- closingma Personality tendencies ~~ impact performance Are you a “doer,” “thinker,” “socializer’ or “relator”? ‘wasn't ntl ecenly that we stated under- standing that people wit diferent persona ties tend to naturally pay mote altnton to safety attributes like work envionment, peo ple, equipment, processes et, based on their personality tendencies, Here are some simple definition to get you thinking about personalities in lite diferent way:! * Personality: Ourcomfon zone, how we react instnsvely, oe needs drven bebavior ad what ypically dictates ou tendencies. Some ofthe more popular personality clement ar called Doe, Thinker, Socaier and Relator. Our personality te ences have a large and predictable impact on how wwe se, manage and mitigate risk and shape how we reset to the safety atte, Our personality style and tendencies tend to stay consistent over our icine * Character: Our ethics, morals, commit ments, values, background, beli(, tring, previous reflective experiences, awarenes, and ability to sl manage things that may limit ou capabilities to see tnd reat to risk, Character is wha ypc allows us to respond othe safety elements, and our chaac- ter may change some overtime as we gui life and work experenes, Personality style and tendencies are more closely linked to physiological clements, of how we ae ited, apd character element aze gained more fom lie and work experiences, waning and things that happen to ws long the way. Character is what sepa rates each of us from another within the same per sexality type © Tendencies: Our default or atual rae tion ta stimulus. The reaction ean instinctual but prediciable thought action or behavior tat typically happens without thinking, as opposed to thoughtful consideration driving a response, * Systemic Drivers: (See Figure 1) Task rele elements that “rive” people to react without ‘much thought based on their personality tendencies. Bach person on any given ask at any given ime (ihe ‘eron i the middle ofthe system) is surounded by the tskrcated clement of other people, programs, proceses, work environment, organization lca the task) and equipment, otherwise kaown as 56 tome drivers.” Tis system exist on any tsk at ‘work at home ana pla. and no personality type is “better” than another. ata indicates that people with diferent persona lity tendencies reac diferenly to these changes in systemic drives, Since people do what they dot the tims that they do i for easns that make seas 0 ‘hem at the time, you can ook tothe systemic drivers 1 discover what the reasoning was for what they Aid and why it made sease them at te time: Working in systems ow people interact with systemic drivers is called the “task-based system’ and is wef to help us understand wher ik may come ftom. An exam ple may be if you were going to turn over mowing ‘your lava to you teenager, You could use the tsk based sytem to beter help them understand where ‘he isk may actualy ome from, instead of where chee personality may THINK it will come fom. A Socializer will probably not ee the neighbors as a itation isk, becuse they ave peope-oriented ‘A doer just maybe ready to go becuse they ave ‘watched you mow for years and they think they are ready to operate the equipment ‘Studies show sen the ris comes from a systemic bver that your personality immediately pays ate oa to, you wll probably se it and manage i eee: sively. But if the risk comes fom a systemic driver ‘hat You donot tend o pay attention fo natural, you ‘may be blinded to that isk ané mismanage ft, This is the essence of dierent people with diferent person ales seing and managing rik differently, Most ofthe personality typing mechanisms are 00d a predicting how we prefer to commie Doers ike to know “what” Thinkers like to know “how,” Socializer like to know "whos" and Relators Ike to Know “why” Egulibia, LC describes the personality tendencies ina simple format called L.Colors©. Doer (Red), Thinker (Gren), Socializer (Yellow) and Relator, Blue) (Figure 2), Equilibria datum of over $00,0000 inputs from around the lobe shows that through understanding ou person ality types and tendencies we can predict with great, certainty elements related to safety, quality, effec tiveness, eticiency and productivity including: * How and why people get hurt (Figure 2); + What makes it dificult follow writen guidance; + What makes it fel for people stop work and seek ou lp: + Which systemic drivers we pay mast atenton to; and * How human exor as ike sts high Work load ime-pressure o overconfdence impact us and ster Every individual as pars ofall he different personalities within ws, and o personality type i "ter" than another, In addition, noone personality type is “rikier” than another, we each have diferent, ways that we manage rk naturally. Being aware of and Ieaming to manage these tendencies isthe bes vay to mitigate the risk Howie at hurt i : “Taking the lessons learned fom deploying in ora nizations around the world, nd by understanding the predictable personality endencies, organizations and individuals canbe beter prepared to minimize the probability someone will make an rar of When they do make an eror, help reduce the consequence By providing individuals at all levels ofthe organ zation with personality tendeney awareness and man agement tools, you improve over sk awareness, workforce engagement, communication and safety ealte, while diving incidents down. FEZ] Rob Fishor i: Present and Drector of Cporaions, har provement Tachroogae (Fil). For more hfernation Vist wivirnprovovth corvinsghts or contact FT crocty at infor rprovewtnr.com, ln Pe Opens tg Mg be me ar AS te a Sure tpt