CAINE IDENTITY PROFILE PLEASE READ EACH RESPONSE AND WRITE EITHER "T" for TRUE OR "F" FOR FALSE. MAKE SURE TO INDICATE YOUR "T" OR "F" ANSWER IN THE CORRECT COLUMN. THERE ARE NO MAYBE'S, SO PLEASE GO WITH EVEN THE SLIGHTEST PREFERENCE. TRUE FALSE T F 1 I like being the "clown" sometimes, especially if I'm bored. 2 I must be able to do things differently to be happy. 3 I like to plan out what I'm going to do and then do it. 4 I don't expect my friends to act or dress a certain way. 5 Details of a project or assignment don't really matter much. 6 All the details are necessary to make something look right. 7 If I go on vacation I like to leave things unplanned. 8 If confronted I'll fight it out. 9 I don't enjoy arguments or debates. 10 I like to change what I'm thinking and what I'm doing. 11 I usually follow the rules. 12 When I'm under pressure my mind goes blank. 13 People who are very emotional drive me crazy. 14 I usually have a clear idea of how people should act. 15 I like being "weird" and interesting., even if it shocks others. 16 My friends tell me that I am "bossy". 17 I value people who share their feelings with others. 18 I know how to manipulate people to get what I want. 19 When I get scared I talk too much. 20 Feeling depressed or sad can keep me from doing my work. 21 I love looking crazy or different. 22 I take time to find things that make me look better. 23 I love surprises even if I had planned something else. 24 I tend to get frustrated by people who talk a lot. 25 People would say that I am warm and caring. 26 If I can't find an answer I can usually invent one. 27 My friends tell me that I boss them around. 28 When I am upset I look for my friends or people who care. 29 My friends tell me that I tend to take charge of things. 30 I like things to look neat and color coordinated. 31 I like to be given problems that don't have specific answers. 32 I tend to be impatient with a lot of detail. 33 I never say what I think without thinking it through first. 34 I can change my mind very quickly. 35 I tend to avoid leadership. 36 When I get scared, I tend to think and talk at the same time. 37 I enjoy getting people to give me what I want. 38 I like to see how things fit together. 39 I like to work on many projects at the same time. 40 When I say something I don't "beat around the bush". 41 I prefer to leave the decision making to others. 42 I can be obnoxious when I am bored. 43 I tend to enjoy using the same route when I travel. 44 I tend to avoid being the one who makes the decisions. 45 I can't stand "slobs". 46 I have always learned best by writing it out first. 47 I think planning things out in detail first is a waste of time. 48 I learn new words by saying the words out loud. 49 People tend not to listen when I speak. 50 I have a clear picture of what my family should look like. 51 I am more interested in the future than in the past. 52 I can often see two or more answers to any problem. 53 I show my emotions and think people should. 54 I don't make friends until everything looks o.k. 55 I really don't mind if things don't look perfect. 56 I have always been a leader. 57 I don't see myself as a leader. 58 I always have a lot of projects going at one time. 59 I really hate not being part of a group. 60 Feelings won't stop me from doing what I have to do. 61 I love to do things without planning it out beforehand. 62 I often put pressure on others in order to get things done. 63 I often spend hours drifting from one thing to another. 64 I have always learned best by seeing it written out. 65 I am aware of how I look and how I look to others. 66 My friends get upset when plans change but I usually like it. 67 I am very patient with people who are emotional. 68 In order to try something new I need time to get used to it. 69 I like getting to the point or the essential data. 70 I have been known to "bend the rules" or invent new ones. 71 I'm happiest when I'm doing something I've done before. 72 I really hate it when my plans are changed. 73 I am uneasy around people who base arguments on their feelings or emotions. 74 People have said that I am "hard to pin down". 75 My friends would never say that I'm bossy. 76 Others don't seem to notice details as much as I do. 77 When I can't do everything that I planned, I get upset. 78 It's o.k. that my moods change a lot during the day. 79 If I want something it's hard for me to ask for it directly. 80 If I'm supposed to do something, I need specific instructions. 81 When I talk I tend to get to the point quickly. 82 I enjoy looking or being different. 83 It is hard for me not to be totally honest with friends. 84 When I am upset I prefer to be alone. 85 When I make decisions I stick to them. 86 I tend to be the organizer when our group does something. 87 I tend to rescue people or animals from pain. 88 I like to get in the "middle of things". 89 My greatest pleasure is in planning details of what I'll do. 90 Pictures that are not hung straight irritate me. 91 I would never agonize over the exact details of a project. 92 People who are very emotional drive me crazy. 93 I don't like to be in Competition with others. 94 I rarely regret having an emotional outburst. 95 I like listening to marching bands. 96 I don't really like telling people what to do. 97 I need to see where the project is going before I begin it. 98 I enjoy clowning around in class, its fun. 99 I need to see the everything I'll need before I begin a project. 100 I usually notice when others make a mistake. CAINE IDENTITY STYLES The following descriptors are a synthesis by Geoffrey and Renate Caine of many learning and social style available. We use them as guidelines for grasping the different ways in which people perceive their world We have labeled them Nurturer, Evaluator, Director and Adventurer. Commentary There are many ways of exploring individual differences and similarities. For example, cultural backgroun Responses also vary when we are distressed and when we are relaxed. However, these style differences are very useful in providing insight into how you and others communicat and teach. There is no limit to the contexts in which they can be explored and applied. It is important not to overemphasize styles, of course. We all have aspects of all styles and often NEED we are weak, rather than just retreat into areas where we are strong. Thus, the goal must be to immerse in a wide range of experiences, and a richly integrated and complex environment, both safe and challeng provides support and exposure for all styles to some extent. Remember, also, the power of context and culture. It is possible that some contexts, by design or belief s even strengthen the characteristics of certain styles. Hence, there is always more to learn about how we Everyone has aspects of all four styles. However, one is usually dominant. many learning and social style instruments commercially hich people perceive their worlds. or example, cultural background is important. w you and others communicate, relate, respond, learn and applied. s of all styles and often NEED to develop the areas where , the goal must be to immerse yourself and your students nment, both safe and challenging. This automatically e contexts, by design or belief system, favor and at times ys more to learn about how we communicate. . If your largest number is associated with the letter N: N NURTURER People who are primarily nurturers tend to have many of the following characteristics. PERSONAL Your feelings are your way of "knowing" and you want to capitalize on this as a streng extremely loyal and compassionate and can often see a depth in human interactions t it is important to realize that your sense of loyalty and compassion for others may tem own thoughts and feelings and that you need extra time to translate your “gut” feelings This is especially true when someone else feels differently from you and this person h friend. You are capable of giving and agreeing with someone until one day you need can't explain why to yourself or the other(s). You'll have given too much too often whil convictions. It may therefore appear as though you are slower than others who seem to be able to decisions. But if you recognize that it takes you more time to think than others becaus scan and incorporate the emotional costs and signals involved. When you take time to more complex impressions, then others tend to see you as sensitive and very bright. inner feelings and you are free to take time without pleasing or protecting another, you organization. Working “hands on” by engaging your tactile senses is another strength. You like to to and often need to do that before you fully understand something in greater depth. If y building things or creating projects or products that include using as many of your phy bring unique knowledge and skills to your job or profession. Friends are central to your happiness. Your work environment needs to include workin supportive environment is very important to you. You need people around you and ca when these things do not exist in your personal life. Because you care so much, you li hard for causes that you believe in. WORK You tend to need details and get frustrated if you don't get enough instructions or the t of help and reassurance to make sure you are doing things correctly and if this was no was impatient or others could do things much faster) you may have decided that you w have the right kind of attention and help, however, your love of detail may have develo analytical and intellectual. You need personal contact with your administrator, so the best administrators for you people in general. Since feelings are so important to you, working only for an outcome and critical or negative comments can hurt you deeply and temporarily destroy your cr you means someone cares and has taken time to notice and recognize what you have Because touch helps you to understand, you should find ways to physically explore an movement to learn anything from learning theory to computing. In learning, your first n subject. THINGS TO AVOID Above all, avoid getting involved with negative people or people who are simply not go much of your time in the company of people who are generally positive and care abou who really allow you to be you, whether you are happy or angry or slow or analytical. WHEN YOU DOWNSHIFT When you are tired and fatigued or in a situation where you feel too much of a sense o leaving you with few choices or are hampering your initiative) you downshift. You can because you will tend to manipulate through creating guilt in others and through self p sense of your own worth and focus on taking action. This will allow you to face negati THINGS TO DO FOR YOURSELF Spend time by yourself and THINK things through or find a close friend and talk things decisions can be tough for you because you need people so much that you are easily to separate "you" from how others feel about something. Learn to forgive and forget, develop a positive attitude, and develop your own interests that is creative and physical. Also find a project where you are the leader. Remembe Try to separate what is useful from what is not. A good axiom for you is to remember Ivan Barzakov's 3A principles: Acknowledge what is happening; Accept the world as it is; Act on what is needed and through on the third "A". COMMUNICATION When working with others on a cooperative project, failing to see how we tend to act o perceptions and preferences can cost immense frustration for everyone. Here are som Others may not share your need to focus on a supportive atmosphere and may in fact different ways. Directors for example have an overriding objective - to get the job don you but they tend to naturally deal with the facts and will genuinely be frustrated by so interpersonal issues. Adventurers may appear frivolous to you but their creativity and essential to your project and will complement or supplement the other styles represen compatible with Evaluators because they share your sense of detail but may also strik primary objective is to capitalize on everyone’s strengths and stay as non-judgementa everyone to contribute their best and prevents emotional “invisibles” from sabotaging a f the following characteristics. o capitalize on this as a strength. On the positive side you are a depth in human interactions that escape others. At the same time ompassion for others may temporarily overpower or influence your to translate your “gut” feelings into words others can understand. ntly from you and this person happens to be a superior or close meone until one day you need to leave the entire situation and given too much too often while ignoring or violating your deeper others who seem to be able to make intuitively guided “quick” me to think than others because along with information you need to volved. When you take time to search for words to express these as sensitive and very bright. When you explore and trust your sing or protecting another, you often turn out to be invaluable to an another strength. You like to touch and feel the world around you omething in greater depth. If you have the opportunity to work ude using as many of your physical senses as possible, you can ion. onment needs to include working with others since being in a eed people around you and can become depressed and morose ause you care so much, you like to help others. You tend to work get enough instructions or the time to "do it right". You prefer lots ngs correctly and if this was not given early on in school (a teacher u may have decided that you were not a good learner. If you did love of detail may have developed your capacity to be both he best administrators for you tend to be the ones who care about u, working only for an outcome or a product is often not enough, and temporarily destroy your creativity and initiative. Reward for e and recognize what you have done. d ways to physically explore any subject. Use clay, models and mputing. In learning, your first need is to feel at home with the r people who are simply not good for you. You need to spend nerally positive and care about people. This includes individuals or angry or slow or analytical. you feel too much of a sense of helplessness (other forces are ative) you downshift. You can recognize when this is happening uilt in others and through self pity ("poor me"). Try to develop a his will allow you to face negative situations without feeling helpless d a close friend and talk things through. Making your own ple so much that you are easily tempted to compromise. You need g. and develop your own interests and ideas. Find a hobby or interest you are the leader. Remember that you can learn from criticism. A principles: is; Act on what is needed and what you can actually do. Follow ng to see how we tend to act out and express our unique on for everyone. Here are some things to remember: ve atmosphere and may in fact see the notion of support in very g objective - to get the job done. They may appear insensitive to l genuinely be frustrated by someone focusing or emphasizing to you but their creativity and divergent thinking will prove ment the other styles represented. You will find yourself most ense of detail but may also strike you as visual perfectionists. The s and stay as non-judgemental as possible. This attitude allows al “invisibles” from sabotaging a superior collective effort. If your largest number is associated with the letter D : D DIRECTOR People who are primarily directors tend to have the many of the following characterist PERSONAL Challenge and leadership are both extremely important to you, and you like to both ha make decisions quickly and stick to them. You want the facts before making any decis with detail and look for the big picture. It is important to you to understand what is hap Words and sounds are very important to you and you tend to take seriously what som discerning when people do not mean what they say, and you do not like those people information and use it. You love a big challenge and easily put pressure on others even if you hate being und you tend to be a leader, but you may alienate people by seeming not to care about the organized plan is important to you. You tend to plan big and finish what you start. If s from developing projects and succeeding at them, you can become very depressed or and can be "blunt" and even rude at times. You do not like people who talk about thei You will probably fight if confronted or attacked. WORK You tend to benefit more than most from a lecture, being talked to by someone you re because you like to learn by listening. You have a strong need for accomplishments a provide you with these. You can become very impatient with yourself and others, part time it takes to complete a task, and you tend not to want to hear other people's excus important to you, and you should learn to use them. You do well with people who stick things work, and who do not expect you to share personal feelings. In work, you will p position because that seems most comfortable to you and allows you to supervise you like to talk ideas out, but without taking much time. THINGS TO AVOID Avoid being too "bossy" and working with too many projects that require attention to a yourself under pressure and if you delegate, remember that others do not necessarily WHEN YOU DOWNSHIFT When you are tired and fatigued or in a situation where you feel too much of a sense o leaving you with few choices or are hampering your initiative) you downshift. You can because you will tend to become dogmatic about issues and feel that you have to prov authority of others without thinking it through first. With normal censorship gone will u the “truth” or tell people what they should do with their lives. Beware of your tendency often other options and solutions. THINGS TO DO FOR YOURSELF You need projects where you can take charge and which have a good chance of succ about how much you can accomplish within the time available. It may help to learn so sport that gives you a good sense of rhythm and timing. You need to work at relaxing how other people feel and why feelings are important. In order to be a real leader, you are able to understand what someone else is experiencing. Your own feelings are als help you become a truly good leader who balances facts with values and human emot words people use to describe something are not as "concrete" as they sound to you. important, but you need to see that many people use language hypothetically or metap important. COMMUNICATION When working with others on a cooperative project, failing to see how we tend to act o perceptions and preferences can cost immense frustration for everyone. Here are som You tend to naturally deal with the facts and will genuinely be frustrated by someone interpersonal issues or engage in ideas or discussion not relative to the task at hand. O focus so totally on the project. Nurturers for example have an overriding need to pay a and attend to how everyone is getting along. They may feel that how a job is accompl being accomplished. This will frustrate you immensely and make you feel that this is a your second highest scoring style happens to be Nurturer). You will probably get along time because once they understand what you want they will get the job done and will p that is difficult for you but that you appreciate. Their ability to focus will also be valued unless they take too long or bother you with their (emotional) frustration at being rushe something below their somewhat perfectionistic sense of quality. You will enjoy the A quick to grasp ideas and goals and you admire their ability to come up with the “right” like you, they often do not value or even understand the myriads of details involved in therefore leave you with false starts or too many ideas to pursue. If you can recogniz creativity and divergent thinking and learn to realistically evaluate their ability to compl essential to your project and will complement or supplement the other styles represen capitalize on everyone’s strengths and stay as non-judgemental as possible. This atti their best and prevents emotional “invisibles” from sabotaging a superior collective effo ny of the following characteristics. to you, and you like to both have and give direction. You tend to e facts before making any decision but you tend to be impatient you to understand what is happening and how things work. nd to take seriously what someone says. You are good at d you do not like those people at all. You do however collect ers even if you hate being under pressure yourself. That is why seeming not to care about them or being too sharp or abrupt. An g and finish what you start. If someone or something stops you can become very depressed or angry. You don't like to waste time like people who talk about their feelings or don't "stand up" to you. g talked to by someone you respect or if you are interested, ng need for accomplishments and challenge, and work needs to t with yourself and others, particularly if you have misjudged the nt to hear other people's excuses. Words and sounds are u do well with people who stick to the facts and help you see how nal feelings. In work, you will probably end up in a leadership nd allows you to supervise your plans while they become real. You ects that require attention to a great deal of detail. Don't put that others do not necessarily like or handle pressure any better. you feel too much of a sense of helplessness (other forces are ative) you downshift. You can recognize when this is happening s and feel that you have to prove yourself. You may question the normal censorship gone will use your very sharp tongue to reveal ves. Beware of your tendency to fight when confronted. There are h have a good chance of succeeding. Practice being realistic ailable. It may help to learn some musical instrument or some You need to work at relaxing and taking the time to understand n order to be a real leader, you will need compassion so that you ing. Your own feelings are also important and addressing them will s with values and human emotions. Remember also, that the ncrete" as they sound to you. Honoring your word is very nguage hypothetically or metaphorically. For them words are less ng to see how we tend to act out and express our unique on for everyone. Here are some things to remember: ely be frustrated by someone focusing or emphasizing ot relative to the task at hand. Others may not share your need to ave an overriding need to pay attention to the emotional climate feel that how a job is accomplished is as important as what is and make you feel that this is a complete waste of time (unless er). You will probably get along well with Evaluators most of the will get the job done and will pay the kind of attention to detail ility to focus will also be valued since that too will help the project onal) frustration at being rushed or bullied or having to complete of quality. You will enjoy the Adventurers because they tend to be lity to come up with the “right” or creative answers you need. But myriads of details involved in what they suggest be done and to pursue. If you can recognize their contribution in the form of evaluate their ability to complete the task or job, they will prove ment the other styles represented. The primary objective is to emental as possible. This attitude allows everyone to contribute taging a superior collective effort. If your largest number is associated with the letter A: A ADVENTURER People who are primarily nurturers tend to have many of the following characteristics. PERSONAL Change and variety are very important to you, including variety of sensory experience. You are ability to anticipate what is going to happen in the future. Sometimes, however, you just guess. Y and you are willing to look at things that are unique and different. This also holds true for autho authority, be that rules or people, as infallible. To you there is always another way, and if rules you are capable of ignoring them and developing your own. The risk is that you lose a sense of peoples' perspectives and needs. You love sensation, variety and fun and often find yourself involved in several projects and ide can spread yourself too thin. You may also put off completing projects because you feel that you lose interest. You tend to be a risk taker because the new usually seems more interesting to you friend can wake up at three in the morning for an emergency and you'll think its great because it friend and really enjoy people. You are often popular because you love to entertain and "play ar tend to know what they want and need and don't mind giving it to them if it doesn't restrict you o however change your mind or "forget" promises or appointments because something else more i balance, you are a very good leader because of your ability to keep in touch with all facets of a p problems. WORK You tend to decide more by "intuition" than by analysis. This means that you often come up wi know how you did it. You tend to be a good problem solver because you believe in the possibil to think of solving a problem in a new and unique way. Teachers tended to see you as an undera at the right answer and improve on what others do but could not always explain your answer or called on to do so. As a result, your grades did not reflect what they saw you capable of doing. well and need self discipline. You may be very impatient with ordinary classroom teaching and regular meetings, especially th and appear to stall your interactive bent. Lack of variety and challenge probably brought out the you could be disruptive in any situation if you were bored or not committed. You really need to to spread yourself too thin and sign up for too many things. You need much of your work to be permitted to do things in a new and unique way, are challenged to do your best, and are allowed way. Also, even though it seems counter intuitive, work in very quiet, almost peaceful surround challenging, you may find that you actually concentrate better and be more productive in a peace THINGS TO AVOID Try to stay with one thing until it is finished or put things back before you go on to another proje absolutely necessary if your talents are not going to be wasted. It is critical that you challenge y expected as a minimum effort. Remember that not everyone is so ready to look at a new idea or authority. Also remember that there are real limits. WHEN YOU DOWNSHIFT When you are tired and fatigued or in a situation where you feel too much of a sense of helpless with few choices or are hampering your initiative) you downshift. You can recognize when this to be scattered in your work and in your thinking. You may find youself looking at a world of a when in fact what is called for is the very opposite. At the best of times you see more possibiliti explore many interesting directions, but when severely stressed or downshifted you will be unab enough to produce results and gain the respect for yourself and from others that you need. You can do anything you choose and ignore the natural limitations and hard, persistent work necessa shocked by very real barriers which prevent you from implementing your path of choice. When casual and intuitive and be shocked that the "real world" expects you to be able to pay close atte the project you yourself suggested. When downshifted you can also tend to exaggerate things or be too emotionally dramatic. Othe this and can get terribly upset while you actually feel that the dramatic expression is necessary f THINGS TO DO FOR YOURSELF Learn to relax, slow down and turn your mind off. This will allow you to see things more clear interests and talents and produce a product that you can be proud of or that is recognized by pee Develop patience with others who do not share your ability to see how things could, instead of s commitments instead of letting the current mood carry you, and get involved in a project that he other people and acknowledge their contributions and ideas. COMMUNICATION When working with others on a cooperative project, failing to see how we tend to act out and ex preferences can cost immense frustration for everyone. Here are some things to remember: Your overriding ability in groups will focus on your creativity and ability to think divergently. Y possibilities for any project. If you can narrow these down to realistically creative and challengi group who can fulfill this function, than your contribution will be invaluable. Since you tend to feel comfortable with the unknown you can sound overly confidant to others and may need to ta colleagues of the need to change or to embrace the new. You tend to be “quick” to grasp notion and details can escape you. Be aware that you may at times appear arrogant and superficial to o do not share your ability to live with active uncertainty. Nurturers for example pay attention to how everyone is getting along. They may feel frustrated by your disregard for the more conserva offended by your apparent over self confidence and lack of respect for the way things have alwa enthusiasm for the Directors They will however have they share your get along well withbig ideas. most of the time becausedifficulty with you if you do not produce invented. Their ability to support your ideas will be appreciated and under the right circumstanc other styles, Directors and Adventurers can combine to create feats that no one thought possible comprehend are the Evaluators. Their need to see the whole picture including the details before to live in the moment and invent the necessaries as you go. Evaluators will want time limits and pieces prior to implementing something. You will need to see that this is not “petty” but someth dreams and visions become real. If you can learn to understand how they think and use those gi your project and will complement or supplement the other styles represented. The primary obje strengths and stay as non-judgemental as possible. This attitude allows everyone to contribute t “invisibles” from sabotaging a superior collective effort. g characteristics. nsory experience. You are probably best known for your however, you just guess. You live in a world of possibilities is also holds true for authority. You tend not to take s another way, and if rules or people don't make sense to you, is that you lose a sense of orderliness and respect for other in several projects and ideas at the same time. In fact, you s because you feel that you know how they will turn out, and ms more interesting to you. You are the kind of person a ll think its great because its a change. You can be a good ve to entertain and "play around". You listen to others and m if it doesn't restrict you or bore you to do so. You can ause something else more interesting came up. When in touch with all facets of a project and find solutions to that you often come up with the right answer but don't always you believe in the possibility of an answer and don't hesitate ded to see you as an underachiever because you could arrive ys explain your answer or repeat your performance when aw you capable of doing. You may not handle details very ular meetings, especially those that deal with the status quo ge probably brought out the "clown" in you as a student, and mitted. You really need to challenge yourself. Remember not d much of your work to be in a context where you are your best, and are allowed to solve problems in your own , almost peaceful surroundings. As long as the world is more productive in a peaceful setting. you go on to another project. This may be hard for you but is ritical that you challenge yourself and go beyond what is dy to look at a new idea or ignore conventional rules and much of a sense of helplessness (other forces are leaving you ou can recognize when this is happening because you will tend self looking at a world of all possibilities without restrictions es you see more possibilities than most people and tend to wnshifted you will be unable to stay with one focus long others that you need. You can fool yourself into thinking you d, persistent work necessary for the job. You are then your path of choice. When downshifted you can become too to be able to pay close attention to details as you complete motionally dramatic. Other people don't know how to handle c expression is necessary for emphasis. ou to see things more clearly. Make sure you develop your r that is recognized by peers . w things could, instead of should, be done. Keep your nvolved in a project that helps you complete things, respect w we tend to act out and express our unique perceptions and e things to remember: ility to think divergently. You will tend to see multiple cally creative and challenging goals, or have someone in the aluable. Since you tend to see future trends more clearly and others and may need to take time to convince your be “quick” to grasp notions and ideas although the realities rogant and superficial to others who have different values and example pay attention to the emotional climate and attend to gard for the more conservative ideas of others and will feel r the way things have always been done. You will probably r you if you do not produce results or create the vision you under the right circumstances and with the support of the hat no one thought possible. The most difficult style for you including the details beforehand flies in the face of your need rs will want time limits and will need to see the bits and is is not “petty” but something that can help you make your they think and use those gifts then they will prove essential to esented. The primary objective is to capitalize on everyone’s ws everyone to contribute their best and prevents emotional If your largest number is associated with the letter E: E EVALUATOR People who are primarily organizers tend to have many of the following characteristics PERSONAL Order and system are very important to you. How things "look", either in the real world When you are creative, you have a very good sense of design. Your first impression o what you see rather than on a conversation. For example, how people dress, the style may be something you notice. You can see the beauty in the world around you and a You also care what other people think of you and how you look to them. You love eve and to have a beginning, a middle and an end. You are systematic and a good planne according to your plans. The result is that you have expectations about how things wi also be inflexible and may find it difficult to adjust when something unexpected happen who won't be happy until everything is "picture perfect." You may also be overly critica life as much as you could. When faced with a decision you like to have the reasons and to think things through. sides of a question, and like to have time to make up your mind. Because you see all at times you tend to "sit on the fence" before acting. However, once you form an opin You are naturally neat and orderly and like things to "look right". If angry at the world o adventurer in you, you can dress in unique, dramatic, or even bizarre ways. Whateve be with something they can "see". WORK You like to do things right and pay attention to appearance, method, design and detail time to create your vision. If this was denied you as a child, you may have become dis sloppy job (if you can't achieve the best, why try?) or dressing in sloppy ways. It can middle way. Either something has to look perfect and you stay up all night to make it s relatively little. An evaluator is a student often liked by teachers because, when they care, whatever t administrators and colleagues who gives them diagrams and pictures. It would help yo and to create word pictures through writing and theater. You also need to take time to often have visions or pictures or dreams that other people don't see, and a good leade express those pictures and ideas. THINGS TO AVOID Acknowledge your first impressions but take the time to look below the surface becaus seem. Because you may procrastinate, give yourself deadlines. You should also avo before you begin. The key is do something - take some action - and then evaluate it. WHEN YOU DOWNSHIFT When you are tired and fatigued or in a situation where you feel too much of a sense o leaving you with few choices or are hampering your initiative) you downshift. You can because you will tend to focus very narrowly requiring and thus designing narrow time therefore lose a sense of the whole project and unnecessarily and artificially fragmen Particularly if you are in a supervisory position you will leave your subordinates withou deadlines and narrow constraints that make little sense to them (in other words you d level you may inadvertently withdraw from people who care about you. This is importa others to understand that you need to do this, and DON'T withdraw too much or too lo some people will resent you for not dealing more directly with them and the issues inv THINGS TO DO FOR YOURSELF Give yourself lots of time to plan and complete projects, provided you also have deadl look the way you want. In addition, make sure that you regularly ACT instead of just th Try not to be so hard on yourself and others (your need for perfection) by developing what they are because of the experiences which shaped them. When you learn to acc are, you will also relax your judgment about yourself and others and be happier. You are very creative and artistic and need to find a way to express your artistic and c COMMUNICATION When working with others on a cooperative project, failing to see how we tend to act o perceptions and preferences can cost immense frustration for everyone. Here are som Others may not share your need to focus on visual perfection and may in fact see the ways. Directors for example have an overriding objective - to get the job done. Unles is Nurturer you will probably get along well with directors most of the time. Once you u left alone to create it, your fulfillment of their vision and your attention to detail will be a also be valued since that too will help the project. They tend to naturally deal with the frustrated by someone focusing or emphasizing interpersonal issues or engage in idea task at hand. Adventurers will be particularly challenging to you. Their ability to come answer without doing all the hard work can irritate. Also, they often do not value or ev details involved in what they suggest be done. They may appear frivolous to you but t will prove essential to your project and will complement or supplement the other styles yourself most compatible with Nurturers because they share your sense of detail but m enough and too focused on practical solutions or analytical detail. The primary object strengths and stay as non-judgemental as possible. This attitude allows everyone to c emotional “invisibles” from sabotaging a superior collective effort. of the following characteristics. s "look", either in the real world or in your mind, is also important. design. Your first impression of a person or place is based on ple, how people dress, the style and color combinations or clothes, in the world around you and are attracted by elegant design. ou look to them. You love events and things to be well ordered, systematic and a good planner and you like things to take place pectations about how things will turn out. That means that you can something unexpected happens. You can also be a perfectionist You may also be overly critical and this stops you from enjoying s and to think things through. You have the ability to see both ur mind. Because you see all the possibilities and the problems, owever, once you form an opinion you tend to stick to it firmly. ok right". If angry at the world or if you also have much of the even bizarre ways. Whatever your statement to the world, it will nce, method, design and detail. You need lots of recognition and hild, you may have become discouraged and rebelled by doing a essing in sloppy ways. It can be hard for an evaluator to find the ou stay up all night to make it so, or you don't care and do se, when they care, whatever they do looks good. Evaluators like s and pictures. It would help you to practice drawing and design, You also need to take time to see how things fit together. You ple don't see, and a good leader for you is one who helps you to look below the surface because things are not always what they eadlines. You should also avoid waiting for everything to be perfect action - and then evaluate it. you feel too much of a sense of helplessness (other forces are ative) you downshift. You can recognize when this is happening nd thus designing narrow time lines and objectives. You may ssarily and artificially fragment what needs to be accomplished. eave your subordinates without a sense of purpose and angry over to them (in other words you downshift them!). On a more private are about you. This is important and appropriate for you BUT help 'T withdraw too much or too long. You could lose friends and y with them and the issues involved. provided you also have deadlines. You need time to make things regularly ACT instead of just thinking. d for perfection) by developing compassion. People have become d them. When you learn to accept people for what and who they d others and be happier. y to express your artistic and creative ideas visually. ng to see how we tend to act out and express our unique on for everyone. Here are some things to remember: ection and may in fact see the notion of perfection in very different ve - to get the job done. Unless your second highest scoring style s most of the time. Once you understand what they want and are your attention to detail will be appreciated. Your ability to focus will tend to naturally deal with the facts and will genuinely be sonal issues or engage in ideas or discussion not relative to the g to you. Their ability to come up with the “right” or creative o, they often do not value or even understand the myriads of ay appear frivolous to you but their creativity and divergent thinking or supplement the other styles represented. You will find share your sense of detail but may also strike you as not artistic tical detail. The primary objective is to capitalize on everyone’s is attitude allows everyone to contribute their best and prevents ive effort.
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