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Appendix: Reproducible Worksheets

Table of Contents | NCCAP/NCTRC CE Booklet

Strengths of the Driver
Play CD track 1 for more information.
Review the following guidelines for determining the strengths of a driver.

1. While all the different thinking behaviors have the capability of being what we call “smart” the Driver is the kind of smart that is most readily recognized by the majority of school systems.
2. Their brains are able to process information quickly. When presented with a problem, the Driver’s mind sets to work immediately and pops out the quickest solution.
3.  Characteristically, this communication style is the most assertive and least responsive of the styles.  This means that the Driver is very up front with others, which can sometimes be construed as being rude or unfeeling. 
4. Drivers can be very decisive thinkers.  Once the quickest course of action has been found, they stick to it.

Weaknesses of the Driver
Play CD track 1 for more information.
Review the following guidelines for determining the weaknesses.

1. They are not as apt at building relationships as some of the other communication styles.  Because they are the less emotionally responsive style, Driver’s do not take into consideration the ideas and opinions of others.
2. Many times, the decisive solution a Driver has chosen may not be the best one, but that really does not phase them in the great scheme of things.  If they’ve done the job at least 75% right, they feel they’ve done the best job possible.
3. Because of their hasty decision making, Drivers often set themselves up for another host of problems.
4. Drivers are more task-oriented, which means they have little or no time to “chat” with others.  In the fast-paced world of the Driver, if you stop to mingle, you’ll never get the task done in the allotted time.
5. Less-assertive people, such as the Amiables and the Analyticals, find the assertive, unemotional tactics of the Driver intimidating, making it difficult to work in teams with them. 

Strengths of the Expressive
Play CD track 2 for more information.
Review the following guidelines for determining the strengths of an Expressive person.

1. This type of communication style absorbs sensory in abundance and enjoys finding connections and harmony in all senses:  color, sound, aromas, or touch.
2. One of the greatest strengths of the Expressive is the ability to read or understand the nonverbal.  This means that when a co-worker is feeling especially moody or uncooperative, the Expressive is the first to notice this by their expressions and body language.
3. The Expressive connects ideas with their own personal connections rather than through cause and effect. 
4. The need to connect to others comes first.  Hence the title of a “people person”.
5. “Winging it” is the easiest process for this brain style.  Plans can be made along the way.  The most important thing to them is jumping in head first.
6. Fueled by a great passion, this brainstyle can do well at many precise and detailed tasks, bringing greater meaning to numbers or plans.
7. Projects tend to take on a new life when an Expressive is involved.
8. Expressives don’t hold back when opinion is involved.  Generally, when there is conflict, the Expressive jumps right into it.

Weaknesses of the Expressive
Play CD track 2 for more information.
Review the following guidelines for determining the weaknesses of an Expressive person.

1. Focusing and setting priorities are traits that the Expressive chooses to ignore.
2. Getting things structured in a sequence and keeping them organized, another way of planning, seems a waste of time to the Expressive person.
3. Generally, because of their inability to organize their day, Expressives have difficulty keeping track of time.
4. Expressives feel passionate about almost every project with which they get involved.  Sometimes, that can lead to greater disappointment in the even of failure.
5. Being accurate or attentive to details in new areas also seems like a mindless task.  The biggest goal for an Expressive is to accomplish a task, but do it as spontaneously and creatively as possible.

Strengths of the Amiable
Play CD track 3 for more information.
Review the following guidelines for determining the strengths of an Amiable person.

1. Amiables tend to have an easy-going likable manner so they tend to build relationships more easily than most people.
2. To support their relationships, Amiables utilize empathy.  Often, they’re more interested in hearing your concerns than they are expressing their own.  Generally, people choose to confide in Amiables more than any other thinking style.
3. Unlike the Expressive, the Amiable prefers to function in a stable and structured environment.  However, they prefer someone else sets these goals and plan the work before hand.
4. More emotional than others, the Amiable also uses their expressive personality to bring in more people to a task than other team players.
5. Amiables prefer to maintain a procedure or project rather than create it.  Often, Amiables are best in routine tasks.

Weaknesses of the Amiable
Play CD track 3 for more information.
Review the following guidelines for determining the weaknesses of an Amiable person.

1. Amiables tend to give more time and energy to the relationships with other people rather than the task on hand.  You could say that they overdo their friendship factor.
2. If an Amiable feels as though they are being mistreated, they don’t express it, even when the behavior persists.  As a result, they hold grudges and will sometimes go to a third party and complain rather than give criticism to the insulting person.
3. Conflict is one of the worst environments for an Amiable.  Although much conflict can be harmful to a project, some confrontation needs to take place when dealing with a controversial or ambiguous decision.  In these situations, the Amiable likes to smooth things over when in actuality the altercations should be allowed to flourish.
4. Even in the event that criticism would help another person, the Amiable prefers to keep their own opinions under wraps.  Again, when they don’t express their opinion about another employee’s performance, they will take it to a third party and complain. 
5. The Amiable, like the Analytical, which we will discuss later in track 4, can be indecisive.  Afraid to make a decision that may harm the unity of a group, the Amiable will take a long time in making a controversial decision, faced with the dilemma of responsibility and team harmony.  Ultimately, whichever decision they choose, they will still feel uncomfortable with it because they were forced to sacrifice a component they cherished greatly.

Strengths of the Analytical
Play CD track 4 for more information.
Review the following guidelines for determining the strengths of an Analytical.

1. The Analytical will access the memory database before coming to a decision.  Often, this type of thinking style utilizes experience and memory more than any other style.
2. After assessing a situation, this style uses both sides of their brain to give balance to their thinking.  Their strength lies in the ability to assess first before becoming emotional or generalizing.
3. In new situations, the Analytical will very rarely make hasty decisions.  Unlike the Expressive, who we discussed in track 2, the Analytical prefers not to be spontaneous, but to weigh a situation carefully. 
4. Analyticals are the great puzzle assemblers.  They take what they know of the world and apply it to everyday life. 
5. Analyticals come in many different varieties and hence are difficult to spot.  Many times, Analyticals mis-categorize themselves because some of their traits overlap with others.
6. Analyticals are experienced organizers, assembling facts and ideas into a sequence that can be understood by all.
7. Analyticals love data and acquiring the data necessary to make the right decision. 

Weaknesses of the Analytical
Play CD track 4 for more information.
Review the following guidelines for determining the weaknesses of an Analytical.

1. The Analytical is always combating the chaotic world around them.  Control, for them, is always slipping away.  Once one part of their life has been routinely established, another slips and causes the Analytical distress.
2. Focus is not an attribute of the Analytical.  Because they have a strong drive to cover all bases and organize everything, they tend to be the multi-taskers and therefore can’t focus on one activity alone.  They tackle priorities equally, making lists and leaving nothing off.
3. Analyticals have difficulty generating multiple answers to a problem.  Those of high energy can think of options quickly, but under close scrutiny, the many differing options are actually just alternative steps or activities.  Analyticals must gather others ideas and information before feeling that they can come to an informed decision.
4. Analyticals, excepting the right-sided types, generally don’t show much feeling.  What some would describe as “having a good poker face.” 
5. Analyticals prefer to be alone and estrange themselves from group projects. 
6. Even though Analyticals are punctual for meetings, they tend to be late for deadlines because they have a perfectionist streak about them.

Overload Behavior Management
Play CD track 5 for more information on this technique.
Review the following instructions on how to interact with another communication style under stress.

1. Expect that people won’t always be at their best.  Because someone was one thing one day doesn’t mean they’ll carry that behavior the whole week.  Things happen, don’t hold a grudge or take it personally.
2. Detect when the other person is in their overload mode.  This is obvious when it comes to the assertive styles—the Drivers and the Expressives—but harder when the less emotionally expressive Analyticals and Amiables are involved.  Here is a list of ways to clue you into the fact that someone may be in overload mode:
• You begin reacting negatively to that person.
• The other person’s communication style becomes more extreme or more rigid.
• In spending a lot of time with someone, you note specific behaviors that suggest when the person is in overload.
3. Avoid getting hooked by the other person’s overload behavior.  Many times, one person’s overload behavior triggers another and so on and so forth until a chain of overload behaviors overwhelms your working space.  Realize what lies behind the behavior—extreme buildup of stress—and try to be sympathetic.  Remember that you’re not really the target of the behavior.
4. Don’t try to prevent a person from using overload behavior.  A little stress is stimulating, but mountains of stress is unhealthy.  Overload behavior is a way to handle the stress and relieve it.  If someone tries to prevent this behavior from taking its course, it will only worsen the other’s situation.
5. Try and avoid doing projects with a person who is in overload.  The more important the project, the more vital it is to do it when another’s interpersonal ability isn’t impaired and their decision making capacity isn’t skewed.

Five Rules to Taking Back Self-Respect
Play CD track 6 for more information on this technique.
Take the following guidelines into consideration when demanding respect from an insulting coworker.

1. Eye contact—When you look someone in the eyes, it’s a nonverbal form of defiance, a way of saying, “I won’t be walked on”.  This is true in the animal kingdom as well as in any kind of office setting.  The contact does not need to last for long, just enough to show the other person you mean business
2. Body Language—A straight, rigid posture again denotes confidence, even if you don’t feel it.  Pulling your shoulders back also shows that you don’t fear the other person’s behavior.
3. Short, firm commands—It’s not necessary to go into a long explanation about how the behavior is hurting you.  The insulting person knows that already.  Just saying, “No” can give you the satisfaction of standing up for your rights but at the same time, you don’t have to make a long speech during which you might crack and show weakness.
4. Leave no room for discussion—When it comes to respecting your rights, there is no room for discussion.  It is your right to stop the other person from violating your beliefs.
5. Take it to higher authority—If the abuse is of a prejudicial nature and the other person does not cease their insults, it is not below you to take your complaints to your employer.  Make sure you let the abuser know first, that way you won’t be labeled “a snitch”.  If you can’t get through to the abuser, they can. 

Expressing Your Ideas Checklist
Play CD track 14 for more information on this technique.
Review the following checklist for points to keep in when needing to express your ideas.

1. Be prepared.  If there’s an unresolved issue that needs to be resolved, learn everything you can about the issue.  Get as much information as you can about the people involved:  their personal views, their personality traits, their home life.  By knowing all you can, you can better approach the difficult situation with a more informed view.
2. Look for how issues or decisions affect you or the members of your staff.  If you’re having difficulty forming an opinion, utilize your capacity for knowing how a decision can influence those around you.  Whichever course of action you are considering, be aware of how negatively or positively your choice will shape you, your group, or your other commitments.  This can give you a better idea of where you stand.
3. Figure out a constructive way of being assertive.  Point out the good with the bad.  Use phrases such as, “I like your enthusiasm…” etc. and follow with the criticism, “However, I’ve noticed…”  This way, your constructive ideas won’t be misconstrued as a put down.