Exam 1 Flashcards

1
Q

What is assertiveness?

A

The effort a person makes to influence the thoughts or actions of others.

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2
Q

Asking Person

A

A more asking person may be described as quite, easygoing, cooperative, and a good listener. This behavior is perceived as asking or questioning.

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3
Q

Telling Person

A

A more telling person is one who speaks out, makes strong statements, takes charge, and is forward and demanding. This behavior is perceived as telling or directing.

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4
Q

First Impressions – Asking

A
Quiet
Moderately stated opinions
Go-along attitude
Likeable first impression
Tends not to use power
Lets others take initiative
Asks questions
Talks slowly and pauses
Diplomatic
Careful decisions
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5
Q

First Impressions – Telling

A
Outspoken
Strongly stated opinions
Take-charge attitude
Strong first impression
Tends to use power
Initiator
Makes statements
Talks and acts quickly
Bold
Quick decisions
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6
Q

What is responsiveness?

A

Responsive is the degree to which a person expresses his or her emotions and feelings when relating to others.

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7
Q

Highly Controlled Person

A

A highly controlled person is one who is reserved, businesslike, and tends to restrict the expressions of emotions. A controlled person is perceived as controlling feelings and emotions. This does not mean that a controlled person is emotionless. They just tend to not express their emotions.

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8
Q

Highly Responsive Person

A

A highly responsive person is one who reacts easily and verbally to experiences and people. These people are open to the influences and stimulations around them. A responsive person is perceived as readily experiencing and expressing feelings and emotions.

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9
Q

First Impressions – Highly Controlled

A
Serious
Intellectual
Formal
Reserved communicator
Strict, disciplined attitudes
Fact-orientated decision making
Difficult to get to know
Logical and rational
Doesn't usually show feelings
Task orientated
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10
Q

First Impressions – Highly Responsive

A
Lighthearted
Dramatic, emotional
Informal
Communicates openly, talkative
Flexible attitudes, easygoing
Impulsive decision making
Friendly; easy to know
Verbal and intuitive
Expresses feelings often
People oriented
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11
Q

Controller Style is described as…?

A

More telling and highly controlled

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12
Q

Persuader Style is described as…?

A

More telling and highly responsive

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13
Q

Organizer Style is described as…?

A

More asking and highly responsive

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14
Q

Analyzer Style is described as…?

A

More asking and highly controlled

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15
Q

General Words/Ranges of Behavior for Analyzer

A
Ask questions
Talks slowly
Formal
Systematic
Cautious
Calculated opinions
Impersonal
Wants facts and details
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16
Q

General Words/Ranges of Behavior for Organizer

A
Likeable
Asks questions
Avoids confrontation
Moderate opinions
Easygoing
Personal
Open
Organizer of people
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17
Q

General Words/Ranges of Behavior for Controller

A
Strong opinions
Decisive
Takes charge
Direct
Businesslike
Self-disciplined
Results orientated
Demanding
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18
Q

General Words/Ranges of Behavior for Persuader

A
Outgoing
Talks easily
Takes social initiative
Quick decisions
Entertaining
Informal
Impulsive
Expressive
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19
Q

Behavior Tendencies for Analyzer

A
Makes ideas "perfect"
Wants high standards
Needs organization
Expects accuracy 
Works alone
Tension: Being wrong
Weakness: Taking a position
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20
Q

Behavior Tendencies for Organizer

A
Fulfills ideas
Wants security
Needs appreciation
Expects harmony
Works carefully and with others
Tension: Confrontation
Weakness: Initiating
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21
Q

Behavior Tendencies for Controller

A
Generates ideas
Wants action/change
Needs to be in charge
Expects efficiency/ results
Works fast and alone
Tension: Loss of control
Weakness: Listening
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22
Q

Behavior Tendencies for Persuader

A
Promotes ideas
Wants to be liked
Needs recognition
Expects freedom
Works fast and with others
Tension: Rejection
Weakness: Organizing
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23
Q

What is versatility?

A

Being flexible about your needs and being able to adapt to the needs of others

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24
Q

How do you develop versatility?

A

Because versatility is a skill, it can be learned and developed. The first step is to know how your behavior style tends to impact others. Second, you need to be able to assess the other person’s behavior style and understand their psychological needs. The next step is to develop the ability to “stretch”. When you stretch, you help the other person to be more comfortable with you.

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25
Q

What are versatile people able to do?

A

Reduce tension and meet the needs of others.
See a situation from another person’s point of view.
Determine the best options for dealing with a situation.

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26
Q

How do you Increase Responsiveness?

A

Express feelings more often and control feelings less often.

1) Admit feelings to yourself
2) Express feelings, e.g., concern, warmth
3) Accept other’s feelings as real
4) Take time to socialize
5) Learn to laugh openly
6) When under pressure, avoid taking over or withdrawing

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27
Q

How do you Decrease Responsiveness?

A

Control feelings more often and express feelings less often.

1) Limit close relationships
2) Focus more on objectives, less on people needs
3) Develop restraint
4) Avoid overreacting
5) Lessen involvement in others’ personal lives
6) Delegate more, help less

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28
Q

How do you Increase Assertiveness?

A

Tell more often and ask less often

1) Be candid and to the point
2) Be willing to disagree
3) Delegate more often
4) Initiate change
5) Learn to handle conflict
6) Take a stand when appropriate

29
Q

How do you Decrease Assertiveness?

A

Ask more often and tell less often

1) Be able to admit being wrong
2) Acknowledge and respond to other’s viewpoint
3) Negotiate rather than direct
4) Pay attention to details
5) Adapt to the slower time needs of others
6) Listen more and talk less

30
Q

How do you Increase Versatility?

A

1) Know your impact on others and manage it well.
2) Know the needs of others and learn to meet those needs.
3) Be able to modify your behavior when necessary.

You can accomplish this by controlling your personal presence and appearance, your verbal presentation, and your use of feedback to and from others.

31
Q

Analyzer Capsule

A
Orientation -- logical thinking
Need -- to be right
Support -- their thinking and principles
Take time -- to be accurate
Provide -- service; do what you say
Weakness -- declaring a position
32
Q

Analyzer Strengths

A
Accurate
Logical and sequential
Follows rules/standards
Makes decisions based on facts
Diplomatic
33
Q

Analyzer Vulnerability

A
Forced to fast decisions
Fast change
Not being right
Not knowing rules
Confrontation
34
Q

Analyzer Needs

A
Precision/Accuracy
Time to decide
Detailed explanations
To avoid confrontation
To know the rules
35
Q

Levels of Back Up – Analyzer

A
  1. Withdraw
  2. Dictatorial
  3. Acquiesce
  4. Attack
36
Q

Do’s – Analyzer

A
  1. Thoroughly prepare in advance
  2. List pros and cons
  3. Present a systematic approach
  4. Provide solid, tangible, evidence
  5. Give them time to analyze and verify
  6. Take time, but be persistent
37
Q

Don’ts – Analyzer

A
  1. Don’t be disorganized or messy
  2. Don’t be casual, informal, or loud
  3. Don’t overstate or oversell
  4. Don’t provide special incentives
  5. Don’t push for decisions
  6. Avoid confrontation
38
Q

Controller Capsule

A
Orientation -- Control/Action
Need -- To be in charge
Support -- Conclusions and actions
Take time -- To be efficient
Provide -- Options and probabilities
Weakness -- Listening
39
Q

Controller Strengths

A
Troubleshooter
Initiator
Idea Generator
Change Agent
Not intimidated by conflict (can look forward to it)
40
Q

Controller Vulnerability

A
Being used
Not able to control
Personal criticism
Not winning
Blocked from accomplishments
41
Q

Controller Needs

A
Action
Control 
Options
To make decisions
To win
42
Q

Levels of Back Up – Controller

A
  1. Dictatorial/Autocratic
  2. Withdraw
  3. Attack
  4. Acquiesce
43
Q

Do’s — Controller

A
  1. Be clear, specific, brief
  2. Stick to business
  3. Provide options and probabilities
  4. Support results
  5. Take issue with the facts not the person
  6. Be efficient
44
Q

Don’ts – Controller

A
  1. Don’t waste time
  2. Don’t be disorganized
  3. Don’t have ready made decision
  4. Don’t build personal relationship
  5. Don’t direct or order
  6. Don’t criticize personally
45
Q

Persuader Capsule

A
Orientation -- Social and intuition
Need -- Recognition
Support -- Dreams and intuition
Take Time -- To be stimulating
Provide -- Testimony from authority incentives
Weakness -- Doesn't check enough
46
Q

Persuader Strengths

A
Entertainer
Positive
Optimistic
Takes social lead
Never at a loss for words (always has something to say)
47
Q

Persuader Vulnerability

A
Loss of social approval
Personal rejection
Broken trust
Loss of love
Sarcasm, belittling comments
48
Q

Persuader Needs

A
Incentives
To be liked
Recognition/Praise
To work with others
To touch and be touched
49
Q

Levels of Back Up – Persuader

A
  1. Attack
  2. Acquiesce
  3. Dictatorial
  4. Withdraw
50
Q

Do’s – Persuader

A
  1. Take time to socialize
  2. Support dreams and intuitions
  3. Ask for opinions/ideas
  4. Provide testimonials from important people
  5. Don’t deal with details; put them in writing
  6. Be stimulating and last moving
51
Q

Don’ts – Persuader

A
  1. Don’t be curt or cold
  2. Don’t leave things hanging
  3. Don’t talk down
  4. Don’t “dream” too long
  5. Don’t argue
52
Q

Organizer Capsule

A
Orientation -- Support and relationships
Need -- Security
Support -- Feelings and relationships
Take time -- To be cooperative
Provide -- Guarantees/Assurance
Weakness -- Fails to initiate
53
Q

Organizer Strengths

A
Organized
Disciplined
Team person
Courteous
Warm and friendly
Systematic
54
Q

Organizer Vulnerability

A

Loss of Security

Too much change

55
Q

Persuader Capsule

A
Orientation -- Social and intuition
Need -- Recognition
Support -- Dreams and intuition
Take Time -- To be stimulating
Provide -- Testimony from authority incentives
Weakness -- Doesn't check enough
56
Q

Persuader Strengths

A
Entertainer
Positive
Optimistic
Takes social lead
Never at a loss for words (always has something to say)
57
Q

Persuader Vulnerability

A
Loss of social approval
Personal rejection
Broken trust
Loss of love
Sarcasm, belittling comments
58
Q

Persuader Needs

A
Incentives
To be liked
Recognition/Praise
To work with others
To touch and be touched
59
Q

Levels of Back Up – Persuader

A
  1. Attack
  2. Acquiesce
  3. Dictatorial
  4. Withdraw
60
Q

Do’s – Persuader

A
  1. Take time to socialize
  2. Support dreams and intuitions
  3. Ask for opinions/ideas
  4. Provide testimonials from important people
  5. Don’t deal with details; put them in writing
  6. Be stimulating and last moving
61
Q

Don’ts – Persuader

A
  1. Don’t be curt or cold
  2. Don’t leave things hanging
  3. Don’t talk down
  4. Don’t “dream” too long
  5. Don’t argue
62
Q

Organizer Capsule

A
Orientation -- Support and relationships
Need -- Security
Support -- Feelings and relationships
Take time -- To be cooperative
Provide -- Guarantees/Assurance
Weakness -- Fails to initiate
63
Q

Organizer Strengths

A
Organized
Disciplined
Team person
Courteous
Warm and friendly
Systematic
64
Q

Organizer Vulnerability

A
Loss of Security
Too much change
Not appreciated
Conflict
Left alone/Deserted
65
Q

Organizer Needs

A
Security/Trust
Guarantees
Agreement of others
Free of conflict
A relationship
Appreciation
66
Q

Levels of Back Up – Organizer

A

1) Acquiesce
2) Attack
3) Withdraw
4) Dictatorial

67
Q

Do’s – Organizer

A
  1. Show sincere interest/appreciation
  2. Be patient, listen, be responsive
  3. Present your case softly, non-threatening
  4. Clearly define individual contributions
  5. Provide guarantees
  6. Minimize risks
68
Q

Don’ts – Organizer

A
  1. Don’t rush into the agenda
  2. Don’t force decisions
  3. Don’t be domineering, demanding, or threatening
  4. Don’t offer guarantees you can’t do
  5. Don’t be abrupt and rapid
  6. Don’t offer too many options