Learning Styles Inventory
The Learning Style
Inventory is a statistically reliable and valid, 12-item
assessment tool, developed by David A. Kolb, Ph.D. Based on
Experiential Learning Theory, it identifies preferred
learning styles, and explores the opportunities different
styles present for:
- Problem
Solving
- Working in
Teams
- Resolving
Conflict
- Communicating
at Work
- Communicating
at Home
- Considering a
Career
Thomas-Kilmann Conflict Mode
For the past 25
years, the Thomas-Kilmann Conflict Mode Instrument (TKI) has
been the leader in conflict resolution assessment.
The TKI allows you
to safely open a discussion about conflict, to reveal
patterns and look at instances when one conflict behavior is
productive and when choosing another style would be more
effective. The five easy-to- understand styles are:
Competing: High
assertiveness and low cooperativeness.
The goal is "to
win."
Avoiding: Low
assertiveness and low cooperativeness.
The goal is "to
delay."
Compromising:
Moderate assertiveness and low cooperativeness.
The goal is "to
find a middle ground."
Collaborating:
High assertiveness and high cooperativeness.
The goal is "to
find a win-win solution."
Accommodating: Low
assertiveness and high cooperativeness.
The goal is "to
yield."
Myers-Briggs Type Indicator
Step II
This report is an
in-depth, personalized account of your personality
preferences, derived from your answers on the Myers-Briggs
Type Indicator Step II (MBTI Step II). The MBTI reports your
individual personality type, and the Step II analysis of
your responses gives you an indication of the unique way in
which you express each main preference.
The Myers-Briggs Type
Indicator is designed to help you become acquainted with the
personality gifts you were born with that make you a unique
person. It was developed by Isabel Myers and Katharine
Briggs as an application of Carl Jung’s theory of
psychological types.
Jung believed that
much of what we do with our minds is either an act of
gathering or becoming aware of new information, which he
called Perceiving, or an act of deciding or coming to a
conclusion using that information, which he called Judging.
He also believed that much of the apparent random difference
in people’s behavior is actually a result of each person
having preferences for particular ways of perceiving and
judging. Jung identified Sensing and Intuition as two
opposite ways of perceiving, and Thinking and Feeling as two
opposite ways of forming judgments.
These four different
modes of perceiving and judging he called functions.
People with a
preference for Sensing take in new information by focusing
on facts and details that can be confirmed by experience,
whereas people who prefer Intuition focus on possibilities
and relationships among ideas. People who prefer Thinking
judgment use impersonal, objective, logical analysis to
reach conclusions, whereas people who prefer Feeling
judgment use person-centered, subjective analysis to reach
their conclusions.
These personality
preferences are similar to the familiar preference each of
us has for right-handedness or left-handedness. A person
normally writes with one hand or the other, but not both. We
face the same situation in using our mental functions: we
can, and do, use each of the perceiving functions and each
of the judging functions on occasion, but we normally reach
for our preferred one first.
Another pair of
opposites, called Extraversion and Introversion, have to do
with the sources of our energy and the way we use our
functions. Jung called these opposites attitudes
rather than functions. People with a preference for
Extraversion focus on, and draw energy from, the people,
events, and things in the outer world. People with a
preference for Introversion, on the other hand, focus on and
derive energy from the thoughts, feelings, and impressions
of their inner world.
A second pair of
opposite attitudes identifies whether a person’s primary
means of dealing with the outside world is one of the
Perceiving functions or one of the Judging functions. People
who prefer the Judging attitude like to plan and organize,
make decisions quickly, and come to closure. People who
prefer the Perceiving attitude tend to be spontaneous and
adaptable and want to keep their options open as long as
possible.
The MBTI is not a
measure of your abilities in any area. It is designed to
help you become aware of your particular gifts and, through
this process, to understand and appreciate the ways in which
people differ. Remember that no preference is more desirable
than its opposite, and no one of the sixteen possible basic
types is better than any other.
MBTI Step II
description contributed by Peter B. Myers
TTI-Disc Managing For
Success
Learning
about a behavioral model will help a person to better
understand themselves and others; therefore, enhancing
personal and professional relationships. An understanding of
behavior will lead to the accomplishment of the following:
-
Increased Understanding of
Self
-
Increased Understanding of
Others
-
Increased Communication
-
Increased Productivity
Based on
the individual’s responses to the Style Analysis TM
Instrument, a Managing For Success™ personalized report will
be computer-generated with the following details:
-
General Characteristics
-
Value to the Organization
-
Checklist for
Communicating
-
Don’ts on Communicating
-
Ideal Environment
-
Perceptions
-
Motivated Style
-
Keys to Motivating
-
Keys to Managing
-
Action Plan
TTI- Personal Interests, Attitudes &
Values (PIAV)
Consciously or
unconsciously, every decision or course of action we take is
based on our experiences, beliefs, attitudes and values.
Values direct our actions and offer stimuli for behavior.
The Personal Interests, Attitudes and Values Manual provides
the foundation for understanding and applying Edward
Spranger’s values model. Spranger’s model is particularly
useful in understanding conflict and performance issues.
Reiss Profile of Core Desires
The Reiss
Profile of Fundamental Goals and Motivational Sensitivities
is a comprehensive measure of human motivation. This
scientifically validated instrument is based on a theory
that has similarities to the works of Gordon Allport and
Abraham Maslow, and it is published in the tradition of
Myers Briggs. The inclusion of this instrument in a test
battery adds important, new information to assessments aimed
at understanding motivational traits.
Inventory for Work Attitude &
Motivation (I-WAM)
The Inventory for Work Attitude &
Motivation (iWAM) is a questionnaire used for job-related
activities, such as recruitment, coaching and training
projects. It is based on metaprograms, a model of cognitive
thinking styles (48 parameters are measured and explained).
The iWAM Management Report identifies a person’s
motivational and attitude preferences in the job context and
predicts how this person will behave in various job types,
such as administrative, customer contact or managerial
tasks. The iWAM Attitude Sorter predicts key motivational
preferences and development areas.
StrengthsFinder
The Clifton
StrengthsFinder is a Web-based assessment of normal
personality from the perspective of Positive Psychology. It
is the first instrument of this type developed expressly for
the Internet. Over a secure connection, the Clifton
StrengthsFinder presents 177 items to you. Each item
consists of a pair of potential self-descriptors, such as "I
read instructions carefully" versus "I like to jump right
into things." The descriptors are placed as if anchoring
polar ends of a continuum. You are then asked to choose the
descriptor that best describes you, and to identify the
extent to which that chosen option is descriptive of you.
You are given 20 seconds to respond to a given pair of
descriptors before the assessment automatically presents the
next pair.
