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
What are versatile people able to do?
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.
26
How do you Increase Responsiveness?
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
27
How do you Decrease Responsiveness?
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
28
How do you Increase Assertiveness?
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
How do you Decrease Assertiveness?
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
How do you Increase Versatility?
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
Analyzer Capsule
``` 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
Analyzer Strengths
``` Accurate Logical and sequential Follows rules/standards Makes decisions based on facts Diplomatic ```
33
Analyzer Vulnerability
``` Forced to fast decisions Fast change Not being right Not knowing rules Confrontation ```
34
Analyzer Needs
``` Precision/Accuracy Time to decide Detailed explanations To avoid confrontation To know the rules ```
35
Levels of Back Up -- Analyzer
1. Withdraw 2. Dictatorial 3. Acquiesce 4. Attack
36
Do's -- Analyzer
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
Don'ts -- Analyzer
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
Controller Capsule
``` Orientation -- Control/Action Need -- To be in charge Support -- Conclusions and actions Take time -- To be efficient Provide -- Options and probabilities Weakness -- Listening ```
39
Controller Strengths
``` Troubleshooter Initiator Idea Generator Change Agent Not intimidated by conflict (can look forward to it) ```
40
Controller Vulnerability
``` Being used Not able to control Personal criticism Not winning Blocked from accomplishments ```
41
Controller Needs
``` Action Control Options To make decisions To win ```
42
Levels of Back Up -- Controller
1. Dictatorial/Autocratic 2. Withdraw 3. Attack 4. Acquiesce
43
Do's --- Controller
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
Don'ts -- Controller
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
Persuader Capsule
``` 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
Persuader Strengths
``` Entertainer Positive Optimistic Takes social lead Never at a loss for words (always has something to say) ```
47
Persuader Vulnerability
``` Loss of social approval Personal rejection Broken trust Loss of love Sarcasm, belittling comments ```
48
Persuader Needs
``` Incentives To be liked Recognition/Praise To work with others To touch and be touched ```
49
Levels of Back Up -- Persuader
1. Attack 2. Acquiesce 3. Dictatorial 4. Withdraw
50
Do's -- Persuader
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
Don'ts -- Persuader
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
Organizer Capsule
``` Orientation -- Support and relationships Need -- Security Support -- Feelings and relationships Take time -- To be cooperative Provide -- Guarantees/Assurance Weakness -- Fails to initiate ```
53
Organizer Strengths
``` Organized Disciplined Team person Courteous Warm and friendly Systematic ```
54
Organizer Vulnerability
Loss of Security | Too much change
55
Persuader Capsule
``` 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
Persuader Strengths
``` Entertainer Positive Optimistic Takes social lead Never at a loss for words (always has something to say) ```
57
Persuader Vulnerability
``` Loss of social approval Personal rejection Broken trust Loss of love Sarcasm, belittling comments ```
58
Persuader Needs
``` Incentives To be liked Recognition/Praise To work with others To touch and be touched ```
59
Levels of Back Up -- Persuader
1. Attack 2. Acquiesce 3. Dictatorial 4. Withdraw
60
Do's -- Persuader
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
Don'ts -- Persuader
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
Organizer Capsule
``` Orientation -- Support and relationships Need -- Security Support -- Feelings and relationships Take time -- To be cooperative Provide -- Guarantees/Assurance Weakness -- Fails to initiate ```
63
Organizer Strengths
``` Organized Disciplined Team person Courteous Warm and friendly Systematic ```
64
Organizer Vulnerability
``` Loss of Security Too much change Not appreciated Conflict Left alone/Deserted ```
65
Organizer Needs
``` Security/Trust Guarantees Agreement of others Free of conflict A relationship Appreciation ```
66
Levels of Back Up -- Organizer
1) Acquiesce 2) Attack 3) Withdraw 4) Dictatorial
67
Do's -- Organizer
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
Don'ts -- Organizer
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