1. CAREER ASSESSMENT REPORT
NAME: Randy Bergen
DATE OF REPORT: August 21, 1998
AUTHOR OF REPORT: Dr. Marvin Roth, Senior Consultant and Associate Psychologist,
Drake Beam Morin (Alberta) Inc.
EXECUTIVE SUMMARY
Background Information
Randy shared factors of his family and personal background have a bearing on the person he is
today, his beliefs, values, efficiencies, style of achievement, and ways of relating to others.
Randy indicated coming from a family of four children, of which he was the second oldest. His
father was employed as a Pentecostal minister, and his mother was primarily a home maker. He
indicated that while his family saw a value for education, they did not put much pressure on him
to achieve. This was left up to him.
He indicated that throughout elementary school, motivation was about average, but due to good
abilities, grades in school were better than average. In high school, Randy reported that he put in
less than average effort, since he focused on having a good time, and was also involved in sports.
In spite of this, his abilities enabled him to do quite well. Math was an easy subject till grade 12,
at which time he struggled with it.
In college (BCIT), he took the two year Electronics program, and found he had to dedicate much
time and effort to it. This resulted in about a 70 % average. He has not taken further college or
university courses since, but has taken a variety of company sponsored courses.
With regard to specific career achievements, Randy indicated that he felt he was quite successful
in relationship building in his sales work, as well as being organized. In addition, his persistence
in making many calls and visits has often enabled him to expand the market share of the
company.
In terms of present motivation, Randy feels no significant stress or difficult life situations at this
point. He is married, and finds his present living circumstances as stable, leaving him with
energy to devote to his career. Present health is considered to be good, and Randy indicates being
quite deliberate about proper diet and exercise to maximize his well-being. He puts a high value
on family life, and being able to be responsive to family needs. He does his best to be a good
father to his four sons (ages 16, 15, 13, and 9). As well, it is important for Randy to live a
balanced life, and not bring the worries of the office home at night. He indicated that his working
routine is about a 40 hours a week, but that he can be flexible and put in some
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2. additional time as the need arises. He does not consider himself to be a workaholic, but chooses
to keep life in balance.
In the interview, he presented himself in a polite, laid-back, friendly manner. He self-discloses
easily and readily at a deep level, with minimal defensiveness. It would appear that his success in
sales, in part, to the ease at which he can carry on a conversation and let his customers get to
know. Randy has good ability to be quite verbal and expressive. He presents in a relaxed,
unaggressive style, and seems to instill trust quickly.
Abilities
Randy's verbal and non-verbal intelligence scores were both in the high average range, bordering
on the superior range, with all areas being at least average to well above average. He came out
about the same in the non-verbal area as compared with the verbal area, with an over all ability
in a range which would exceed that of 90% of the adult population. This suggests that his
abilities are quite adequate for problem solving in a management position.
Work Interests and Preferences
Randy's highest interest theme is Social. This area involves: liking to help other people, showing
a concern for others, and helping people solve personal problems. Such persons are sociable,
responsible, humanistic, cheerful, achieving, and concerned with the welfare of others. They
often enjoy groups, and like interacting with others. Randy's second highest interest theme came
out as Enterprising. This involves: liking to talk and using words to persuade other people. Such
persons are often in sales work, and are seen as enthusiastic, adventuresome, self-confident, and
ambitious. They frequently work in business. Enterprising persons may be impatient with precise
work, or work involving long periods of intellectual effort.
The highest basic interests were: in helping and instructing, selling, managing, accounting, data
processing, and participating in spiritual/religious activities. Scores suggested similar interests
to those who were satisfactorily employed in such areas as: Corporate Trainer, Community
Service Organizer and Director, High School Counselor, Social Science Teacher, Nursing Home
Administrator, Parks and Recreation Coordinator, Purchasing Agent, and Realtor.
Work Style
Team Orientation:
Randy prefers working with people as part of a group or team and enjoys helping others, as
compared with working alone.
Learning Environment:
Randy enjoys learning by doing, but also has comfort in an academic environment and learning
by lecture and books. His drive to learn new things is somewhat less than average. Specifically,
he seems to like learning primarily in areas he sees relevant, rather than having an interest in
learning out of intellectual curiosity. This reflects his practical side.
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3. Leadership Style:
Randy is willing to take charge and motivate others. He enjoys initiating actions, and expresses
opinions clearly. However, he is not likely to be viewed as wanting much control, and may often
give others a great deal of freedom. His needs to be "right" and seen as being in control are not
high.
Risk Taking Behavior:
With regard to seeking adventure and taking risks, Randy has an average desire for adventure
and risk taking and seeking out thrilling activities.
Personality
Overall personality scores suggest a very normal, well-adjusted individual. Most traits are well
balanced, so that extremes are not the problem. Some adjectives which describe Randy include
warm, intelligent, mild and submissive rather than dominant, very sensitive as compared with
being "tough-minded", more practical than imaginative, self-assured, and conservative rather
than experimenting, interpersonally adept, understanding, tolerant, appreciative, and a good
communicator. He is much less "defensive" than the average person, and is open to feedback.
Randy is very nurturing and sympathetic.
Conflict Style
As a manager, the style of dealing with conflict test results suggest that Randy may deal with
conflict by neglecting his own concerns to satisfy the concerns of others. As a leader, he may
tend to over-accommodate. His score suggests he would accommodate more extensively than 95
out of 100 managers. The dimension which suggests taking a firm stand is in the 3 % range,
suggesting Randy may be quite reluctant to enforce expectations when meeting with opposition,
but would rather go to great lengths to ensure that the employee he is supervising is convinced,
feeling, good, has bought in, and is on side. Similarly, his warmth, relationship focus, and
nurturing scores are very highly elevated, well beyond that of most managers. This suggests that
his staff would value him as a supportive person, but he may put too much emphasis on being
liked, ensuring a good relationship at the expense of decisive firmness, if required. Another
feature of his management style in relation to conflict resolution may be his tendency to resolve
differences quickly by a 50/50 compromise as compared with a more thorough discussion. This
conclusion is based on the fact that his collaboration score was in the 5 % range, while his
compromise (quickly splitting the difference) was in the 82 % range. One can speculate that
conflicts are uncomfortable to Randy, and so he would I like them resolved quickly either giving
in or going for a quick compromise as compared with a longer, win-win discussion. It may be
noted that his aggression score (on another test) is low, suggesting aggressive feelings may be
uncomfortable, and he may wish to avoid or quickly dissipate them.
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4. Power and Influence Style
With regard to how Randy would tend to use power and influence, he is in the ideal range in
terms of how much information he gives others when making his point. He also hopes that he
can demonstrate his expertise well enough to convince others about the merits of his views. He
tends to see that people should be influenced by the strength and depth of the relationship. He is
more reluctant than most managers to praise or apply discipline even when this might be
appropriate. In other words, he may develop close relationships through openness and respect
rather than through feedback such as praise of constructive criticism. It is possible that he may
still use these options, but with more hesitancy or with more difficulty than most managers.
Summary of Strengths
1. Very bright
2. Easy going
3. Approachable
4. Tolerant
5. Nurturing
6. Relationship focused
7. Able to focus on details
8. Efficient
9. Low on defensiveness
10. Able to live a balanced life
11. Keeps stress level well in check
12. No significant "baggage" from childhood, minimal hostility
13. Well-adjusted
14. Objective, reasonable
15. Enjoys people
16. Flexible
17. Empowering of employees
18. Can orient to the future, plan effectively, in a common sense way
19. Settled home life, no significant distracting problems
Summary of Possible Developmental Areas
1. While he likes people, they may not sense that he enjoys them as much as he does
2. May avoid conflict and issues, or put too much effort on the relationship at the expense of
being firm and decisive.
3. While Randy would seem approachable and friendly, he may need to use more positive
and negative feedback when dealing with those who report to him.
4. Randy may be willing and able to take on leadership roles, but he may also be quite
content to not take charge. Leadership does not appear to be a passion.
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5. It may be noted that some of the developmental areas as identified are based on a need for a
mind set change from total customer satisfaction to, as a manager, using more methods of
firmness, collaboration, and conflict resolution. Randy is open to learning, is not a defensive
person, and so has the capacity to make shifts in these areas if provided with training and an
opportunity to learn from experience.
It was a pleasure to work with Randy. He demonstrated an open attitude, and a willingness to
look at areas for development. Randy brings many strengths and talents into his working
environment. I wish him continued success in his career.
____________________
Marvin Roth, P.D.
Chartered Psychologist and Senior Consultant
Drake beam Morin (Edmonton) Inc.
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6. APPENDIX
AN OVERVIEW OF
THE CAREER ASSESSMENT PROCESS
PURPOSE OF THE ASSESSMENT
The purpose of the present assessment was to provide an opportunity for Randy to explore his
career potentials through reviewing his career history, assessing his vocational interests, values,
and abilities, assessing his personal attributes and assessing his management skills and style.
Strengths were identified, as well as areas for development. This information is designed to be of
interest in reviewing how Randy's strengths and style meet the needs of being a sales manager.
REASONS FOR THE USE OF TESTS
Psychological testing can play an important role in identifying an employee's strengths, which
can then be matched to suitable career development opportunities. Testing can add objective
information about the employee's attributes and potentials.
Tests are designed to yield measures in many employment related areas, such as vocational
interests, abilities, and personality factors which relate to job success. Well-constructed tests are
high in validity, which means they measure what they claim to measure. Also, good tests are very
reliable, which means that if you retest a person the results would be similar and not the result of
chance. Another feature of a good test is that it offers a valid comparison to other people in skills
and traits. Such tests can reveal a person's strengths and weaknesses, in relation to specific job
demands. To ensure accuracy the tests are standardized by testing thousands of others to develop
"norms" for comparison purposes. A good knowledge of testing by a professionally trained
psychologist is important to ensure the tests are administered properly and interpreted accurately.
Testing was administered, which included:
* A quality vocational interest test to assess vocational preferences, academic
orientation, certainty of career interests, possible sources of vocational
satisfaction, and orientation toward people versus ideas or things;
* An abilities test measuring general intelligence, and a range of 10 specific skills
in verbal and non-verbal areas. Ability testing is an asset in determining special
strengths, weaknesses, as well as overall capacity to provide leadership, problem
solving, and innovation at a level in accordance with positions being considered;
* Well-researched personality tests to evaluate such factors as personal coping style,
creativity, stress management style, self-confidence, group orientation, self-
sufficiency, and assertiveness;
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7. * A conflict mode test to evaluate styles of resolving conflict;
* A power base test to identify methods of influence and use of power;
* A needs test to identify how satisfaction occurs in the workplace.
DETAILS OF TESTING RESULTS
STRONG INTEREST INVENTORY
Administrative scores:
The test measures levels of interest in six main occupational theme areas. These areas are
Realistic (trades), Investigative (research), Social (teaching/counseling), Artistic (creative),
Enterprising (business/sales), and Conventional (office work).
It is important to note that these scores do not measure ability, but suggest possible satisfaction in
a variety of vocational areas. The value of this test is that it compares the extent of one's interests
with those of other people.
Test results do not imply that only one job is appropriate, nor that the highest job on the
inventory should be the occupation of choice. It is important to remember that many jobs may be
suitable for one person, and that job satisfaction depends upon working conditions as well as job
interests.
It is also important to note that only a small sample of jobs are represented in this inventory.
Further investigation into similar jobs is also helpful. Jobs in which elevations are very low
would suggest that the risk of dissatisfaction is high. As a rule, the greater the elevation in
interest, the higher the probability of job satisfaction.
The Six Vocational Interest Themes:
Levels of interest were measured in each of the six occupational theme areas, as follows:
Randy's highest interest theme is Social. This area involves: liking to help other people, showing
a concern for others, and helping people solve personal problems. Such persons are sociable,
responsible, humanistic, cheerful, achieving, supportive leaders, and concerned with the welfare
of others. They often enjoy groups, and like interacting with others.
Randy's second highest interest theme came out as Enterprising. This involves: liking to talk
and using words to persuade other people. Such persons are often in sales work, and are seen
as enthusiastic, adventuresome, self-confident, and ambitious. They frequently work in business.
Enterprising persons may be impatient with precise work, or work involving long periods of
intellectual effort.
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8. The third highest interest theme is Conventional. This area involves: liking activities and jobs in
which duties are clearly understood and highly ordered. Those who score high in this area know
exactly what to do, according to their job demands. Such people may work in offices, but do not
necessarily want leadership roles. They respond well to power, and are comfortable working in a
well-established chain of command. Preferences are for work in which there is limited
ambiguity. They are seen as stable, well-controlled, and dependable. They may have limited
interest in occupations requiring intense relationships with others.
The fourth highest interest theme is Realistic. The Realistic area involves: liking to work with
one's hands, or with tools, such as building things, or fixing things, or construction work. They
often have good physical skills. Preference tends to be working outside, and working alone.
Working with things may be desired, and more preferable than working with ideas or people.
The second lowest interest theme came out as Investigative. This area involves: liking activities
related to science and mathematics. Those who score high are task-oriented, and may feel more
inclined to focus on task than people. They may prefer to work alone. Usually they enjoy
problem solving in which there is a correct answer, and may enjoy working on abstract problems
which demand research and investigation. Such persons usually prefer not to work where there
are a lot of rules. They may be quite creative in scientific and problem solving areas.
Randy's lowest interest theme is Artistic. The Artistic area involves: liking to work in an area in
which there are possibilities of self-expression. Those who score in the high range usually have
limited interest in work which is highly structured. They can often be described as independent,
original, unconventional, expressive, and intense. Many may prefer to mostly work alone. Those
who score high tend to have such interests similar to artists, authors, composers, actors, and
music performers.
In brief, Randy's interests are quite broad. Even his lower interest’s areas were in the average
range rather than the low or very low range.
Basic Interests:
The highest basic interests were: in helping and instructing, selling, managing, accounting, data
processing, and participating in spiritual/religious activities.
Sample of High Interest Jobs:
Scores suggested similar interests to those who were satisfactorily employed in such areas as:
Corporate Trainer, Community Service Organizer and Director, High School Counselor, Social
Science Teacher, Nursing Home Administrator, Parks and Recreation Coordinator, Purchasing
Agent, and Realtor.
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9. MULTIDIMENSIONALAPTITUDE BATTERY
This test designed to measure skills/abilities in a wide range of problem solving and logical
thinking areas. The results are shaped by past experiences and education, as well as
comprehension of new information. The results compare one's abilities with other males in a
similar age range in the population.
Randy's verbal and non-verbal intelligence scores were both in the high average range, bordering
on the superior range, with all areas being at least average to well above average. He came out
about the same in the non-verbal area as compared with the verbal area, with an over all ability
in a range which would exceed that of 90% of the adult population. This suggests that his
abilities are quite adequate for problem solving in a management position.
Specifically, results in the Verbal area were as follows:
The strongest area was in Information, which reflects the degree to which an individual has
accumulated a fund of knowledge about various topics. The second highest was Arithmetic,
requiring skill to solve numerical problems, which reflects reasoning power and problem solving
with speed and accuracy. Third highest in the verbal area was Comprehension, requiring the
ability to evaluate social behaviors, and to identify those which are more socially acceptable.
Fourth was Similarities, which requires flexibility and adjustment to novelty as well as good long
term memory and abstract thought. The lowest area in the verbal skills section was Vocabulary.
This reflects openness to new information, capacity to store and retrieve information, use words
effectively, and have depth of thought. (Note that even though this was the lowest score in the
verbal area, it was still in the mid-average range).
Results in the Performance (non-verbal) area, in order of strength, were as follows:
The highest skill in this area was Object Assembly, which is the skill of imagining a completed
item from the fragmented parts. The second strongest area was Digit Symbol, a skill involving
memory for figures, speed of information processing, and persistence. The third area was Picture
Completion, demanding the ability to differentiate essential from non-essential details, and use
analytic skills to avoid competition of irrelevant details in arriving at a solution. The next area
was Picture Arrangement, which requires both perceptual abilities as well as social intelligence
regarding other's behavior. The last skill was Spacial, requiring the ability to be sensitive to
critical differences between alternatives, and reasoning in the figure-spacial domain.
In summary, all of Randy's skills were above average, with an overall average range higher than
90 out of 100 persons. His high skills should contribute greatly to problem solving in
organizational settings, due to high abilities in reasoning, analyzing, and persisting.
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10. 16 PF (PRIMARY PERSONALITY FACTORS) PSYCHOLOGICAL TEST
Reserved ●--●--●--●--●--●--X--●--●--● Warm
Randy can be described as moderately warm and gregarious but sometimes preferring to be alone
or preferring activities that do not include many people. With regard to reserved as compared
with outgoing, he is somewhat more toward the warm side.
Intellectual Abilities
Randy tends to be quick to grasp ideas, a fast learner, and of higher intelligence. He is also very
alert.
Affected by Feelings ●--●--●--●--X--●-●--●--●--● Emotionally Calm
Randy inhibits impulses, anticipates consequences and controls his feelings. He copes with life
as well as most people.
Submissive ●--●--●--X--●--●--●--●--●--● Dominant
In terms of dominance, Randy would tend to be fairly assertive without being dominant. He
would probably have enough flexibility to defer to others when appropriate, or take the lead in
other circumstances. With regard to the extremes of submissive as compared with dominant,
Randy is somewhat more toward the submissive side.
Restrained, serious ●--●--●--●--●--X--●--●--●--● Enthusiastic
Randy is neither overly exuberant and optimistic nor serious and pessimistic. Needs for novelty,
excitement and attention are not excessive.
Expedient ●--●--●--●--●--X--●--●--●--● Rule-bound
In this area, Randy is likely to be as morally conforming and conscientious as most people.
Shy ●--●--●--●--●--●--X--●--●--● Bold
In terms of boldness, Randy is not particularly shy or timid and may at times take social and
physical risks. Such a person does not have a strong need for thrills or adventure. On the shyness
as compared with boldness dimension, he would be described as somewhat more bold than shy.
Tough-minded ●--●--●--●--●--●--●--●--X--● Sensitive, refined
In terms of arriving at judgments, Randy tends to be emotionally sensitive, able to day-dream,
artistically fastidious, and fanciful. Such an individual may often appreciate attention and help.
At times, he may feel quite emotional, and may be concerned with what is felt more than what
the "cold facts" would suggest. There may be a dislike for crude people and rough occupations.
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11. Trusting ●--●--●--●--X--●--●--●--●--● Skeptical
Randy is average in being skeptical. Since people in this range do not tend to project their
insecurities, they are unlikely to have "paranoid like" suspicions in their thinking. The level of
trust would be average in comparison to others, along with having appropriate caution and
suspiciousness.
Practical, down to earth ●--●--●--X--●--●--●--●--●--● Imaginative, lost in thought
Randy focuses his attention on practical matters and on what is going on around him as much as
most people. He is also average in being introspective and thoughtful about what he observes.
On the dimension of focusing on practical, down to earth issues, as compared with imaginative,
"absorbed in thought" issues, Randy would lean somewhat toward the practical side.
Forthright, direct ●--●--●--●--X--●--●--●--●--● Shrewd, calculating
Usually, persons who score in Randy's range do not give more than an ordinary amount of
thought to how they can create a desirable social impression on others, or plan the impact of their
words and actions. Therefore, even though they are not overly direct and open, they are probably
not overly tactful or diplomatic either.
Self-assured ●--●--●--X--●--●--●--●--●--● Apprehensive
Randy has an optimal level of self-esteem, since it is neither low nor likely to be inflated by
defensive distortions. He leans slightly towards being self-assured rather than being
apprehensive, guilt-prone and self-blaming.
Conservative, traditional ●--●--●--X--●--●--●--●--●--● Experimenting
Although in most circumstances Randy does not appear to feel the need to go against the status
quo or challenge authority, he is not closed to new ideas, nor does he resist change more then the
average person. On the dimension of respecting traditional ideas as compared with
experimenting and being open to change, he leans toward being conservative.
Group-oriented, follower ●--●--●--●--●--X--●--●--●--● Self-sufficient
Randy is moderately self-reliant, while still being a person who will accept advice and support.
Such a person may function equally well as both a follower and a leader.
Undisciplined, self-conflict ●--●--●--●--●--●--X--●--●--● Controlled, socially precise
Such persons who score in this range tend not to be overly wrapped up in matters related to
social reputation, and are not overly concerned about self-image. In terms of having a clear sense
of self, and following well-defined values, Randy would tend to be slightly toward the side of
having a clear sense of commitment and direction, with some concern about how one is viewed
by others.
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12. Relaxed ●--●--●--●--●--X--●--●--●--● Tense
Randy tends to experience normal levels of relaxation and tension. This relaxation and tension
balance is ideal; since it leads to enough tension for add to motivation, yet without a tension level
which causes undue stress and fear.
Additional scales suggest a well-adjusted individual with an average level of anxiety and stress.
Overall scale of leadership traits is slightly higher than the average person, but somewhat lower
than that of most leaders. This would suggest Randy does not have strong leadership needs, but
may be willing to take responsibilities in a leadership role. Creativity is moderately higher than
average.
MYERS-BRIGGS TYPE INDICATOR
ENFJ: Extraversion Intuition Feeling Judgment
ENFJ's are interpersonally adept, understanding, tolerant, appreciative, and facilitators of
good communication.
Note that Extroversion, in this context, means getting energy from people and enjoying being
around others.
Contributions to the Organization: bring strong ideals of how organizations should treat people;
enjoy leading and facilitating teams; encourage cooperation; communicate organizational values;
like to bring matters to fruitful conclusions.
Leadership Style: lead through personal enthusiasm; take a participative stance in managing
people and projects; responsive to followers' needs; challenge the organization to make actions
congruent with values; inspire change.
Preferred Work Environment: contains individuals focused on changing things for the betterment
of others; people-oriented; supportive and social; has a spirit of harmony; encourages expression
of self; settled; orderly.
Potential Pitfalls: may idealize others and suffer from blind loyalty; may sweep problems under
the rug when in conflict; may ignore the task completion in favour of relationship issues; may
take criticism personally.
Suggestions for Development: may need to recognize the limitations of people and guard against
unquestioning loyalty; may need to learn to manage conflict productively; may need to suspend
self-criticism and listen carefully to the objective information contained in feedback.
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13. CONFLICT MODE INSTRUMENT
With this instrument, persons tested are asked to consider situations in which their wishes differ
from other persons, and select the way in which they would tend to respond.
With 50% being the average score of all managers, Randy's results were:
Competing (pursuing one's point of view, trying to "win") = 3 %
Collaborating (working with the other person to satisfy all concerns) = 5 %
Compromising (finding an expedient, "split the difference" solution) = 82 %
Avoiding (neglecting to deal with areas of conflict) = 82 %
Accommodating (neglecting one's own concerns to satisfy the other) = 95 %
POWER BASE INVENTORY:
This inventory is designed to assess the techniques one uses to influence others. Such influence
may be aimed at changing another's beliefs or behavior. It may be noted that persons writing the
test are asked to keep their typical employment situations in mind. Each score is graphed in
relation to the scores of managers who have already taken the Power Base Inventory. Position
power draws its source from authority, reward, and discipline. Personal power is earned, and is
based on giving information, expertise, and goodwill.
Scores reflect where one stands in relation to others who have taken the POWER BASE
INVENTORY in the past. For example, a score of 80% suggests that Randy would score higher
on this dimension than 80 out of 100 other peop1e. In this test, Randy scored as follows:
Information (giving facts and reasons, educating, persuading) = 47%
Expertise (others are influenced because of demonstrated skill) = 79%
Goodwill (promoting support, respect, and harmony) = 99 %
Authority (announcing decisions based on the leader's formal right to direct) = 21 %
Reward (influencing behavior based on the leader's ability to reward) = 12 %
Discipline (changing behavior through criticism and/or punishment) = 12 %
PERSONALITY RESEARCH FORM SCALES
The following are descriptions of High Scorers. If a score is marked as LOW (on a range of 1 to
10) then the individual would not match this description, and would have many areas of
difference with such a description. Similarly, the higher the person is to a 10, the more the
descriptors would tend to be true for this individual.
Abasement - 5
Shows a high degree of humility; accepts blame and criticism even when not deserved; willing to
accept an inferior position; tends to be self-effacing.
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14. Achievement - 5
Aspires to accomplish difficult tasks, maintains high standards and is willing to work toward
distant goals; responds positively to competition; willing to put forth effort to attain excellence.
Affiliation - 6
Enjoys being with friends and people in general; accepts people readily; makes efforts to win
friendships and maintain associations with people.
Aggression - 3
Enjoys combat and argument; easily annoyed; sometimes willing to hurt people to get own way;
may seek to "get even" with people perceived as causing harm.
Autonomy - 2
Tries to break away from restraints, confinement, or restrictions of any kind; enjoys being
unattached, free, not tied to people, places, or obligations; may be rebellious when faced with
restraints.
Cognitive Structure - 6
People who score high in this area do not like ambiguity or uncertainty in information; want all
questions answered completely; desire to make decisions based upon definite knowledge, rather
than upon guesses or probabilities.
Defendence - 3
Ready to defend self against real or imagined harm from other people; takes offense easily; does
not accept criticism readily.
Dominance - 5
Attempts to control environment, and to influence or direct other people; expresses Opinions
forcefully; enjoys the role of leader and may assume it spontaneously.
Endurance - 5
Willing to work long hours; doesn't give up quickly on a problem; persevering, even in the face
of great difficulty; patient and relenting in work habits.
Exhibition - 5
Wants to be the centre of attention; enjoys having an audience; engages in behavior which wins
the notice of others; may enjoy being dramatic or witty.
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15. Harm avoidance - 4
Does not enjoy exciting activities, especially if danger is involved; avoids risk of bodily harm;
seeks to maximize personal safety.
Impulsivity - 4
Tends to act on the spur of the moment and without deliberation; gives vent readily to feelings
and wishes; speaks freely; may be volatile in emotional expression.
Nurturance - 8
Gives sympathy and comfort; assists others whenever possible, interested in caring for children,
the disabled, or the infirm; offers a "helping hand" to those in need; readily performs favors for
others.
Order - 7
Concerned with keeping personal effects and surroundings neat and organized; dislikes clutter,
confusion, and lack of organization; interested in developing methods for keeping materials
methodically organized.
Play - 5
Does many things "just for fun", spends a good deal of time participating in games, sports, social
activities, and other amusements; enjoys jokes and funny stories; maintains a light-hearted, easy-
going attitude toward life.
Sentience - 5
Notices smells, sounds, sights, tastes, and the way things feel; remembers these sensations and
believes that they are an important part of life; is sensitive to many forms of experience; may
maintain an essentially hedonistic or aesthetic view of life.
Social Recognition - 4
Desires to be held in high esteem by acquaintances; concerned about reputation and what other
people think, works for the approval and recognition of others.
Succorance - 5
Frequently seeks the sympathy, protection, love, advice, and reassurance of other people; may
feel insecure or helpless without such support; confides difficulties readily to a receptive person.
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16. Understanding – 3
Wants to understand various areas of knowledge; values synthesis of ideas, logical thought
particularly when directed at satisfying intellectual curiosity.
FIRO-B
Results suggest Randy very much likes being with people, but that he may not show this
enthusiasm openly. Possibly the way he acts could lead others to think that he does not care that
much about being with them, when, in fact, this is not the case. It may take a few meetings
before it is apparent to others that Randy really enjoys being with them.
In terms of control needs, the scores suggest Randy may be willing to take positions of
leadership, but can and do tolerate a high degree of control from others. Leadership positions are
not a threat, but he is not likely to get into power struggles very quickly. He is likely to let others
have a high degree of freedom.
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