Reports

1. Type Dynamics Indicator (TDI®)

Unlocking the power of the world?s most widely used personality model the TDI® brings a new dimension to the model of Psychological Type – the most widely used model of personality.  Based on Carl Jung’s pioneering work, the TDI® captures the essence of Jung’s thinking on personality preference in a way that makes it easier than ever before to access this essential resource for individual and team development offering;

  • a more penetrating exploration of Psychological Type
  • flexible administration and reporting
  • a truly Jungian approach to preference and development
  • short completion times without compromising reliability
  • unique normative approach to identifying clarity of preference
  • attractive design to aid motivation and completion
  • comprehensive range of reports e-mailed to you immediately
  • proven links to established Type assessments

You can download examples from our Sample Reports page.  

2. Learning Styles Indicator (LSI)

Learning is at the heart of both education and working life.  Whether in formal education, learning through work or just wanting to make the most of the development opportunities that experience offers us, an appreciation of learning styles ensures we get the most from our learning opportunities.  Based on the model of Psychological Type, the LSI offers both an understanding of personal preferences and a practical model for developing learning experiences offering;

  • flexible administration and reporting
  • a Jungian, developmental approach to learning styles;
  • short completion times without compromising reliability;
  • unique normative approach to identifying clarity of preference;
  • attractive design to aid motivation and completion;
  • comprehensive range of reports e-mailed to you immediately;
  • proven links to established Type assessments.

You can download examples from our Sample Reports page.

3. Management Team Roles Indicator (MTR-i)

Personality affects role, role affects personality. Untangling this web helps teams develop, flex and perform because team roles are important. We are all capable of playing many roles in the different spheres of our life.  We can be controlling parents and yet very laissez-faire managers.  This is not a contradiction but a simple reflection of the range and flexibility of the human race.  However, we all know that our personality affects the roles that we enjoy and also affects the roles we find easy to play.  For example, some abstract and creative people can find it very hard to play a role requiring the monitoring and implementing of procedures – and becoming an Air Traffic Control operator may not be their favourite career! The MTR-i helps by identifying;

  • what is best for the most desirable outcomes
  • making people aware of the implications of their current behaviour
  • showing how their personal preferences affect what they see as important
  • a common language that allow people to explore each others contribution rather than their formal role, status or stereotype
  • general themes in people’s behaviour that suggest potential hidden and unforeseen consequences when analysed in terms of the context in which the team works.

You can download examples from our Sample Reports page.

4. Ideal Team Profile Questionnaire (ITPQ)

Team Roles on their own are only half the story. It is all very well to map out what a team does – but it is what they need to do that really matters. Unfortunately, people do not always adapt to these changes.  Sometimes this is because they have developed a habitual mode of operating – perhaps based on a “what worked well in the past should be good enough now!” mentality.  In today’s changing world this does not always work.  It is important to keep evaluating and updating our ideas on what are the most appropriate things to do.  There is very little technology available for analysing the link between the current challenges and the human input required in behavioural terms.

  • different perceptions can be identified – by asking not only the team members but also the different stakeholders to complete the ITPQ a variety of views can be sought, and the real challenges clarified;
  • mismatches between current and ideal behaviour are highlighted – by comparing the ITPQ with the MTR-i the agenda for behavioural change can be specified;
  • a strategy for change can be agreed – where there aredifferences between roles performed and challenges faced, there is a need to ensure that the right things are done – sometimes by current members flexing their roles and sometimes by seeking additional resources and support.

The ITPQ is part of an integrated approach to improving team performance linking personality, behaviour and performance challenge which can all be addressed in a consistent and progressive way.

You can download examples from our Sample Reports page.

5. Fundamental Interpersonal Relationships Orientation (FIRO®)

“80% of work issues stem from the quality of working relationships”

Will Schutz: Author of FIRO?

Why is FIRO® important?

The most important factor affecting motivation, morale, performance and output is the compatibility between its people – especially the leader and the team members.  Most companies recognise this but few know how to create and maintain this compatibility.  Dr. Will Schutz, through his pioneering work aimed at reducing the fragmentation of teams in the US Navy, developed the FIRO® Theory and managed to reduce fragmentation by 25%. It is now 50 years on and FIRO® Theory has become one of the best, most comprehensive and powerful approaches for increasing team compatibility.  His original FIRO-b® questionnaire has now been superseded.  The improved questionnaire called FIRO Element B was published in 1989 together with FIRO Element F and FIRO Element S which take the nature of relationships beyond the original B (for Behaviour) into both F (Feelings) and S (Self).  These very practical tools add enormous power to those implementing FIRO® theory in organisations.  FIRO® theory is probably the most complete and effective approach to building relationships available anywhere in the world today – and it is what puts the depth into the whole area of Emotional Intelligence.

What does using FIRO® achieve?

FIRO® focusses on the inevitable link between personal needs, values, emotions and defences and how these impact on all our relationships – both personal and at work.  FIRO® theory helps people to understand how they interpret the world through the lens of their own needs and experience.  By increasing self-awareness, the lens clears, our emotions become less disruptive and our relationships become more understandable and productive.  The effect is that we:

  • become more emotionally intelligent– by learning how the same fundamental needs drive both others and ourselves.  This increased interpersonal literacy helps us in many ways including communicating, influencing and gaining commitment from others more effectively;
  • generate greater energy and commitment – by implementing FIRO® theory the clutter of past experience has a less distorting effect on how we approach situations today.  We approach people and issues in the light of today’s needs and resources and allow the experience of the past to become valuable rather than disruptive –releasing new levels of energy and creativity;
  • become a high performing team – by developing greater understanding of others and ourselves we lay the foundation for reducing defensiveness and facilitating productive and satisfying relationships.  This helps us get more out of our work and career and, at work, leads to the greatest prize of all – a trust-based high performing team.

You can download examples from our Sample Reports page.

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