CH2. Knowing Yourself

Question 1

Psychology Questions

Answer 1

Psychologist Carl Jung “Theory of psychological types”
Introversion
Focus on internal world Extroversion
Focus on the external world.

Katharine Cook Briggs and Isabel Briggs Myers 1920s
Myers-Briggs Type Indicator ® (MBTI ®) personality indicator
16 personality types
May be at extreme polar opposites of each trait or in the middle
Personality Types v. Personality Traits

Question 2

In MBTI there are 4 polar extremes with a description at each end.

There are a totel of _ different end profiles

Tendency to introvert or extrovert but ___

Answer 2

1. Extrovert to Introvert (E to I)
2. Sensation to Intuition (S to N)
3. Thinking to Feeling (T to F)
4. Judging to Perceiving (J to P)

16

not both

Question 3

Do not know what they are thinking until they say it.
As they speak things become clearer to them, so they may change direction as they speak.

Answer 3

Extroverts

Question 4

If immediate discussion is thrust open them they become
uncomfortable and confused, as they need to go away and consider.

Answer 4

Introverts

Question 5

use specifics such as facts, dates and times.
Problem definition is important and they are irritated by vagueness.

Answer 5

Sensors

Question 6

They may agree with specific details presented by an ‘S’ but can only understand the ‘whole’.

Answer 6

Intuitives

Question 7

will set their emotions to one side so that their feelings will not enter
into the logical analysis of a situation.
They will not make an immediate decision, preferring to step back from a situation to analyze facts and information.

Answer 7

Thinkers

Question 8

are ‘people people’ and judge situations on a personal level taking into account personal values.
‘Fs’ are often torn because they are able to see both sides of any situation.

Answer 8

Feelers

Question 9

favour exactness.
They want to know how long things will take, stay on track and they seek closure.

Answer 9

Judgers

Question 10

will put off the final decision for as long as possible.
They favour tolerance and open time frames.

Answer 10

Perceivers

Question 11

LEADERSHIP

Answer 11

Definitions:
Peter Drucker: “The only definition of a leader is someone who has followers.”
John Maxwell:“Leadership is influence, nothing more, nothing less.”
Koontz and O’Donnell: “Leadership is the process of influencing people so that they will strive willingly towards the achievement of group goals.”
Stephen Covey: “Leadership is communicating to another person their worth and potential so clearly they are inspired to see it in themselves.”

Themes:
nfluencing
Inspiring your “followers” / Staff towards goals

Question 12

Leadership Models

Answer 12

Emotional Intelligence
D Goleman in 1990s intrapersonal and interpersonal skills needed: self-awareness, self-regulation, motivation, empathy, social skills

Authentic leadership
Leaders whose know their “authentic selves”, driven by true purpose, strong integrity, positive values

Diversity Leadership
Commitment to diversity: recruitment, development, communication, governance, client/ patient services

Servant Leadership
Collaborative leader that seeks to support others in their achievement and success; empowers their staff towards achievement
Common in healthcare and other human services sector, especially in NFP

Spirituality Leadership
Focus on deepening understanding of one’s spiritual depth and that of their staff. Kouzes & Posner (1995): “challenge process, inspire shared vision, model the way, encourage the heart”

Resilient Leadership
Resilience as a means towards addressing organizational challenges and goals and to avoid burn out.
Includes focus on self-care

Question 13

Leadership Styles

Answer 13

Authoritarian
Clear vision and how to achieve it.
They have expectations for what, when, and how tasks should be
done.
Expect acceptance from their staff and teams on what is being asked.

Participative
Seeking input and allowing staff and others to a voice in making decisions to demonstrate trust and appreciation

Pacesetting
Pacesetting leaders push team members to run hard and fast to the finish line
Focus on achieving results

Transformational Leadership “visionary leaders”
Focused on big-picture goals and organizational purpose.
Seek to inspire, encourage, and “empower” teams to achieve the vision / goals

Coaching Leadership
Teams are reservoirs of talent to be developed and given direction achieve their potential.
Regular feedback.

Delegative Leadership “Laissez-faire”
Employees are enabled to solve problems on their own, and available for team when asked.

Question 14

How to Develop Leaders

Answer 14

1. Leadership development program
2. Training / Courses
3. Mentorship
4. Coaching
5. Job enlargement / secondments
6. 360 feedback
7. Formal leadership assessment tools: DISC (Dominance Influence Steadiness, Compliance), Clifton 34, Myers-Briggs Type Indicator (MBTI), Gallup Strengthsfinder,

Question 15

Leadership Competency Framework

Answer 15

Question 16

What may shape non-verbal communication

Answer 16

Culture and gender roles
Relationship & stage in relationship – eg. friend, work, sibling & new or established
Situation

Question 17

Nonverbal cues

Answer 17

Outnumber verbal cues (93% v. 7%)
Confirm or contradict a verbal message
Are usually outside our awareness

Question 18

Strategies to identify non-verbal (NV) communication

Nonverbal cues are believed

BUT they are NOT clear

Answer 18

Wait and watch
Look for consistency in NV communications
Look for multiple triggers– what sets it off
e.g. other interactions in the group

 people tend to believe that non-verbal communications are true..
 
 It can be tough to read one person’s cues; 
 It can be tougher in a team

Question 19

7 TYPES OF NON-VERBAL COMMUNICATION

Answer 19

Kinesics
Combination of messages sent by the body, including gestures, facial
expressions, body movement, posture, gaze (eye contact) and gait
Kinesics is the largest and most important part of a message
Play a dominant role in determining the image people have of us

Vocalics
Other than words – volume, rate, pitch, pausing and silence

Physical Appearance
Hairstyle, clothing , cosmetics and fragrance

Haptics
Contact cues such as frequency, intensity, and type of touch

**Proxemics **
Spatial cues

Chronemics
Use of time as a message system
Punctuality, amount of time, waiting time

Artifacts
Manipulable objects that may reflect messages from user – art, pets, furniture, etc

Question 20

OTHER FORMS OF NON-VERBAL CUES

Answer 20

“quasi-nonverbal” and “textual” communication
Ie., EMOJIS

Question 21

COMMUNICATION -
ASSERTIVE SKILLS

Answer 21

Core communication skill.
Express yourself effectively.
Stand up for your point of view.
Respecting the rights of others.
Earn team members’ respect.
Help foster team relationships.
Avoids burn-out in team and uneven workload.
Creates win-win situations in team settings.

Question 22

HOW- ASSERTIVE SKILLS

Answer 22

Use ‘I’ statements.
lets others know what you’re thinking or feeling without sounding
accusatory. Ex: “I disagree,” vs. “You’re wrong.“

Practice saying no.
If you have a hard time turning down requests, try saying, “No, I
can’t do that now.”

Rehearse what you want to say.
Use body language.
Keep an upright posture, but lean forward a bit. oFace the person & make regular eye contact. oMaintain a neutral or positive facial expression. oDon’t cross your arms or legs.

Keep emotions in check.

Start small

Question 23

3 parts of assertive communication

Answer 23

1) empathy/validation: “I know that you get anxious if you’re ready to go and I’m not”
2) statement of how your feel: “ At the same time [And] I feel….” No Buts”
3) statement of what you want: “ So can we try”

Question 24

Giving Feedback

Answer 24

Feedback is critical to everyone!
Constructive feedback –Offer feedback with view to improve behaviour and/or offer support person- not to undermine
Approach from perspective of growth and building on strengths:
Ask for input!

Emphasize the positive (at least 2:1).
Focus on behavior not the person
Be specific and clear- we remember only about a portion of what we hear
Attend to the tone, style, timing, location and content of your feedback
Describe rather than evaluate (state observations not interpretation)

Own the viewpoint you are presenting- use I statements
Avoid generalizations- avoid “all”, “never”, “always”
Be careful with advice - people rarely struggle with an issue because of lack of some specific piece of information
Get input on the fairness of your feedback
Caution re: overload
Sandwich approach – “positive – growth- positive”

Question 25

Encouraging participation:

Answer 25

“What do you think……”
“You had a thought…..”
“ Yesterday you mentioned…..”
“What has worked well for you before….” “Let’s do a round table….”
“From your discipline, what do you think about..”