ttisi team driving forces€¦ · todd fox candice frazer eric gehrig susan ginn erin healy jill...

12 Driving Forces® Team Report

TTISI Team Driving ForcesTTI Success Insights7-18-2017

Sample Company17785 N Pacesetter WayScottsdale, AZ480-555-5555

Copyright © 2006-2017. Target Training International, Ltd.

Introduction

CONTENTS OF THE REPORT

Overview - A summary examining the composition of yourteam’s Driving Forces.

Team Characteristics - Defines the makeup of yourorganization by Driving Forces segment and shares theprimary cluster graphs of individuals on your team.

Primary Cluster Overview - Lists each team member bytheir primary Driving Forces.

Driving Forces Group Bars - Identifies the primary,situational, and indifferent clusters of the team.

Driving Forces Characteristics Hierarchy - Comparesindividual scores to others on the team, team averages,and population means.

TEAM MEMBER LIST

James AlireKate BibenVanessa BoettcherTom BogartDavid BonnstetterAlec BonnstetterRon BonnstetterRick BowersJohn CarliCraig CasimirNick ChrisDave ClarkRodney CoxPhilip DaugsKayla DeVaultTodd FoxCandice FrazerEric GehrigSusan GinnErin HealyJill HeberlingDustin HebetsCameron HoodRichard HuntNancy K.Anne KlinkAmy LaneFavor LarsonAnn LeitensdorferCarol Mettenbrink

Ryan MillerCherisse MowryCassandra NelsonRico RiveraCindy RosserBrent RowlandAnubhav SharmaRobert StokesSandra StonerTeresa TaylorBobby TyningKefei WangAdam Wong

1TTISI Team Driving Forces


Sample Company17785 N Pacesetter WayScottsdale, AZ

Team Driving Forces Overview

OBSERVING DRIVING FORCES

Have you ever noticed some people:

Seek knowledge relevant and useful to their current situationSeek to expand their understanding and knowledge in allendeavorsTend to be unrestrained in the application of resourcesTend to utilize and apply their resources to maximize returnSeek function in their surroundingsSeek to fully experience their surroundingsTend to be selective in who they help and serveTend to serve, help and eliminate the suffering of othersindiscriminatelySeek to share power, recognition and controlSeek to be recognized and control their own destinyTend to remain open and flexible in their methodologies andapproach to lifeTend to live within defined systems and traditional approaches

Intellectual

ResourcefulHarm

onious

Altr

uist

ic

Commandi

ng

StructuredInstinctive

Selfless

Objective

Inte

ntio

nal

Colla

borat

ive

Receptive

19%26%

14%

2%

0%2%0%

2%

0%

12%

5%19%




Driving Forces Defined

Knowledge

Instinctive - People who are driven by utilizing pastexperiences, intuition and seeking specific knowledge whennecessary.Instinctive - People who are driven by utilizing pastexperiences, intuition and seeking specific knowledge whennecessary.

Intellectual - People who are driven by opportunities to learn,acquire knowledge and the discovery of truth.Intellectual - People who are driven by opportunities to learn,acquire knowledge and the discovery of truth.

Utility

Selfless - People who are driven by completing tasks for thesake of completion, with little expectation of personal return.Selfless - People who are driven by completing tasks for thesake of completion, with little expectation of personal return.

Resourceful - People who are driven by practical results,maximizing both efficiency and returns for their investments oftime, talent, energy and resources.Resourceful - People who are driven by practical results,maximizing both efficiency and returns for their investments oftime, talent, energy and resources.

Surroundings

Objective - People who are driven by the functionality andobjectivity of their surroundings.Objective - People who are driven by the functionality andobjectivity of their surroundings.

Harmonious - People who are driven by the experience,subjective viewpoints and balance in their surroundings.Harmonious - People who are driven by the experience,subjective viewpoints and balance in their surroundings.

Others

Intentional - People who are driven to assist others for aspecific purpose, not just for the sake of being helpful orsupportive.Intentional - People who are driven to assist others for aspecific purpose, not just for the sake of being helpful orsupportive.

Altruistic - People who are driven to assist others for thesatisfaction of being helpful or supportive.Altruistic - People who are driven to assist others for thesatisfaction of being helpful or supportive.

Power

Collaborative - People who are driven by being in asupporting role and contributing with little need for individualrecognition.Collaborative - People who are driven by being in asupporting role and contributing with little need for individualrecognition.

Commanding - People who are driven by status, recognitionand control over personal freedom.Commanding - People who are driven by status, recognitionand control over personal freedom.

Methodologies

Receptive - People who are driven by new ideas, methodsand opportunities that fall outside a defined system for living.Receptive - People who are driven by new ideas, methodsand opportunities that fall outside a defined system for living.

Structured - People who are driven by traditional approaches,proven methods and a defined system for living.Structured - People who are driven by traditional approaches,proven methods and a defined system for living.




Resourceful Team CharacteristicsThe following information will give team members a clear understanding and appreciation of team members with Resourceful as their number one drivingforce.

STRENGTHS AND WEAKNESSES

POTENTIAL STRENGTHSConfigure resources to maximize outputMaximize efficiency and productivitySensitive to wasting time, resources, or opportunitiesFocus on achieving measurable and practical resultsFocus on the return on investment

POTENTIAL WEAKNESSESMay only be willing to give if there is an opportunity for a returnTend to view people and resources as tools to achieve anoutcomeMay view material possessions and money as a scorecardMay be perceived as a workaholic

Selfless Resourceful

Utility

ENERGIZERS

Obtain practical resultsEliminate wasteCompensate based on performance

STRESSORS

Be redundantUse resources inefficientlyIgnore the return on investment

6%of the Population

11/4326% of the Team

WORDS THAT WORK

ProfitableEfficientBenefit

WORDS THAT DON'T WORK

EndlessDonateCasual




Resourceful Primary DriversRESOURCEFUL TEAM

Rick BowersRodney CoxKayla DeVaultAnne KlinkAmy LaneAnn LeitensdorferCarol MettenbrinkRyan MillerCindy RosserAnubhav SharmaAdam Wong

100Resourceful

97 Intentional

85 Receptive

76CommandingR. B

ower

s

85Resourceful

83Commanding

81 Intentional

69 Receptive

R. C

ox

72Resourceful

64 Receptive

60 Collaborative

57HarmoniousK. D

eVau

lt

85Resourceful

75Harmonious

65 Instinctive

64 Receptive

A. K

link

89Resourceful

82 Intentional

81Harmonious

78 Receptive

A. L

ane

97Resourceful

90 Receptive

89 Intentional

83CommandingA. L

eite

nsdo

rfer

83Resourceful

79 Objective

67Structured

49 IntentionalC. M

ette

nbrin

k

100Resourceful

92 Receptive

92 Intentional

51Commanding

R. M

iller




Resourceful Primary Drivers Continued

94Resourceful

88 Receptive

82 Intentional

79CommandingC. R

osse

r

92Resourceful

83Commanding

74 Objective

67 ReceptiveA. S

harm

a

99Resourceful

96 Receptive

81Commanding

81 Intentional

A. W

ong




Intellectual Team CharacteristicsThe following information will give team members a clear understanding and appreciation of team members with Intellectual as their number one drivingforce.


POTENTIAL STRENGTHSContinually seek new knowledge and informationEager to learn and discoverResearch much more thoroughly compared to othersFocus on information and factsSeek to make the unknown known

POTENTIAL WEAKNESSESCan value discovery over other prioritiesCan be perceived as lacking common senseMay pursue knowledge at the expense of practical mattersMay make decisions without subjective or emotionalconsiderations

Instinctive Intellectual

Knowledge

ENERGIZERS

Increase knowledgeLearn continuouslyObjectively analyze ideas

STRESSORS

Rush through learningRestrict knowledgeApproach ideas subjectively

16%of the Population

8/4319% of the Team

WORDS THAT WORK

IdentifyDiscoverLearn


GuessRelevantIntuitive




Intellectual Primary DriversINTELLECTUAL TEAM

James AlireRon BonnstetterNick ChrisEric GehrigRichard HuntRico RiveraBrent RowlandRobert Stokes

97Intellectual

96 Intentional

86 Receptive

78ResourcefulJ.

Alir

e

100Intellectual

92 Receptive

79Commanding

61 ObjectiveR. B

onns

tette

r

96Intellectual

93 Receptive

85 Intentional

78Harmonious

N. C

hris

99Intellectual

65 Collaborative

60 Receptive

47 Objective

E. G

ehrig

86Intellectual

72 Intentional

65Resourceful

65 Objective

R. H

unt

86Intellectual

74Altruistic

74 Receptive

64 Collaborative

R. R

iver

a

88Intellectual

69 Receptive

68Resourceful

60 CollaborativeB. R

owla

nd

100Intellectual

89 Receptive

69Harmonious

64 CollaborativeR. S

toke

s




Receptive Team CharacteristicsThe following information will give team members a clear understanding and appreciation of team members with Receptive as their number one drivingforce.


POTENTIAL STRENGTHSDraw from many systems and ways of thinking to createsomething newOpen to new ideas, methods and opportunitiesConsider themselves an independent thinkerSeek new ways to accomplish routine tasksAdopt only aspects of systems if they see a benefit

POTENTIAL WEAKNESSESResist overly structured ways of thinking and approachesSeek change for the sake of changeResist systems or structures being forced on themQuestion every system and every step in a system

Receptive Structured

Methodologies

ENERGIZERS

Question unnecessary protocolsCreate new systemsThink Out-of-the-box

STRESSORS

Support status quoFollow outdated processesAct repetitively


8/4319% of the Team

WORDS THAT WORK

PossibilitiesAgileOpen-minded


ConstantTraditionRoutine




Receptive Primary DriversRECEPTIVE TEAM

Vanessa BoettcherAlec BonnstetterCraig CasimirCandice FrazerJill HeberlingDustin HebetsCameron HoodFavor Larson

99 Receptive

88Resourceful

81 Intentional

81CommandingV. B

oettc

her

93 Receptive

90 Intentional

82Resourceful

74HarmoniousA. B

onns

tette

r

83 Receptive

75Altruistic

67 Selfless

65IntellectualC. C

asim

ir

97 Receptive

96Intellectual

86 Intentional

78Resourceful

C. F

raze

r

99 Receptive

88Intellectual

81Harmonious

76ResourcefulJ. H

eber

ling

94 Receptive

93Intellectual

88Harmonious

74 CollaborativeD. H

ebet

s

100 Receptive

100Intellectual

81Harmonious

78 Collaborative

C. H

ood

88 Receptive

86Resourceful

83Harmonious

79 Collaborative

F. L

arso

n




Harmonious Team CharacteristicsThe following information will give team members a clear understanding and appreciation of team members with Harmonious as their number one drivingforce.


POTENTIAL STRENGTHSFocus on the emotions and balance in the environmentValue the journey as much as the destinationSeek to create harmony and balance in their surroundings andrelationshipsSee the importance of the experienceSee value in and enjoy the experience of their surroundings

POTENTIAL WEAKNESSESConcern for appearance may slow progress, function and tangibleoutcomesAn imbalance or distraction in one area may affect other or allaspects of lifePursuit of experiences supersedes practical concernsSubjective feeling can conflict with objective reality

Objective Harmonious

Surroundings

ENERGIZERS

Appreciate beauty and harmonyExperience surroundingsExpress imagination

STRESSORS

Have lackluster surroundingsDisregard balanceOveremphasize function

4%of the Population

6/4314% of the Team

WORDS THAT WORK

ExpressionAtmosphereBalance


FunctionObjectiveCompartmentalize




Harmonious Primary DriversHARMONIOUS TEAM

Kate BibenTodd FoxSusan GinnSandra StonerBobby TyningKefei Wang

94Harmonious

94 Intentional

88Intellectual

64 ReceptiveK

. Bib

en

99Harmonious

81 Receptive

78 Instinctive

67Altruistic

T. F

ox

97Harmonious

90 Instinctive

83Structured

72 Intentional

S. G

inn

79Harmonious

78 Selfless

65Intellectual

54 Collaborative

S. S

tone

r

99Harmonious

85 Intentional

79Intellectual

67 Receptive

B. T

ynin

g

99Harmonious

99 Intentional

83 Receptive

82Resourceful

K. W

ang




Intentional Team CharacteristicsThe following information will give team members a clear understanding and appreciation of team members with Intentional as their number one drivingforce.


POTENTIAL STRENGTHSChoose who, when, and how much to help based on the desiredoutcomeExpect people to be self-reliant and resist intervening untilnecessarySeek to develop or help others when they can see futureopportunitiesDownplay emotions when making decisions concerning peopleWill help others when others are willing to work hard

POTENTIAL WEAKNESSESMay create scenarios that benefit themselves more than othersMay expect something in return each time they help or serveothersTend to value people as an opportunity or resource rather than asan individualFocus on themselves, perhaps at the expense of others

Intentional Altruistic

Others

ENERGIZERS

Be with purposeful peopleRely on selfDevelop internal advocates

STRESSORS

Act without personal benefitDisregard contributionMake emotion-based decisions


5/4312% of the Team

WORDS THAT WORK

PurposefulSelectiveBenefit


KindnessVolunteerDonate




Intentional Primary DriversINTENTIONAL TEAM

David BonnstetterJohn CarliDave ClarkPhilip DaugsCherisse Mowry

90 Intentional

89Resourceful

86 Objective

81CommandingD. B

onns

tette

r

88 Intentional

85Intellectual

81Structured

69 Collaborative

J. C

arli

88 Intentional

79Harmonious

72Resourceful

69 Receptive

D. C

lark

82 Intentional

79 Collaborative

76Intellectual

68Structured

P. D

augs

93 Intentional

88Harmonious

81 Collaborative

57Intellectual

C. M

owry




Collaborative Team CharacteristicsThe following information will give team members a clear understanding and appreciation of team members with Collaborative as their number onedriving force.


POTENTIAL STRENGTHSSet aside their own agenda for the good of thecompany/communitySeek to fit in rather than stand outFocus on what they contribute versus advancing their positionWorks behind the scenes to accomplish outcomesFeels comfortable in a supporting role

POTENTIAL WEAKNESSESCan be uncomfortable when they are singled out for theircontributionMay pass on leadership opportunitiesTend to back down on issues important to them to not "rock theboat"May be overlooked because they do not promote themselves

Collaborative Commanding

Power

ENERGIZERS

Work on team projectsFeel includedConnect to the team

STRESSORS

Be in egotistical environmentsRecognize individual achievementsWork alone

4%of the Population

2/435% of the Team

WORDS THAT WORK

TogetherCooperativeCommunity


StatusIndividualControl




Collaborative Primary DriversCOLLABORATIVE TEAM

Erin HealyTeresa Taylor

100 Collaborative

99Intellectual

82 Selfless

62HarmoniousE.

Hea

ly

78 Collaborative

58Structured

53Harmonious

53Resourceful

T. T

aylo

r




Selfless Team CharacteristicsThe following information will give team members a clear understanding and appreciation of team members with Selfless as their number one drivingforce.


POTENTIAL STRENGTHSProvide assistance and resources with minimal expectation ofpersonal returnAccomplish tasks simply for the sake of accomplishmentDefine value or success by what comes out of a situation not whatis put inFocus on the completion of a task rather than efficiencyWilling to participate without consideration for personalcircumstance

POTENTIAL WEAKNESSESMay view activity as productivityCan potentially waste resourcesMay value completion of the tasks over time, resources, or talentlimitationsTend to have casual approach to how performance is measured


Utility

ENERGIZERS

Work on unrestricted projectsComplete tasksAct spontaneous

STRESSORS

Focus on the processMeasure success through efficiencyAssess practical results

7%of the Population

1/432% of the Team

WORDS THAT WORK

AccomplishCasualComplete


EfficientMaximizeGain




Selfless Primary DriversSELFLESS TEAM

Tom Bogart 81 Selfless

75Intellectual

65 Receptive

53AltruisticT.

Bog

art




Structured Team CharacteristicsThe following information will give team members a clear understanding and appreciation of team members with Structured as their number one drivingforce.


POTENTIAL STRENGTHSSeek to establish standards by which they operateMay protect and potentially promote principles and beliefsTend to have a "code" by which to livePlace a high value on working within defined and structuredsystemsValue a traditional and proven approach

POTENTIAL WEAKNESSESMay place personal ideology before that of the organizationCan over-promote their philosophy to othersCan be closed-minded and judgmental toward other viewpointsTend to resist change to established procedures


Methodologies

ENERGIZERS

Protect beliefsSeek consistencyFit within a structure

STRESSORS

Embrace new ideasDisregard traditionRedesign existing systems

5%of the Population

1/432% of the Team

WORDS THAT WORK

TraditionIdeologyConstant


PossibilitiesNew methodsFlexible




Structured Primary DriversSTRUCTURED TEAM

Nancy K. 83Structured

64 Collaborative

62Altruistic

60 InstinctiveN

. K.




Altruistic Team CharacteristicsThe following information will give team members a clear understanding and appreciation of team members with Altruistic as their number one drivingforce.


POTENTIAL STRENGTHSAct to alleviate suffering of othersTake notice of and responds to people in needBelieve that all people should have the opportunity to be the bestthey can beVolunteer and give generously of themselvesSeek to help and support others

POTENTIAL WEAKNESSESMay prioritize others' needs over their own needsBase personal decisions on the impact to others not selfAct to alleviate suffering of others even at their own detrimentMay support others at the expense of their own work


Others

ENERGIZERS

Eliminate conflictSupport humanitarian causesParticipate in charitable events

STRESSORS

Observe favoritismIgnore others in needPut self first

6%of the Population

1/432% of the Team

WORDS THAT WORK

ComfortSacrificeCompassion


SelectiveDeliberateIntentional




Altruistic Primary DriversALTRUISTIC TEAM

Cassandra Nelson 99Altruistic

86 Selfless

75Intellectual

69 ReceptiveC. N

elso

n




Commanding Team CharacteristicsThe following information may be characteristics that are missing or could benefit the current team.


POTENTIAL STRENGTHSStrive to advance their positionValue status and public recognitionSeek to control their own destinyCreate winning strategies and outcomesStrive to set themselves apart

POTENTIAL WEAKNESSESTend to have a me versus we attitudeCan be driven by the desire to achieve status and recognitionMay over emphasize the need to control or direct people andprojectsMay not consider people in seeking personal advancement


Power

ENERGIZERS

Obtain status symbolsPursue advancement opportunitiesCreate and control destiny

STRESSORS

Delay personal advancementLack authorityHave a small workspace


0/430% of the Team

WORDS THAT WORK

LeadControlWin


TogetherCooperativeSupportive




Instinctive Team CharacteristicsThe following information may be characteristics that are missing or could benefit the current team.


POTENTIAL STRENGTHSComfortable starting a project before gathering all informationSeek specific information to address a current situationSeek information that has a direct applicationCan rely on past experiencesUnderstand the value of intuition

POTENTIAL WEAKNESSESMay start a project without all the required informationTend to jump to conclusions without gathering all the informationCan rely too much on past experience and intuitionMay disregard excess information


Knowledge

ENERGIZERS

Decide based on intuitionLearn on demandApply past knowledge

STRESSORS

Conduct extensive researchDiscuss hypothetical subjectsJustify intuitive decisions

3%of the Population

0/430% of the Team

WORDS THAT WORK

RelevantSpecificApply


ComprehensiveClassifyExamine




Objective Team CharacteristicsThe following information may be characteristics that are missing or could benefit the current team.


POTENTIAL STRENGTHSFocus on the function not the appearanceCan succeed in chaotic environmentsIsolate personal challenges and remains focused on the taskCompartmentalize and focus on the situationEmphasize the destination not the journey

POTENTIAL WEAKNESSESCan over compartmentalize and miss the issues of the wholepictureMay overemphasize the function with disregard for appearanceMay ignore environments that are potentially distracting for othersTend to miss the overall experience by focusing only on tangiblecomponents


Surroundings

ENERGIZERS

CompartmentalizeProvide tangible outcomesDecide based on data

STRESSORS

Be subjectivePut appearance over functionPursue intangible ideas


0/430% of the Team

WORDS THAT WORK

DetachFunctionReality


ExperienceHarmonySubjective




Primary Cluster Overview

Every individual has a hierarchy of Driving Forces, some of which may be a revelation to them when they experience their assessment results.Every human being encounters situations where they have to interact with aspects related to knowledge, utility, others, surroundings, power andmethodologies. Driving Forces can be examined individually, but the majority of the time they act in combinations as we respond to situations.The various combinations of the Driving Forces can be virtually infinite, therefore TTI SI suggests that you consider a person’s top four DrivingForces when examining why that individual is driven to do what they do.

The 12 Driving Forces will fall into one of three clusters: Primary, Situational or Indifferent. These clusters will affect why a person acts the waythey do in every situation.

The top four Driving Forces create a cluster that moves a person to action most, if not all, of the time. Thus, by focusing on the cluster rather thana single driver, combinations are created that are very specific to the individual. The closer the scores are to each other, the more a personemploys each driver. When dealing with the Primary cluster, it is important to consider which Primary Driving Force is the most relevant in aparticular context.

This section includes the six keywords and the corresponding Driving Forces. Each keyword page lists the names of team members who haveone of these factors in the Primary Driving Forces cluster.




Knowledge Overview

1

2

3

4


James AlireRon BonnstetterNick ChrisEric GehrigRichard HuntRico RiveraBrent Rowland

Robert Stokes

Susan Ginn Tom BogartJohn CarliCandice FrazerErin HealyJill HeberlingDustin HebetsCameron Hood

Todd FoxAnne Klink

Kate BibenPhilip DaugsCassandra NelsonSandra StonerBobby Tyning

Nancy K. Craig CasimirCherisse Mowry




Utility Overview

1

2

3

4


Tom Bogart Rick BowersRodney CoxKayla DeVaultAnne KlinkAmy LaneAnn LeitensdorferCarol Mettenbrink

Ryan MillerCindy RosserAnubhav SharmaAdam Wong

Cassandra NelsonSandra Stoner

Vanessa BoettcherDavid BonnstetterFavor Larson

Craig CasimirErin Healy

Alec BonnstetterDave ClarkRichard HuntBrent Rowland

James AlireCandice FrazerJill HeberlingTeresa TaylorKefei Wang




Surroundings Overview

1

2

3

4


Kate BibenTodd FoxSusan GinnSandra StonerBobby TyningKefei Wang

Carol Mettenbrink Dave ClarkAnne KlinkCherisse Mowry

David BonnstetterAnubhav Sharma

Jill HeberlingDustin HebetsCameron HoodAmy LaneFavor LarsonRobert StokesTeresa Taylor

Ron BonnstetterEric GehrigRichard Hunt

Alec BonnstetterNick ChrisKayla DeVaultErin Healy




Others Overview

1

2

3

4


David BonnstetterJohn CarliDave ClarkPhilip DaugsCherisse Mowry

Cassandra Nelson

James AlireKate BibenAlec BonnstetterRick BowersRichard HuntAmy LaneBobby Tyning

Kefei Wang Craig CasimirRico Rivera

Vanessa BoettcherNick ChrisRodney CoxCandice FrazerAnn LeitensdorferRyan MillerCindy Rosser

Nancy K.

Susan GinnCarol MettenbrinkAdam Wong

Tom BogartTodd Fox




Power Overview

1

2

3

4


Erin HealyTeresa Taylor

Philip DaugsEric GehrigNancy K.

Rodney CoxAnubhav Sharma

Kayla DeVaultCherisse Mowry

Ron BonnstetterAdam Wong

John CarliDustin HebetsCameron HoodFavor LarsonRico RiveraBrent RowlandRobert Stokes

Sandra Stoner Vanessa BoettcherDavid BonnstetterRick BowersAnn LeitensdorferRyan MillerCindy Rosser




Methodologies Overview

1

2

3

4


Vanessa BoettcherAlec BonnstetterCraig CasimirCandice FrazerJill HeberlingDustin HebetsCameron Hood

Favor Larson Nancy K.

Ron BonnstetterNick ChrisKayla DeVaultTodd FoxAnn LeitensdorferRyan MillerCindy Rosser

Brent RowlandRobert StokesAdam Wong

Teresa Taylor

James AlireTom BogartRick BowersEric GehrigRico RiveraKefei Wang

John CarliSusan GinnCarol Mettenbrink

Kate BibenDave ClarkRodney CoxAnne KlinkAmy LaneCassandra NelsonAnubhav Sharma

Bobby Tyning Philip Daugs




Driving Forces Group Bars

100 75 50 25 0 25 50 75 100Knowledge

19 64

IntellectualInstinctive

155 4

100 75 50 25 0 25 50 75 100Utility

26 58

ResourcefulSelfless

11

100 75 50 25 0 25 50 75 100Surroundings

31 51

HarmoniousObjective

9

100 75 50 25 0 25 50 75 100Others

63 21

AltruisticIntentional

16 7

100 75 50 25 0 25 50 75 100Power

44 37

CommandingCollaborative

64 4

100 75 50 25 0 25 50 75 100Methodologies

67 20

StructuredReceptive

4 15

n = 43

- Indifferent - Situational - Primary - Group Mean




The Bell Curve DefinedUnderstanding how to read a bell curve and standard deviation will enable you to clearly analyze the composition of your team.

For example, if the assessment scores of 100 people are collected andused in a normal probability distribution, 68 people, representing 68%of the 100 assessment scores, should fall within one standard deviationof the mean. Thirty four percent will be one standard deviation abovethe mean and 34% will be one standard deviation below the mean.The remaining 32% of people will be two or more standard deviationsaway from the mean. Sixteen percent will be two or more standarddeviations above the mean and 16% will be two or more standarddeviations below the mean.

The bell curve, known as a normal distribution, is the most commontype of distribution for a population. The highest point on the curve,represents the highest population of people, or the mean of the group.The standard deviation is a number used to show how data is spreadout from the mean, representing a percentage of the total datacollected.

16% 34% 34% 16%

Two or more standard deviations below the mean

One standard deviation below the mean

One standard deviation above the mean

Two or more standard deviations above the mean




Driving Forces Comparison

Driving Forces

Receptive

Intellectual

Intentional

Resourceful

Harmonious

Collaborative

Commanding

Objective

Selfless

Altruistic

Structured

Instinctive

Team

Avg

.

67

64

63

58

51

44

37

31

26

21

20

19

D. Bon

nstet

ter

33

38

90

89

6

7

81

86

0

0

38

33

J. Alire

86

97

96

78

0

0

75

68

0

0

0

0

K. Bibe

n

64

88

94

35

94

56

17

0

36

0

17

0

V. Boe

ttche

r

99

75

81

88

7

0

81

65

0

0

0

6

T. Bog

art

65

75

31

14

51

33

44

28

81

53

12

12A. B

onns

tetter

93

49

90

82

74

28

46

11

6

0

0

22

R. Bon

nstet

ter

92

100

60

35

19

0

79

61

38

11

6

0

R. Bow

ers

85

39

97

100

35

6

76

33

0

0

0

29

J. Carl

i

6

85

88

40

25

69

14

53

29

6

81

6

C. Cas

imir

83

65

12

17

61

51

32

17

67

75

0

19

Mean

46

54

51

42

35

35

50

50

40

33

38

29





Team Leader




Driving Forces Comparison Continued

Driving Forces

Receptive

Intellectual

Intentional

Resourceful

Harmonious

Collaborative

Commanding

Objective

Selfless

Altruistic

Structured

Instinctive

Team

Avg

.

67

64

63

58

51

44

37

31

26

21

20

19

D. Bon

nstet

ter

33

38

90

89

6

7

81

86

0

0

38

33

N. Chr

is

93

96

85

54

78

50

22

6

17

0

0

0

D. Clar

k

69

46

88

72

79

43

32

8

11

6

15

31

R. Cox

69

43

81

85

28

6

83

57

0

0

11

38

P. Dau

gs

14

76

82

67

25

79

14

47

22

0

68

6K. D

eVau

lt

64

46

53

72

57

60

24

32

12

31

21

29

T. Fo

x

81

12

12

25

99

31

42

0

49

67

6

78

C. Fraz

er

97

96

86

78

6

0

71

61

6

0

0

0

E. Geh

rig

60

99

43

46

33

65

18

47

35

29

25

0

S. Ginn

0

0

72

42

97

50

22

0

38

6

83

90

Mean

46

54

51

42

35

35

50

50

40

33

38

29





Team Leader





Driving Forces

Receptive

Intellectual

Intentional

Resourceful

Harmonious

Collaborative

Commanding

Objective

Selfless

Altruistic

Structured

Instinctive

Team

Avg

.

67

64

63

58

51

44

37

31

26

21

20

19

D. Bon

nstet

ter

33

38

90

89

6

7

81

86

0

0

38

33

E. Hea

ly

40

99

17

0

62

100

0

11

82

54

35

0

J. Heb

erling

99

88

71

76

81

74

6

0

7

0

0

0

D. Heb

ets

94

93

47

35

88

74

6

0

35

29

0

0

C. Hoo

d

100

100

0

0

81

78

0

0

72

69

0

0R. H

unt

47

86

72

65

19

44

32

65

14

11

36

7

N. K.

14

19

15

28

38

64

19

46

51

62

83

60

A. Klin

k

64

11

58

85

75

43

38

14

6

17

25

65

A. Lan

e

78

39

82

89

81

46

31

6

8

6

6

31

F. La

rson

88

75

76

86

83

79

0

0

7

6

0

0

Mean

46

54

51

42

35

35

50

50

40

33

38

29





Team Leader





Driving Forces

Receptive

Intellectual

Intentional

Resourceful

Harmonious

Collaborative

Commanding

Objective

Selfless

Altruistic

Structured

Instinctive

Team

Avg

.

67

64

63

58

51

44

37

31

26

21

20

19

D. Bon

nstet

ter

33

38

90

89

6

7

81

86

0

0

38

33

A. Leit

ensd

orfer

90

47

89

97

22

0

83

49

0

0

0

22

C. Mett

enbr

ink

24

33

49

83

0

44

38

79

8

29

67

46

R. Mille

r

92

51

92

100

47

22

51

22

0

0

0

22

C. Mow

ry

31

57

93

53

88

81

7

6

22

0

46

18C. N

elson

69

75

0

0

28

47

32

42

86

99

17

6

R. Rive

ra

74

86

6

32

25

64

18

50

51

74

15

6

C. Ros

ser

88

22

82

94

42

6

79

28

0

6

7

47

B. Row

land

69

88

57

68

31

60

21

44

19

22

21

0

A. Sha

rma

67

35

64

92

17

6

83

74

0

12

11

40

Mean

46

54

51

42

35

35

50

50

40

33

38

29





Team Leader





Driving Forces

Receptive

Intellectual

Intentional

Resourceful

Harmonious

Collaborative

Commanding

Objective

Selfless

Altruistic

Structured

Instinctive

Team

Avg

.

67

64

63

58

51

44

37

31

26

21

20

19

D. Bon

nstet

ter

33

38

90

89

6

7

81

86

0

0

38

33

R. Stok

es

89

100

26

12

69

64

11

7

64

50

7

0

S. Ston

er

44

65

47

6

79

54

29

15

78

39

32

11

T. Ta

ylor

28

38

47

53

53

78

11

35

26

38

58

36

B. Tyn

ing

67

79

85

32

99

57

18

0

42

6

17

0K. W

ang

83

58

99

82

99

57

11

0

0

0

0

11

A. Won

g

96

71

81

99

0

0

81

74

0

0

0

0

Mean

46

54

51

42

35

35

50

50

40

33

38

29





Team Leader




ttisi team driving forces€¦ · todd fox candice frazer eric gehrig susan ginn erin healy jill...

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