logic/Rationale
6
6
5
5
K
4
Thrust
Allegiance
Ste-Nacity
Kinetic Energy
K
K
A
BAL
3
FEL
3
S
T
S
LO
FEL
T
Sat
2
2
FEL
1
0
© 1996, Rev. 2003 PDP, Inc All rights reserved.
4
A
Drain
1
0
ProScan Intro.5
Behavioral Traits
• Dominance
“Control/Take Charge Trait”
• Extroversion
“Social/Relational Trait: People and Fluency”
• Pace/Patience
“Rate of Motion/Adaptable Trait”
• Conformity
“Systems Oriented/Quality Assurance”
© 1996, Rev. 2003 PDP, Inc All rights reserved.
ProScan 1.1
ity
Con
form
nce
a tie
Pa c
e /P
ve r
sion
Ex t
ro
Dom
i na
nce
Behavioral Traits
Dominance High
Control/Take Charge Trait
•
•
•
•
•
•
© 1996, Rev. 2003 PDP, Inc All rights reserved.
To the Point
Innovators
Big picture-oriented
Troubleshooters
Outwardly secure
Problem Solvers
ProScan 1.2
ity
Con
form
nce
a tie
Pa c
e /P
ve r
sion
Ex t
ro
Dom
i na
nce
Behavioral Traits
Dominance Low
•
•
•
•
•
•
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Moderate
Supportive
Modest
Mild
Gentle
Undemanding
ProScan 1.3
ity
Con
form
nce
a tie
Pa c
e /P
ve r
sion
Ex t
ro
Dom
i na
nce
Behavioral Traits
Extroversion High
Social/Relational Trait
•
•
•
•
•
•
•
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Outgoing
Friendly
Persuasive
Empathetic
Enthusiastic
Talkative
Effective Communicators
ProScan 1.4
ity
Con
form
nce
a tie
Pa c
e /P
ve r
sion
Ex t
ro
Dom
i na
nce
Behavioral Traits
Extroversion Low
•
•
•
•
•
•
•
•
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Sincere
Thoughtful
Contemplative
Reserved
Quiet
Imaginative
Private
Confidential
ProScan 1.5
ity
Con
form
nce
a tie
Pa c
e /P
ve r
sion
Ex t
ro
Dom
i na
nce
Behavioral Traits
Pace/Patience High
Rate of Motion/Adaptable
•
•
•
•
•
•
•
•
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Persistent
Cooperative
Harmonious
Dependable
Relaxed
Patient
Consistent
Good Listener
ProScan 1.6
ity
Con
form
nce
a tie
Pa c
e /P
ve r
sion
Ex t
ro
Dom
i na
nce
Behavioral Traits
Pace/Patience Low
•
•
•
•
•
•
•
•
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Adaptable
Likes change
Fast paced
Restless
Impatient/Pusher
Hasty
Sporadic
Abrupt
ProScan 1.7
ity
Con
form
nce
a tie
Pa c
e /P
ve r
sion
Ex t
ro
Dom
i na
nce
Behavioral Traits
Conformity High
Systems/Quality Assurance Trait








© 1996, Rev. 2003 PDP, Inc All rights reserved.
Procedural
Precise
Loyal
Careful
Prudent
Conscientious
Meticulous
Diligent
ProScan 1.8
ity
Con
form
nce
a tie
Pa c
e /P
ve r
sion
Ex t
ro
Dom
i na
nce
Behavioral Traits
Conformity Low
•
•
•
•
•
•
•
•
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Open Minded
Curious
Generalist
Non-detailed
Free spirited
Flexible
Uninhibited
Non-conforming
ProScan 1.9
ProScan 1.10
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Behavioral Traits
Traits In A Common Place
• Dominance:
Pays no mind to crowd. Enters elevator with determination that
there IS enough room for one more person.
• Extroversion:
Delighted at the sight of people. Enters elevator with a smile and
replies, “isn’t this cozy!”
• Pace:
While stepping back from such a surprise, kindly says
“please go ahead, I’ll wait for the next one.”
• Conformity:
Counts the number of people, then checks with the posted
maximum capacity before getting into the elevator.
© 1996, Rev. 2003 PDP, Inc All rights reserved.
ProScan 1.11
Trait Intensity Chart
Dominance
Extroversion
Pace
Conformity
Bold
Convincing
Determined
Perfectionistic
Forceful
Eager
Steady
Disciplined
Firm
Fun-Loving
Cooperative
Procedural
Certain
Poised
Easy-going
Structured
Flexible
Adaptable
Flexible/
Adaptable
Flexible/
Adaptable
Flexible/
Adaptable
Modest
Sincere
Active
Open-minded
Non-competitive Contemplative
Likes change
Unconventional
Humble
Reserved
Spontaneous
Carefree
Placid
Confidential
Explosive
Avoid Detail
© 1996, Rev. 2003 PDP, Inc All rights reserved.
DynaMetric
Mid Line
ProScan 1.12
ity
Con
form
nce
a tie
Pa c
e /P
ve r
sion
Ex t
ro
Dom
i na
nce
Behavioral Traits
Mid Line Profile
• All 4 traits +/- 1/2” of the Norm
• Can adjust easily to a variety of
environments and cultures.
• Comfortable “wearing several hats”
and taking on a wide range of
responsibilities from group leader to
follower and supporter.
• Moderate in taste—no extremes in
behavior.
© 1996, Rev. 2003 PDP, Inc All rights reserved.
ProScan 1.13
Trait Pairs
How traits affect one another
• Minimum of 2 trait pairs
• Maximum of 5 trait pairs
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Comprehensive Report-Section 1 ProScan 1.16
Trait Pairs
l
l
l
l
l
l
l
Dominance
l
l
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Teller
+D
-P
Driver
l
l
l
ll
D/E
l
l
ProScan 1.16
Trait Pairs
ll
l
l ll
l
l
l
l l
l l
© 1996, Rev. 2003 PDP, Inc All rights reserved.
ll
+D
-C
Risk Taker
D=C
Conflict
LESS CONFLICT
LESS CONFLICT
CONFLICT
lLESS
CONFLICT
ll
ll
Dominance
ProScan 1.16
Trait Pairs
ll
l
l
l
l
Extroversion
l
l
© 1996, Rev. 2003 PDP, Inc All rights reserved.
ll
l
l
l
l
l
l
E/D
+E
-P
Seller
Fast
Communicator
ProScan 1.16
Trait Pairs
l
l
Pace
ll
+P/+C
l
l
l
ll
ll
© 1996, Rev. 2003 PDP, Inc All rights reserved.
ll
l
l
l
+P
-C
Easy Going
Emphasis on
Production
_____
-P/-C Free Wheeler
ProScan 1.16
Trait Pairs
l
l
l
l
l
ll
ll
l
l
l
© 1996, Rev. 2003 PDP, Inc All rights reserved.
l
l
l
l
ll
ll
l
l
l
Conformity
+C/+P Perfectionist
/-P
_____
-C/-P Organization
Hook
+C
-E
Show Me
l
ProScan 1.16
Basic/Natural Self
PDP 400-SERIES DATA SHEET
Sample Sample
it y
Th
rus
t/A
lle
En
gia
erg
nc
y
e/S
S ig
tema
Na
c
na
nc
e
tro
ver
s io
Pa
n
ce
/P
ati
Co
nfo ence
rm
it y
Lo
gic
Ex
Do
mi
En
erg
yD
rai
n
on
fac
ti
PREDICTOR/
OUTWARD SELF
na
nc
e
tro
ver
s io
Pa
n
ce
/P
ati
Co
en
ce
nfo
rm
it y
Lo
gic
Ex
Do
mi
Sa
t is
Alle
g
PRIORITY
ENVIRONMENT(S)
ctic
Kin
e
ic
Thr
ust/
Log
ina
Dom
Ex tr
o
nce
ve r
sion
Pa c
e /P
a tie
nce
Con
form
ity
BASIC/
NATURAL SELF
(survey: 07/20/98)
ia n
ce /S
te -N
Ene
a cit
rgy
y
Organization: PDP, INC.
6
6
5
5
4
4
K
A
K
K
A
BAL
3
FEL
3
S
T
S
LO
FEL
T
Sat
2
2
FEL
1
0
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Drain
The
environment
to create to
ensure highest
productivity
and efficiency.
1
0
Comprehensive Report-Section 1
ProScan 2.1
Basic/Natural Self
PDP 400-SERIES DATA SHEET
Sample Sample
it y
Th
rus
t/A
lle
En
gia
erg
nc
y
e/S
S ig
tema
Na
c
na
nc
e
tro
ver
s io
Pa
n
ce
/P
ati
Co
nfo ence
rm
it y
Lo
gic
Ex
Do
mi
En
erg
yD
rai
n
on
fac
ti
PREDICTOR/
OUTWARD SELF
na
nc
e
tro
ver
s io
Pa
n
ce
/P
ati
Co
en
ce
nfo
rm
it y
Lo
gic
Ex
Do
mi
Sa
t is
Alle
g
PRIORITY
ENVIRONMENT(S)
ctic
Kin
e
ic
Thr
ust/
Log
ina
Dom
Ex tr
o
nce
ve r
sion
Pa c
e /P
a tie
nce
Con
form
ity
BASIC/
NATURAL SELF
(survey: 07/20/98)
ia n
ce /S
te -N
Ene
a cit
rgy
y
Organization: PDP, INC.
6
6
5
5
4
4
K
A
K
K
efficient
 Most
Natural
 IF
no pressures
A
BAL
3
FEL
 Most
3
S
T
S
LO
FEL
T
Sat
2
2
FEL
1
0
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Drain
1
0
Comprehensive Report-Section 1
ProScan 2.1
te -N
a cit
y
TASK
y
cti c
Ene
rg
ia n
All e
g
Kin
e
Log
ic
Thr
ust/
rm it
y
Con
fo
nce
Pa c
e /P
a ti e
n
ve r
sio
Ex tr
o
Dom
ina
nce
ce /S
BASIC/
NATURAL SELF
K
A
FEL
© 1996, Rev. 2003 PDP, Inc All rights reserved.
S
T
How one goes
about doing a task
or accomplishing
personal
goals…and the
energy they have
to do it.
ProScan 2.2
TASK
Kin
e
Thr
Log
ic
ust/
ctic
Alle
g
Ene
r
ia n
gy
ce /S
te -N
a cit
y
BASIC
7
6
5
 Thrust
 Allegiance
 Ste-Nacity
T
4
K
A
S
3
2
1
© 1996, Rev. 2003 PDP, Inc All rights reserved.
 Kinetic
Energy
TASK
ctic
Ene
rgy
ce /
S
te -N
a ci
ty
BASIC
Thrust
Kin
e
Thr
Log
ic
ust/
Alle
g
ia n
Thr All Ste Ktn
7
Self-igniting rocket
 To drive or push
quickly

6
T
5
K
T
A
S
K
4
A
S
3
2
1
© 1996, Rev. 2003 PDP, Inc All rights reserved.
ProScan 2.2
TASK
ce /
S
te -N
a ci
ty
BASIC
Kin
e
Log
ic
Thr
ust/
Alle
g
ctic
Ene
r
ia n
gy
Thr All Ste Ktn
7
A
6
5
Allegiance
Support ability, carry
through
 Dedicated to
accomplishing task

K
A
4
S
K
S
T
3
T
2
1
© 1996, Rev. 2003 PDP, Inc All rights reserved.
ProScan 2.2
TASK
BASIC
Kin
e
Thr
Log
ic
ust/
Alle
g
ctic
Ene
r
ia n
gy
ce /
S
te -N
a ci
ty
Ste-Nacity
7
A
5
K
S
4
S
Steadfast and
tenacious
 Persistent pushing or
pulling
determination

6
K
A
T
3
T
2
1
© 1996, Rev. 2003 PDP, Inc All rights reserved.
ProScan 2.2
TASK
BASIC
Kin
e
Thr
Log
ic
ust/
Alle
g
ctic
Ene
r
ia n
gy
ce /
S
te -N
a ci
ty
Kinetic Energy
7
One’s capacity,
horsepower, fuel
 How much sustenance
there is to the active,
lively, and dynamic
aspects in a person

A
6
5
K
S
4
S
K
A
T
3
T

Streamlined, efficient
and economical

One’s battery size and
battery charge
ProScan 2.3
2
1
© 1996, Rev. 2003 PDP, Inc All rights reserved.
TASK
Energy Chart Zones
Kin
e
Thr
Log
ic
ust/
Alle
g
ctic
Ene
r
ia n
gy
ce /
S
te -N
a ci
ty
BASIC
7
A
6
• High Achiever
5
• Achiever
K
S
4
S
• Highly Productive
K
A
T
• Ultra Force
3
T
• Effectiveness
• Motive Evaluation
2
• Critically Directed
1
© 1996, Rev. 2003 PDP, Inc All rights reserved.
ProScan 2.4
Logic/Rationale
rm it
y
Log
ic
Con
fo
nce
Pa c
e /P
a tie
n
ve r
sio
Ex tr
o
Dom
ina
nce
BASIC
How one
approaches the
decision-making
process
FEL
© 1996, Rev. 2003 PDP, Inc All rights reserved.
ProScan 2.5
Logic/Rationale
rm it
y
Log
ic
Con
fo
nce
Pa c
e /P
a tie
n
ve r
sio
Ex tr
o
Dom
ina
nce
BASIC
 Fact
 Feeling
 Balance
FEL
© 1996, Rev. 2003 PDP, Inc All rights reserved.
ProScan 2.5
Logic/Rationale
BASIC
Log
ic
Con
form
ity
Fact
Analytical
 Needs to access
sufficient facts

FAC
Logic above R by 1/4”
© 1996, Rev. 2003 PDP, Inc All rights reserved.
ProScan 2.5
Logic/Rationale
BASIC
Log
ic
Con
form
ity
Feeling
Intuitive
 Can make decisions
quickly based on an
inner sense

Logic below R by 1/4”
FEL
© 1996, Rev. 2003 PDP, Inc All rights reserved.
ProScan 2.5
Logic/Rationale
BASIC
Log
ic
Con
form
ity
Balance
Balance of Fact and Feeling
 Often thought of as
Practical and Reasonable

BAL
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Logic plus or minus R by 1/4”
ProScan 2.5
Priority Environment(s)
PDP 400-SERIES DATA SHEET
Sample Sample
it y
Th
rus
t/A
lle
En
gia
erg
nc
y
e/S
S ig
tema
Na
c
na
nc
e
tro
ver
s io
Pa
n
ce
/P
ati
Co
nfo ence
rm
it y
Lo
gic
Ex
Do
mi
En
erg
yD
rai
n
on
fac
ti
PREDICTOR/
OUTWARD SELF
na
nc
e
tro
ver
s io
Pa
n
ce
/P
ati
Co
en
ce
nfo
rm
it y
Lo
gic
Ex
Do
mi
Sa
t is
Alle
g
PRIORITY
ENVIRONMENT(S)
ctic
Kin
e
ic
Thr
ust/
Log
ina
Dom
Ex tr
o
nce
ve r
sion
Pa c
e /P
a tie
nce
Con
form
ity
BASIC/
NATURAL SELF
(survey: 07/20/98)
ia n
ce /S
te -N
Ene
a cit
rgy
y
Organization: PDP, INC.
6
6
5
5
4
4
K
A
K
K
A
BAL
3
FEL
3
S
T
How one is
trying to
change or
adjust to
surrounding
environments
S
LO
FEL
T
Sat
2
2
FEL
1
0
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Drain
1
0
Comprehensive Report-Section 2
ProScan 3.1
Priority Environment(s)
PDP 400-SERIES DATA SHEET
it y
Th
rus
t/A
lle
En
gia
erg
nc
y
e/S
S ig
tema
Na
c
na
nc
e
tro
ver
s io
Pa
n
ce
/P
ati
Co
nfo ence
rm
it y
Lo
gic
Ex
Do
mi
on
fac
ti
En
erg
yD
rai
n
Ex
Do
mi
Sa
t is
PREDICTOR/
OUTWARD SELF
na
nc
e
tro
ver
s io
Pa
n
ce
/P
ati
Co
en
ce
nfo
rm
it y
Lo
gic
PRIORITY
ENVIRONMENT(S)
ctic
Alle
g
ia n
ce /S
te -N
Ene
a cit
rgy
y
(survey: 07/20/98)
Kin
e
ic
Thr
ust/
Log
ina
Dom
Ex tr
o
nce
ve r
sion
Pa c
e /P
a tie
nce
Con
form
ity
BASIC/
NATURAL SELF
 Effort
Sample Sample
Organization: PDP, INC.
to adjust
from Basic
6
Major
Environments
6
6
5
5
4
4

3

2

K
A
K
K
A
BAL
3
FEL
S
T
S
LO
FEL
T
Sat
2
FEL
1
0
Drain
1
0



© 1996, Rev. 2003 PDP, Inc All rights reserved.
Work
Economic
Social/Personal
Health
Home/Family
Religion
Comprehensive Report-Section 2
ProScan 3.1
Priority Environment(s)
PDP 400-SERIES DATA SHEET
Sample Sample
it y
Th
rus
t/A
lle
En
gia
erg
nc
y
e/S
S ig
tema
Na
c
na
nc
e
tro
ver
s io
Pa
n
ce
/P
ati
Co
nfo ence
rm
it y
Lo
gic
Ex
Do
mi
En
erg
yD
rai
n
on
fac
ti
PREDICTOR/
OUTWARD SELF
na
nc
e
tro
ver
s io
Pa
n
ce
/P
ati
Co
en
ce
nfo
rm
it y
Lo
gic
Ex
Do
mi
Sa
t is
Alle
g
PRIORITY
ENVIRONMENT(S)
ctic
Kin
e
ic
Thr
ust/
Log
ina
Dom
Ex tr
o
nce
ve r
sion
Pa c
e /P
a tie
nce
Con
form
ity
BASIC/
NATURAL SELF
(survey: 07/20/98)
ia n
ce /S
te -N
Ene
a cit
rgy
y
Organization: PDP, INC.
6
6
5
5
4
4
 Satisfaction
 Stress
K
A
K
K
A
BAL
3
FEL
3
S
T
S
LO
FEL
T
Sat
2
2
FEL
1
0
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Drain
1
0
Comprehensive Report-Section 2
ProScan 3.1
Satisfaction
PRIORITY
PRIORITY
ENVIRONMENT(S)
Lo
gic
y
Co
nfo
rm
it
Pa
ce
/Pa
tie
nc
e
tro
ver
s io
n
Ex
Do
min
an
ce
fac
tio
n
Sa
tis
Kin
e
ctic
Ene
rgy
ENVIRONMENT(S)
HIGH
SAT
FACT
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Whether goals
and aspirations
are being met
Comprehensive Report-Section 2 ProScan 3.2
Satisfaction
PRIORITY
PRIORITY
ENVIRONMENT(S)
Lo
gic
y
Co
nfo
rm
it
Pa
ce
/Pa
tie
nc
e
tro
ver
s io
n
Ex
Do
min
an
ce
fac
tio
n
Sa
tis
Kin
e
ctic
Ene
rgy
ENVIRONMENT(S)
 Low
HIGH
SAT
FACT
© 1996, Rev. 2003 PDP, Inc All rights reserved.
 High
 Average
Comprehensive Report-Section 2 ProScan 3.2
Satisfaction
PRIORITY
High
PRIORITY
ENVIRONMENT(S)
Lo
gic
y
Co
nfo
rm
it
Pa
ce
/Pa
tie
nc
e
tro
ver
s io
n
Ex
Do
min
an
ce
fac
tio
n
Sa
tis
Kin
e
ctic
Ene
rgy
ENVIRONMENT(S)
Getting rewards for
what is being done
 Feeling fulfilled,
positive realization

HIGH
SAT
FACT
R2 above R1 by 1/4”
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Comprehensive Report-Section 2 ProScan 3.2
Satisfaction
PRIORITY
Average
PRIORITY
ENVIRONMENT(S)
Lo
gic
y
Co
nfo
rm
it
Pa
ce
/Pa
tie
nc
e
tro
ver
s io
n
Ex
Do
min
an
ce
fac
tio
n
Sa
tis
Kin
e
ctic
Ene
rgy
ENVIRONMENT(S)
Getting enough
rewards to make
stress worthwhile
 Seeing “light at the
end of the tunnel”

FACT
AVG
Sat
R2 plus or minus R1
by 1/4”
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Comprehensive Report-Section 2 ProScan 3.2
Satisfaction
PRIORITY
Low
PRIORITY
ENVIRONMENT(S)
Lo
gic
y
Co
nfo
rm
it
Pa
ce
/Pa
tie
nc
e
tro
ver
s io
n
Ex
Do
min
an
ce
fac
tio
n
Sa
tis
Kin
e
ctic
Ene
rgy
ENVIRONMENT(S)
Concern as to whether
goals are being met
 May feel discouraged,
dissatisfied

FACT
R2 below R1 by 1/4”
LOW
SAT
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Comprehensive Report-Section 2 ProScan 3.2
Steps to Higher Productivity
• Is “Low Satisfaction” workrelated?
• Motivate Employee!
• Set Goals!
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Comprehensive Report-Section 2 ProScan 3.3
Stress
The effort and energy one puts toward
trying to change and adjust
• Distress
Negative, bad stress
Causes a person to tire more quickly
• Eustress
Self-imposed, or good stress
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Comprehensive Report-Section 2 ProScan 3.4
Stress
Understanding
Single Trait
Stress Adjustment
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Comprehensive Report-Section 2 ProScan 3.5
Stress
En
erg
yD
rain
Lo
gic
y
Co
nfo
rm
it
Pa
ce
/Pa
tie
nc
e
tro
ver
s io
n
Ex
Do
min
an
ce
fac
tio
n
Sa
tis
ctic
Ene
rgy
Kin
e
Dominance 
PRIORITY
ENVIRONMENT
• More controlling
• More in charge
• More assertive and
forceful
HIGH
SAT
FACT
KK
Drain
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Comprehensive Report-Section 2
ProScan 3.5
Stress

En
erg
yD
rain
Lo
gic
y
Co
nfo
rm
it
Pa
ce
/Pa
tie
nc
e
tro
ver
s io
n
Ex
Takes more energy
when a trait crosses the
norm line
HIGH
SAT

Do
min
an
ce
fac
tio
n
Sa
tis
ctic
Ene
rgy
Kin
e
Dominance  x
PRIORITY
ENVIRONMENT
Refer to Trait Intensity
Chart to see opposite
difference in descriptors
FACT
KK
Drain
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Comprehensive Report-Section 2
ProScan 3.5
Stress
En
erg
yD
rain
Lo
gic
y
Co
nfo
rm
it
Pa
ce
/Pa
tie
nc
e
tro
ver
s io
n
Ex
Do
min
an
ce
fac
tio
n
Sa
tis
Kin
e
ctic
Ene
rg
y
PRIORITY
ENVIRONMENT
Dominance 
• Less controlling
HIGH
SAT
FACT
KK
• Perhaps stepping back
and not being as
forceful or assertive as
would be natural
Drain
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Comprehensive Report-Section 2 ProScan 3.5
Stress
En
erg
yD
rain
Lo
gic
y
Co
nfo
rm
it
Pa
ce
/Pa
tie
nc
e
tro
ver
s io
n
Ex
Do
min
an
ce
fac
tio
n
Sa
tis
ctic
Ene
rgy
Kin
e
Extroversion 
PRIORITY
ENVIRONMENT
• More friendly,
empathetic
• Sensitive in terms of
people
• More communicative in
general and working to
develop more people
skills
© 1996, Rev. 2003 PDP, Inc All rights reserved.
HIGH
SAT
FACT
KK
Drain
Comprehensive Report-Section 2
ProScan 3.5
Stress
En
erg
yD
rain
Lo
gic
y
Co
nfo
rm
it
Pa
ce
/Pa
tie
nc
e
tro
ver
s io
n
Ex
Do
min
an
ce
fac
tio
n
Sa
tis
Kin
e
ctic
Ene
rgy
PRIORITY
ENVIRONMENT
Extroversion 
• Less outgoing, quieter
• Less socially involved
HIGH
SAT
FACT
KK
Drain
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Comprehensive Report-Section 2 ProScan 3.5
Stress
En
erg
yD
rain
Lo
gic
y
Co
nfo
rm
it
Pa
ce
/Pa
tie
nc
e
tro
ver
s io
n
Ex
Do
min
an
ce
fac
tio
n
Sa
tis
ctic
Ene
rgy
Kin
e
Pace 
PRIORITY
ENVIRONMENT
• Slowing down or waiting
for things to happen
• Trying to be more
casual and easygoing
HIGH
SAT
FACT
KK
• Not pushing as hard as
would be natural
Drain
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Comprehensive Report-Section 2
ProScan 3.5
Stress
En
erg
yD
rain
Lo
gic
y
Co
nfo
rm
it
Pa
ce
/Pa
tie
nc
e
tro
ver
s io
n
Ex
Do
min
an
ce
fac
tio
n
Sa
tis
Kin
e
ctic
Ene
rgy
PRIORITY
ENVIRONMENT
Pace 
• Getting more things
done in less time
HIGH
SAT
FACT
KK
• Things are not
happening as quickly
as desired, perhaps
some deadlines are not
being met
Drain
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Comprehensive Report-Section 2 ProScan 3.5
Stress
En
erg
yD
rain
Lo
gic
y
Co
nfo
rm
it
Pa
ce
/Pa
tie
nc
e
tro
ver
s io
n
Ex
Do
min
an
ce
fac
tio
n
Sa
tis
ctic
Ene
rgy
Kin
e
Conformity 
PRIORITY
ENVIRONMENT
• Paying more attention
to the system or details
• Emphasizing accuracy
• Trying to get more
organized or
establishing systems
HIGH
SAT
FACT
KK
Drain
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Comprehensive Report-Section 2
ProScan 3.5
Stress
En
erg
yD
rain
Lo
gic
y
Co
nfo
rm
it
Pa
ce
/Pa
tie
nc
e
tro
ver
s io
n
Ex
Do
min
an
ce
fac
tio
n
Sa
tis
Kin
e
cti c
Ene
rgy
PRIORITY
ENVIRONMENT
Conformity 
• Eliminating or delegating
some details
HIGH
SAT
• Looking more at the big
picture, more open-minded
FACT
KK
• Taking more risks, breaking
away from tradition
Drain
© 1996, Rev. 2003 PDP, Inc All rights reserved.
• Asserting more
independence
Comprehensive Report-Section 2 ProScan 3.5
Stress
En
erg
yD
rain
Lo
gic
y
Co
nfo
rm
it
Pa
ce
/Pa
tie
nc
e
tro
ver
s io
n
Ex
Do
min
an
ce
fac
tio
n
Sa
tis
ctic
Ene
rgy
Kin
e
Logic 
PRIORITY
ENVIRONMENT
• More factual
• Not as quick to let the
heart or feeling make
the decisions
HIGH
SAT
FACT
KK
Drain
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Comprehensive Report-Section 2
ProScan 3.5
Stress
En
erg
yD
rain
Lo
gic
y
Co
nfo
rm
it
Pa
ce
/Pa
tie
nc
e
tro
ver
s io
n
Ex
Do
min
an
ce
fac
tio
n
Sa
tis
Kin
e
cti c
Ene
rgy
PRIORITY
ENVIRONMENT
Logic 
• Less factual
• More empathy and
feeling in decisions
HIGH
SAT
KK
FEL
Drain
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Comprehensive Report-Section 2 ProScan 3.5
Basic/Natural Self
PDP 400-SERIES DATA SHEET
Sample Sample
it y
Th
rus
t/A
lle
En
gia
erg
nc
y
e/S
S ig
tema
Na
c
na
nc
e
tro
ver
s io
Pa
n
ce
/P
ati
Co
nfo ence
rm
it y
Lo
gic
Ex
Do
mi
En
erg
yD
rai
n
on
fac
ti
PREDICTOR/
OUTWARD SELF
na
nc
e
tro
ver
s io
Pa
n
ce
/P
ati
Co
en
ce
nfo
rm
it y
Lo
gic
Ex
Do
mi
Sa
t is
Alle
g
PRIORITY
ENVIRONMENT(S)
ctic
Kin
e
ic
Thr
ust/
Log
ina
Dom
Ex tr
o
nce
ve r
sion
Pa c
e /P
a tie
nce
Con
form
ity
BASIC/
NATURAL SELF
(survey: 07/20/98)
ia n
ce /S
te -N
Ene
a cit
rgy
y
Organization: PDP, INC.
6
6
5
5
4
4
K
A
K
K
A
BAL
3
FEL
3
S
T
S
LO
FEL
T
Sat
2
2
FEL
1
0
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Drain
The
environment
to create to
ensure highest
productivity
and efficiency.
1
0
Comprehensive Report-Section 1
ProScan 2.1
Predictor/Outward Self
PDP 400-SERIES DATA SHEET
Sample Sample
it y
Th
rus
t/A
lle
En
gia
erg
nc
y
e/S
S ig
tema
Na
c
na
nc
e
tro
ver
s io
Pa
n
ce
/P
ati
Co
nfo ence
rm
it y
Lo
gic
Ex
Do
mi
En
erg
yD
rai
n
on
fac
ti
PREDICTOR/
OUTWARD SELF
na
nc
e
tro
ver
s io
Pa
n
ce
/P
ati
Co
en
ce
nfo
rm
it y
Lo
gic
Ex
Do
mi
Sa
t is
Alle
g
PRIORITY
ENVIRONMENT(S)
ctic
Kin
e
ic
Thr
ust/
Log
ina
Dom
Ex tr
o
nce
ve r
sion
Pa c
e /P
a tie
nce
Con
form
ity
BASIC/
NATURAL SELF
(survey: 07/20/98)
ia n
ce /S
te -N
Ene
a cit
rgy
y
Organization: PDP, INC.
6
6
5
5
4
4
K
A
K
K
A
BAL
3
FEL
3
S
T
S
LO
FEL
T
Sat
2
How you are
coming across
to others--the
role playing
profile
2
FEL
1
0
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Drain
1
0
Comprehensive Report-Section 3 ProScan 4.1
Predictor/Outward Self
PDP 400-SERIES DATA SHEET
Sample Sample
it y
Th
rus
t/A
lle
En
gia
erg
nc
y
e/S
S ig
tema
Na
c
na
nc
e
tro
ver
s io
Pa
n
ce
/P
ati
Co
nfo ence
rm
it y
Lo
gic
Ex
Do
mi
En
erg
yD
rai
n
on
fac
ti
PREDICTOR/
OUTWARD SELF
na
nc
e
tro
ver
s io
Pa
n
ce
/P
ati
Co
en
ce
nfo
rm
it y
Lo
gic
Ex
Do
mi
Sa
t is
Alle
g
PRIORITY
ENVIRONMENT(S)
ctic
Kin
e
ic
Thr
ust/
Log
ina
Dom
Ex tr
o
nce
ve r
sion
Pa c
e /P
a tie
nce
Con
form
ity
BASIC/
NATURAL SELF
(survey: 07/20/98)
ia n
ce /S
te -N
Ene
a cit
rgy
y
Organization: PDP, INC.
6
6
5
5
4
4

How person
“comes across”

Adapted profile

Role play profile
K
A
K
K
A
BAL
3
FEL
3
S
T
S
LO
FEL
T
Sat
2
2
FEL
1
0
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Drain
1
0
Comprehensive Report-Section 3 ProScan 4.1
Energy Drain
The result of
trying to change and adjust
• Satisfaction level
• Stress length
• Stress crossing the norm line
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Comprehensive Report-Section 3 ProScan 4.2
Energy Drain
Energy Chart Zones
S ig
ma
En
erg
y
Th
rus
t/
Lo
gic
A ll
eg
ian
ce
/S
teNa
c it
y
PREDICTOR
7

Ultra Force

High Achiever

Achiever

Highly Productive
6
5
K
A
4
2
Effectiveness
 Motive Evaluation
1

S
T
© 1996, Rev. 2003 PDP, Inc All rights reserved.
3

Critically Directed
ProScan 4.3
Organizational Styles
Understanding the behavioral trait
measurement styles
• Communication Styles
• Leadership Styles
• Back-up/ Reactionary Styles
© 1996, Rev. 2003 PDP, Inc All rights reserved.
ProScan 5.1 - 5.5
Organizational Styles
How Traits Communicate to You
• Dominance
Teller/Authoritative
• Extroversion
Seller/Persuasive
• Pace
Casual/Careful
• Conformity
Guarding/Cautions/Exacting
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Comprehensive Report-Section 4 ProScan 5.1
Organizational Styles
How to Communicate to Traits
• Dominance
Direct, concise messages
• Extroversion
Friendly, consider as team member
• Pace
Time to think and process
• Conformity
Clearly defined, present in detail
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Comprehensive Report-Section 4
ProScan 5.1
Leadership Styles
How Traits Lead
• Dominance
Authoritative/Decisive
• Extroversion
Persuasive
• Pace
Caretaker/Persistent
• Conformity
Procedural/Traditional
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Comprehensive Report-Section 4 ProScan 5.2 and 5.3
BACK-UP STYLES
May resort to when out of energy:
• Dominance
Steamrollers
• Extroversion
Verbal attack
• Pace
Avoid conflict
• Conformity
Must be right
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Comprehensive Report-Section 4 ProScan 5.4
Motivation
How to increase productivity and
outcome results
• Motivators
Elements that create a positive
• Demotivators
Elements that create a negative
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Comprehensive Report-Section 4 ProScan 6.1and 6.2
REAL TEAM
Team opportunities exist throughout organizations.
Teams succeed when all members
share a common purpose.
Teams outperform individuals when
performance requires multiple
work approaches.
© 1996, Rev. 2003 PDP, Inc All rights reserved.
TeamScan® 2.1
REAL TEAM /
WORKGROUPS
True Performance Teams
• Tightly-focused
performance unit
• Mutual responsibility
• Best person making
decision
• Thrive on conflict to meet
challenges
• Draw on leadership ability
of each team member
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Working Groups
• Accomplish a common
purpose and support one
another
• Have a single leader who
sets performance goals and
gives guidance
• Can be a business unit with a
manager who is an effective
team leader
• May go back and forth
between true team mode and
non-team work
TeamScan® 2.1
TEAM DATA SHEET COMPOSITE
Displays each team member’s BASIC Data Sheet
in reduced format
© 1996, Rev. 2003 PDP, Inc All rights reserved.
TeamScan® 2.3
TEAM COMMUNICATION
Distribution of the real teams’
communication make up
• How each team member will
send messages
• How team members will best
receive messages
© 1996, Rev. 2003 PDP, Inc All rights reserved.
TeamScan® 2.4
ANALYSIS OF BASIC
Trait by trait analysis of all Real Team members’
BASIC measurements
•
•
•
•
•
•
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Dominance
Extroversion
Pace
Conformity
Logic
Energy
TeamScan® 2.5
TEAM PERCEPTION
How team members perceive one another
© 1996, Rev. 2003 PDP, Inc All rights reserved.
TeamScan® 2.10
RECEPTIVITY TO NEW IDEAS / TASKS
DOMINANCE
•
•
•
Automatically know if it works or not
Must know how will it be directly beneficial
Want to know all the problems and to have
answers to problems
EXTROVERSION
•
•
Tend to say: That will work, but it would be even
better if….
Brainstorm ideas
PACE/PATIENCE
•
•
•
Need time to think about it
Agrees non-verbally to avoid conflict
Cooperate cautiously
CONFORMITY
•
•
•
Will compare as to how it has been done
in past
Will point out all the reasons why it can’t
be done
Will doubt until proven
© 1996, Rev. 2003 PDP, Inc All rights reserved.
TeamScan® 3.5
PRODUCTION STYLE
DOMINANCE
•
Task oriented
•
Have primary concern to get things done
•
Competitive
•
Decide, initiate, direct
•
Good at solving complex problems and challenges, technically oriented
•
Relate to team approach if it fits into selected goals
EXTROVERSION
•
Have creative ideas
•
Do not hesitate to include others that have the needed expertise
•
Encourage team decisions
•
Create a strong support system, team builder
•
Willing communicators
•
Works well with people, negotiator
PACE/PATIENCE
•
Cooperator, amiable
•
Dependable
•
Routine jobs are done with little resistance
•
Enjoy only one new task at a time
•
Appreciate knowing when the task is to
be finished
CONFORMITY
•
Organized
•
Want to know exactly how a job is to be done, exact details
of job, what end results are to be
•
Watchful
© 1996, •Rev. 2003
PDP, Inc All rights reserved.
Safeguarder
TeamScan® 3.5
TIME MANAGEMENT
DOMINANCE
•
•
•
•
•
Action oriented
Fast
Decisive
Demand a great deal from themselves and others
Conclusive
EXTROVERSION
Varied
•
Act Spontaneously
•
Interject new ideas, angles to approach
•
Diverse
PACE/PATIENCE
•
Even, methodical action
•
Aware of deadlines, tend not to complete
prior to deadline
•
Steady
•
Consistent
CONFORMITY
•
•
•
•
•
Deliberate action
Punctual
Thorough
Fastidious
© 1996, Rev. 2003 PDP, Inc All rights reserved.
TeamScan® 3.5
COMPLETION STYLES
DOMINANCE
•
•
•
•
Effective, sound
Disregard facts that others may feel are important
Take ownership, sensitive to criticism
Delegate if changes need to be made
EXTROVERSION
•
•
•
Creative, multi-faceted
Concerned most with presentation (the more who
will see it, the more flair it will have)
Will convince that it is saleable as is
PACE/PATIENCE
•
•
•
Paced to the deadline, no more, no less
Humble ownership and little presentation flair
May make minor errors or problems if rushed too fast
CONFORMITY
•
•
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Accurate and thorough
Will be complete, may lack visual flair in order to be conservative
TeamScan® 3.6
COMPLETION LIMITATIONS
DOMINANCE
•
•
Will be slow to start, if lack concept impatient with implementation, if
conceptualized
Tend to move on to other tasks before completing current task
EXTROVERSION
•
•
Need to limit new ideas, focus on completing current work
Loathe the detail except for presentations
PACE/PATIENCE
•
Need to realize importance in accomplishing task and to foresee what
additionally is needed to complete task
CONFORMITY
•
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Need to assess non traditional avenues and to be creative in obtaining
knowledge or additional information in order to complete
TeamScan® 3.6
PRAISE EXPECTATIONS
DOMINANCE
•
•
•
•
Awards
Announced
Recognition but limited details about why getting the praise
Wonder why everybody can’t do what they do
EXTROVERSION
•
•
•
Love awards, fanfare
Want complete details about why getting the praise
Will partake and share in why it was a good job
PACE/PATIENCE
•
•
•
Need constant praise during project
Want formal recognition that is short and sweet
Modest but pleased about receiving praise
CONFORMITY
•
•
© 1996, Rev. 2003 PDP, Inc All rights reserved.
Want proper and genuine credit paid on specifics
Tend to down play achievements, I could have done better…
TeamScan® 3.6
LEADERSHIP STYLES
DOMINANCE
Authoritative/Decisive
A natural leader, takes charge
Self-confident, decisive
Conceptually analytical
Self styled and very competitive
High visibility with cause and effect
Think they delegate authority, when it is actually only responsibility
Delegates detail effectively, has great demand for perfection
EXTROVERSION
Persuasive
Ideal social/verbal skills for public exposure, a natural leader style
Effective and enthusiastic team builder
Opportunity seeker
Able to delegate authority, responsibility and detail
Influences convincingly and with determination
Believe in people, devastated temporarily when someone lets them down
PACE/PATIENCE
Caretaker/Persistent
Earns the role of leader, promoted from within and employees respect them
Loyalty, dependability and consistency are virtues
Observant monitoring and stabilizing effect keep things running harmoniously
Prefer pace to be set by outer source, take what comes, adjust as needed then push ahead
Peacemaker, make best of what comes along and persistently press toward the goal
CONFORMITY
Procedural/Traditional
Follows the system that has been established and clearly defined
Standards, specific goals are the desired criteria wherein to supervise and evaluate
Enforceably effective leader through factors of rules, regulations and proven methods
Loyalty and dependability (as long as treated fairly) are strengths
Accuracy, quality and high regard for uncompromising interest in correct results
© 1996, Rev. 2003 PDP, Inc All rights reserved.
TeamScan® 3.7
TRAIT PERCEPTION MATRIX
How High Trait Perceives a Low Trait
HIGH
DOMINANCE
may perceive
LOW _______ as:
HIGH
EXTROVERSION
may perceive
LOW _______ as:
HIGH
PACE/PATIENCE
may perceive
LOW _______ as:
HIGH
CONFORMITY
may perceive
LOW _______ as:
LOW
DOMINANCE
LOW
EXTROVERSION
Submissive
“Yes” people
Subservient
Dependent
Timid
Quiet
Bashful
Directable
Active
Ambitious
Energetic
Uninhibited
Resistant
Uncaring
Promotional
Manipulative
Willing
Serving
Bashful
Unsociable
Unexpressive
Unresponsive
Invigorating
Fun-loving
Action-oriented
Thoughtless
Independent
Promotional
Nice
Agreeable
Cooperative
Quiet
Cold
Invisible
Frantic
Unorganized
Hyper
Uncaring
Daring
Spontaneous
Respectful
Reserved
Genuine
Humble
Thoughtful
Reserved
Hasty
Hurried
Erratic
Uninformed
Disorganized
Wanter of
Freedom
© 1996, Rev. 2003 PDP, Inc All rights reserved.
LOW
PACE
LOW
CONFORMITY
TeamScan® 3.8
TRAIT PERCEPTION MATRIX
How Low Trait Perceives a High Trait
HIGH
DOMINANCE
HIGH
EXTROVERSION
LOW
DOMINANCE
may perceive
HIGH _______ as:
Aggressive
Intimidating
A take-charge
person
Direct
Talkative
Positive
A “mingler”
Socializer
Careful
Stable
Consistent
Correct
Particular
Structured
Studious
Reserved
LOW
EXTROVERSION
may perceive
HIGH _______ as:
Steamroller
Forceful
Brusque
Caustic
Transparent
Gregarious
Flippant
Socialite
Nice
Warm
Friendly
Accurate
Technical
Structured
Diligent
Reserved
LOW
PACE/PATIENCE
may perceive
HIGH _______ as:
Driven
Effective
A “shaker”
A “mover”
Interesting
A “mover”
Persuasive
Talkative
Slow
Boring
Careful
Too careful
Deliberate
Slow
Competitive
Self-directed
Too forceful
Intimidating
A Talker
Active
Insincere
A flatterer
Nice
Careful
Hesitant
Exacting
Traditional
Discouraging
Detailed
Prudish
LOW
CONFORMITY
may perceive
HIGH _______ as:
© 1996, Rev. 2003 PDP, Inc All rights reserved.
HIGH
PACE
HIGH
CONFORMITY
TeamScan® 3.9
TYPICAL LIKES
DOMINANCE
EXTROVERSION
PACE/PATIENCE
CONFORMITY
HIGH
Bottom-line results
Taking risks
Control
Retained
authority
Delegating
responsibility,
but not authority
Challenge
Social contact
An audience
To be liked
Brainstorming
Opportunities
Party/Play/
Laughter
Surprises
Delegating
Leisure time
Comfort/
Harmony
Routines
Deliberation
Repetition
Peace
Cooperation
Rules
Standards
Sincerity
Accuracy
Limited risk
Pre-planning
Security
LOW
Peace
Stability
Security
Low risk
Strong leaders
Protection
Privacy
Seclusion
Creativity
Think time
Planning
Fast pace
Action
Change
Variety
Surprises
Many friends
and/or experiences
Liberty
Casualness
Delegating
Risk/
Adventure
Speculation
© 1996, Rev. 2003 PDP, Inc All rights reserved.
TeamScan® 3.10
TYPICAL DISLIKES
DOMINANCE
EXTROVERSION
PACE/PATIENCE
CONFORMITY
HIGH
Vagueness
Indecisiveness
Laziness
Small talk
Non-confidence
Mediocrity
Personal criticism
Technical
challenges
Pessimists
Negativism
Being alone (a lot)
Pressure
Poor planning
Spur of the
moment
Shop talk
Unpredictability
Criticism
Big talk
Flattery
Fickleness
Unexpectedness
Rule changes
LOW
Taking charge
Multiple decisions
Forcefulness
Taking risks
Criticism
Social
exposure
Small talk
“Ad-libbing”
Speech-making
Politicking
Time on hands
Inactivity
Routine
Deliberation
Delays
Detail
Reports/Forms
Authoritarians
Rules
Regulations
© 1996, Rev. 2003 PDP, Inc All rights reserved.
TeamScan® 3.10
UNDERSTANDING CONFLICT
When experiencing potential conflicts
or needing to obtain how traits complement
each other, refer to the following conflict situations
PERSONAL BARRIERS that each trait will construct:
High D: controlled composure and will not express emotional feeling.
High E: hide true feelings by bubbling and surrounding self with a
crowd, giving air of lack of deep feeling.
High P: swallow whatever is given, stoic approach, “I’m tolerant.”
High C: criticize others, quote facts, and procrastinate or become
withdrawn, stalling to avoid personal exposure.
© 1996, Rev. 2003 PDP, Inc All rights reserved.
TeamScan® 4.1
CONFLICT RESOLUTION
HIGH D — HIGH D:
CONFLICT: High D’s: Do not care how strongly they come across to each other. They are
critical of others. They do not want to know the details, only the big picture. Can be
very blunt to another High Dominance resulting in disputes that may be enjoyed,
unless one has an unfair advantage (i.e., title or discriminating issue). Non-dominance
observers may be devastated.
RESOLUTION: These two will work well together when goals are mutual, creating a competitive drive in the team
effort. Establishment of who is to have the final decision (either of the two, or someone higher in rank) will need to
be formalized. Recognition of efforts for both in accomplishing projects as a team is important.
HIGH D — HIGH E:
CONFLICT: High D:
High E:
Always wants control of situation, may hold illegally and by force from others.
Not direct, not used to getting to the point.
RESOLUTION: When pitted against each other, conflict could arise because of the terseness of the High D and
the elaboration by the High E. On the other hand, they could work well together by combining technical and
people abilities and by recognizing each other’s strengths.
HIGH D — HIGH P:
CONFLICT: High D:
High P:
Strong driver (especially with low P), may not give specifics on task, but expects
miracles.
Likes cooperation and wants to plan actions carefully and methodically.
RESOLUTION: These two can work well together by mutually establishing the urgency and importance of tasks,
and setting realistic time frames which the High P feels comfortable with and the High D feels satisfied with.
© 1996, Rev. 2003 PDP, Inc All rights reserved.
TeamScan® 4.3
CONFLICT RESOLUTION
HIGH D — HIGH C:
CONFLICT: High D:
Doesn’t know how strongly is coming across to others, is critical of
others, doesn’t want to know the details, only the big picture.
High C: Is sensitive to criticism. Wants to check everything and do it for
themselves.
RESOLUTION: These two work well when changes in procedures are explained to the High C and there aren’t
too many checks on the High D person, not too many details.
HIGH E — HIGH E:
CONFLICT: High E’s: Will spawn off of each other’s ideas. One may become easily influenced by the other’s
“oversell” of an idea. Can make decisions on “heart over mind” and act impulsively. A
lot of energy will be created from generating ideas, but initiation and/or completion may
not be reached before the two are discussing the next project.
RESOLUTION: These two work well when objectives and deadlines are defined. Brainstorming for creative ideas
is a must for each other, but keep a handle on time frame.
HIGH E — HIGH P:
CONFLICT: High E:
High P:
Wants a wide circle of friends, tends to exaggerate.
Prefers closer, smaller group of associates, very sincere and realistic; may feel the
E is “too much” and not sincere.
RESOLUTION: These two work well in a congenial atmosphere and coordinate people very well.
© 1996, Rev. 2003 PDP, Inc All rights reserved.
TeamScan® 4.4
CONFLICT RESOLUTION
HIGH E — HIGH C:
CONFLICT: High E:
Needs interaction, usually not technically oriented.
High C: Wants things done accurately and won’t tolerate the stories and excuses made by
High E’s.
RESOLUTION: These two can work well together. High E as the overseer, delegator, and the High C person as
the quality control and detailer. Learn to appreciate each other as either would dislike doing the other’s job.
HIGH P — HIGH P:
CONFLICT: High P’s: Will have the least amount of conflict over any other pairing of traits. Tend to
procrastinate, may never get anything completed. Will exercise utmost care for each
other’s feelings. Will avoid pressure. Can spend a considerable time in small talk.
RESOLUTION: These two work well when they agree upon the pace, as well as goals and deadlines. Initially
this may need to be determined by management, because procrastination may slow down the start-up time. Once
everything is defined, the two will have a direction for completing the project.
HIGH P — HIGH C:
CONFLICT: High P:
Easygoing and usually don’t take life as intensely as High C individuals.
High C: Compulsive about detail and right from wrong. Want everything done correctly.
RESOLUTION: These two work well with a system to follow and to let them know priorities, both in the job and for
each other. Both very influenced by the environment and respond well to strong leadership.
© 1996, Rev. 2003 PDP, Inc All rights reserved.
TeamScan® 4.5
CONFLICT RESOLUTION
HIGH C — HIGH C:
CONFLICT: High C’s: Will have the feeling that they are right because of their own inner book of
rules. Tend to guard contribution of information to the project as “proprietary.”
Will tend to have a preset idea of how things should be done because “that’s
the way it’s been done.” May feel that in order to get the job done right, they
will have to do it themselves. May not be willing to compromise their position.
Sensitive to criticism, but will tend to criticize each other.
RESOLUTION: Spending time together before the project starts will build a rapport. There needs to be the
understanding that any previous work may need to be refined to make the best possible finished project. Setting
“rules” for the team may be essential for the two to follow.
LOW ENERGY — HIGH ENERGY:
(Disregarding the effect of traits initially)
CONFLICT:
Low Energy:
Likes to work on projects one at a time, likes to be more single-minded of
purpose, channels limited resources efficiently.
High Energy: Prefers to have several projects going at the same time, often feel low
energy people are not pulling their own weight in a situation.
RESOLUTION: Low energy people need more consistent recharge times in a day to perform. High energy
people need to be sure they don’t have too many projects going. A low energy person doing a job requiring high
energy can lead to burnout. A higher energy person doing a job requiring low energy often leads to boredom. A
high energy person involved in too many high energy projects with their multiple demands can lead to burn out.
© 1996, Rev. 2003 PDP, Inc All rights reserved.
TeamScan® 4.6
Thank you
for participating in the
TeamScan® Training
© 1996, Rev. 2003 PDP, Inc All rights reserved.