University of Maryland, College Park

Pearl Diving Assignment 1

Sherwin McAdam

Communication for Project Managers: ENCE614

Dr. Shana Webster-Trotman

September 24, 2022

Introduction
In the words of Thomas Leonard “All problems exist in the absence of a good
conversation.” The ability to communicate effectively has benefited me tremendously in my
career. My professional tenure in IT (Information Technology) now spans over 26 years. During
this time, I’ve gained extensive experience serving as both a Program and Project Manager in the
private and public sectors leading various projects ranging from Project Management Office,
Service Management, and Cloud Computing to Application and IT Operations Management. I
find project management to be very rewarding personally, and professionally. My identity
integrates well with essential qualities of a project manager such as time management, problem
solving, and interpersonal skills. I have acquired strong business and management skills, but I
believe my greatest assets as a PM are my communication and organization skills. My
organization ability has enabled me to navigate the web of competing priorities and tasks of
projects and being a great communicator has allowed me to highlight successes while also
articulating the failures and risks of projects. This Pearl Diving assignment displays my growth
mindset and demonstrate how I can capitalize on readings, videos, and classroom activities to
further enhance and polish my communication skills. You will learn about my revelations on the
Rule of Three, Storytelling, and the Pool of shared meaning, while discovering my newly
expanded network of classmates and my revamped Linked in approach. I will share my journey
with personality assessments over the years such as DISC assessments, Yung, and Myers-Briggs,
and finally, I will discuss how conflict management styles impact my communication.

Concepts from Readings and Class

I’ve really enjoyed the required and recommended reading materials for ENCE614
Communication for Project Managers. As a seasoned PM and communicator, I am constantly
looking for ways to sharpen the tools in my toolbox. I approach education with an open mind,
understanding there is so much to learn and view myself as a life-long learner. I get excited when
I acquire new knowledge and look to implement concepts in concrete ways, so it becomes
persistent and permanent. Three concepts that have intrigued me from the readings and class
sessions include the Rule of Three, Storytelling, and the Pool of shared meaning.

The Rule of Three revolves around the observation that ideas presented in threes are
inherently more stimulating, pleasurable, and memorable for readers and audiences in text and
speech. People can remember three pieces of information really well in short-term memory; add
more items and retention falls off considerably (Gallo, 2014). It sounds simple and seems so
natural that I never paid attention to the principle. Dr. Webster-Trotman emphasized examples
such as sharing the three reasons why you should be hired on an interview or state the three key
advantages in a technical presentation. I noticed the principle at work when Dr. Webster-
Trotman stated, “people only do things for people they know, they like, and they trust”. As I
reflected on the Rule of Three, I began to notice it everywhere. The project management triple
constraints of time, cost, and scope; Fire safety slogan of stop, drop, and roll; The Olympic motto
of Citius (Faster), Altius (Higher), Fortius (Stronger), these grouping were right in front of me
the whole time, but I never gave thought as to why they were so memorable. Hermann
Ebbinghaus' forgetting curve shows how learned information is forgotten over time. The curve is
exponential in nature which means that memory sharply drops from 100% to below 50% in the
first few days (Barnard, 2018). The science behind the role of our working memories in the
learning process indicates we remember information better with the power of three (Azevedo,
2021). I began to apply this methodology intentionally in my personal and professional life. My
wife and I are in the process of preparing our home for sale. I asked her to provide her top three
priorities of work that needs to be done in the house. Her responses included painting, carpet,
and decluttering. To which I replied, you can find three painting contractors, I can find three
floor and carpet contractors, and we can compare the pricing. Our home has four levels, to
address the declutter, I asked her to pick a level and again provide her top three priorities for that
level. At this point she was curious and annoyed “why do you keep asking for just three things? I
need more done!” I told her it’s just an easy way for me to remember it all and get it done faster
through segmentation. In my professional life, I recently began to shorten my meetings on my
calendar and open the meetings with “here are the three things we will cover today…” I share
my three data points, then recap with “again we covered points A, B, and C”. As people, we are
clearly driven by patterns, and I want to harness the Rule of Three in my speech to engage
audiences and give them something to remember. I will continue to experiment with the Rule of
Three concept, and in the future, I hope it evolves to be part of my natural speech to share ideas
in groupings of three.

Storytelling was another powerful concept revealed in the reading for our course. One of the
most powerful means of conveying a message and connecting with an audience is through a
story (O'Hair, D., Rubenstein, H., & Stewart, R. A.,2019). I love to tell stories in presentations
and meetings, but sometimes struggle with finding an appropriate and relevant story to the lesson
I am trying to convey. Successful companies and entrepreneurs create a narrative around their
products, service, and brand (Gallo, p.50, 2018). I often wish I could convey stories at the drop
of a hat and be as polished as the hundreds of YouTube videos ads that all start with a story of
how their product or service came to be. Stories are effective because they are emotional and
trigger a megadose of neurochemicals in the human brain, which makes presentation irresistible
(Gallo, p.40, 2018). I value storytelling while delivering presentations because it makes you
relatable to the audience. I always try to make it a personal story, for example a common story I
use during the month of May and June in presentations is one of attending a high school
graduation to celebrate the son of a friend and advising him that “you never graduate from
learning” and it is in that spirit that I want to share with you our experiences with (select topic)
and make this discussion a learning experience. It’s effective, personal, and real, so it’s always
easy to remember. We are currently in the process of deploying a new Performance Management
system with a go-live date of October 1st, 2022. Recently, the project team and customer
stakeholders were considering creating a user guide for the organization to be released with the
application. Upon hearing these comments, I intervened and shared a story with the group about
my wife purchasing a car and wanting to configure the garage opener. Instead of reading the
manual she opened a YouTube video and got it done in two minutes. I continued to explain that
we are a consumer driven society and what we do in our personal lives should extend to our
professional lives, no one reads user manuals anymore, so I recommended a short instructional
video be created and sent with communication regarding the application go live. I’ve come to
realize that everyone loves a good story, that’s why so much time is spent on binge watching
Netflix shows, reading books, and watching sports. Stories enthrall us, widen our horizons, and
educate us, while painting vivid pictures in our minds. I want to continue leveraging the power of
stories in my presentations to draw audiences in and illustrates key points.
 “The Pool of Shared Meaning is the birthplace of synergy” (Patterson, K., Grenny, J.,
Mcmillan, R., & Switzler, A. L., p.25, 2012) is a captivating quote in the Crucial Conversations
text. Essentially, the pool of meaning is described as the combination of our opinions, feelings
and experiences regarding a topic and driving our actions. In crucial conversations, people are
not in the same pool causing controversy. As a seasoned Program and Project manager, I’ve
worked on a variety of teams in my career, and while I understand the stages of team
development and pay close attention to forming, storming, norming, performing, and adjourning,
I welcome conflict and contention on my teams because in my experience they lead to the best
solutions. Recently in a meeting, conflict arose between the security and privacy team, and the
project team concerning data collection of external users for an application. I allowed both sides
to voice their opinions thoroughly, without interruptions, sharing their critical concerns. In the
end, we decided on a hybrid solution that satisfied the needs of security and privacy while
keeping a logical workflow and approval mechanism for the project team. I created a safe and
respectful place for team members to share without feeling attacked or undervalued. I monitored
tone, body language, and speech for understanding to prevent unwarranted escalations, and
intervened with summaries and rephrasing to level the room when tensions got high. As the pool
of shared meaning grows, individuals are exposed to more accurate and relevant information, to
make better choices (Patterson, K., Grenny, J., Mcmillan, R., & Switzler, A. L., p.24, 2012). I
have consistently found throughout my career that when people feel comfortable to share openly
and freely, it leads to amazing buy-in and quality solutions. A shared pool helps teams make
better choices and move in harmony with zeal. At TEDGlobal 2010, author Matt Ridley stated
“What's relevant to a society is how well people are communicating their ideas, and how well
they're cooperating, not how clever the individuals are. So we've created something called the
collective brain.” (Ridley, 2010). Ridley was expanding on the concept that when ideas have sex,
we all benefit, which simply restated means the Pool of Shared Meaning is the birthplace of
synergy. I will continue to make conscious efforts of monitoring the Pool of Shared Meaning to
ensure my contributions means the sum is greater than its parts.

LinkedIn Accounts and Networking

My LinkedIn account was created on September 8, 2010. I am not a big social media fan
but decided to create the account to stay in touch with professional connections. Over the years, I
have amassed a few hundred connections, 398 to be exact as of September 23, 2022. I use it
occasionally to accept and send request and communications to industry and professional
colleagues. LinkedIn is a tool that has benefited my friends by reaching out to people in my
network when they were looking for new opportunities. I love connecting people and encourage
them to utilize interesting connections on my page. It also serves as a quick way for me to reach
out to people I have not heard from in a while to continue relationship building. In fact, upon
noticing that one of my ENCE 424/614 classmates had missed consecutives classes, I reached
out with a LinkedIn message to inquire if everything was ok and shared, I was available to assist
with getting caught up. Turns out everything was fine, and they had simply switched to the
Wednesday session for easier schedule coordination. The key to communication is empathy and
as Simon Sinek points out, every leader should possess the attributes of empathy and perspective
(Simon Sinek - empathy - one of Simon Sinek's best speeches ever, 2020). The table below
highlights the list of ENCE 424/614 classmates with whom I’ve connected.

Sherwin McAdam ENCE 424/614 LinkedIn Connections

Giovanni Amodeo Shyam Ardeshna Ryan Beggiato Albert Christensen Kathleen Crouch

Paul Cunningham Bryce Eakin Grace Falcone Sergio Gomez Cynclara Hilliard

Michael Johnston Menjor Kamara Emily Martinazzi Christine Merdon Nicholas Merke

Victoria Miske Idrisa Rahman Michael Rosvoglou Frank Sandagorda Paul Schatt

Caroline Sewell Jainee Shah Shivangi Singh Gouri Thampi Shana Webster-Trotman

Inside and outside of my organization I have a great reputation. I can make solid first
impressions, I have developed relationships with executives and peers, and can communicate
effectively. I am aware that my reputation is composed of opinions people form about me based
on my actions. Where I am lacking is on developing my personal brand. I want to be intentional
about how I want people to see me, I need to control the narrative as stated by Dr. Webster-
Trotman. Reputation is about credibility, your personal brand is about visibility and the values
that you outwardly represent (What's the point of a personal brand?, 2022). I’m working on
developing my personal brand to influence how others see me to gain and secure new
opportunities. I am well aware that networking grows my sphere of influence. In the next 30
days, I’ve committed to creating a branding statement and revamping my LinkedIn approach to
showcase my personal brand. My branding statement will demonstrate that I have the other
person’s interest, and needs in mind (Faulkner, M. L., L., F. D. M., & Nierenberg, A., p.49,
2017). So far on my LinkedIn account, I’ve optimized my profile photo to display 60% of my
face and updated my banner cover image with an image that reflets my expertise. I’ve
personalized my profile URL, but still need to strengthen my About Section and build credibility
with featured media. Other items I need to expand include scoping my relevant skills to reflect
my core expertise and requesting updated recommendations from my network of colleagues. I
also plan on getting very visible on the platform by following at least three influencers and
engaging with their post by ringing the notification bell and making more consistent posts of my
own. My goal is to increase my LinkedIn connections by 25% in the coming 60 days. In addition
to developing my personal branding statement and revamping my LinkedIn approach, I’ve made
it a point to speak to my classmates calling them by name and giving them positive feedback.
The actions described above demonstrate a few examples of how I am working to grow my
network and increase my networking abilities.
DISC Personality Assessment
For the past five years, I’ve served as a mentor in the NIST Mentoring Program. I truly enjoy
helping people grow and develop. It has been a rewarding journey to share my expertise, build
relationships, and assist staff with navigating the NIST culture. The DISC Behavioral
Assessment is a standard part of the program which clarifies individual work styles, how styles
affect job performance, and how the mentor and mentee can work together to build on strengths
and overcome weaknesses. Behavioral research suggests that the most effective people are those
who understand themselves, both their strengths and weaknesses, so they can develop strategies
to meet the demands of their environment. After taking the free DISC assessment, I compared it
to the results from the in-depth DISC assessment report from the mentoring program. I was not
surprised by my results and was happy to see the consistency between the reports. They both
indicated Dominance as my highest category and highlighted that I solve problems and meet
challenges with determination and decisiveness, as well as describing me as venturesome and
competitive which is a very accurate portrayal of my personality. Influence was my next highest
category describing the way I deal with people, communicate, and relate to others. Terms used to
describe me for influence included convincing, poised, optimistic, and trusting. I found these
characteristics to be congruent with my self-view and how I influence people. The Steadiness
category scores were in the same range and conveys temperament. The Steadiness category
describes my personality as mobile, active, restless, impatient, and eager. It correctly captured
my disposition as energetic. My score was the lowest for Compliance indicating how I respond
to the rules, procedures, and responsibilities set by others. I am firm and independent which is a
truthful representation of me. Knowing my personality type helps me to be a better
communicator and project manager because I always aim to be transparent with people to build
trusting relationships. I have enough flexibility and awareness to be open to feedback and share
my strengths and weaknesses. Being more self-aware produces trust to gain power and influence
and lead positive change with stakeholders. I want to grow my capability to influence others and
produce positive behavioral change. I feel a sense of personal satisfaction when other learn from
my experiences. I’m driven by collaboration with people and creating environments where team
members are heard, valued for their expertise and who they are enabling creative problem
solving and effective communication.

Conflict Management Styles Assessment

Conflict Management is dealing with disagreements arising from diverging opinions,
objectives, and needs. According to the Conflict Management Styles Assessment, my preferred
conflict management style is Collaborating. Conflict Management is important to highlight
problems to be addressed and can improve understanding, goals, and motives of others. A few
months ago, I received a request from a high ranking official for a 180-day detail of one of my
project managers. He was launching an important program which had just received $42 Billion
in funding for Broadband infrastructure across the nation. While I recognize the importance of
his project and the growth opportunity for my project manager, I still had critical projects on my
board and needed the resource to complete them. We negotiated and collaborated back and forth,
and I agreed to send my project manager for a 90-day detail instead of the requested 180 days. I
was able to delay some projects and add resources to others. The Broadband program was able to
get started, hiring, drafting contracts, and sourcing materials. We were both satisfied, a
negotiation cannot be considered successful if one party's satisfaction comes at the expense of
any of the other parties. I used the Collaborating style to assertively state my position,
cooperated, and helped define a creative solution. The collaborating strategy is considered a win-
win because it focuses on achieving your goals but with the recognition that the best solution is
the one that benefits both parties (Meredith, J. R., & Shafer, S. M., p 47, 2021). By the very
nature, conflict management requires crucial conversations. Crucial Conversations are
discussions where the stakes are high, opinions vary, and emotions run strong (Patterson, K.,
Grenny, J., Mcmillan, R., & Switzler, A. L., p.3, 2012). The key to real change lies not in
implementing a new process, but in getting people to hold one another accountable to the process
(Patterson, K., Grenny, J., Mcmillan, R., & Switzler, A. L., p.13, 2012). Accountability in crucial
conversations is the technique I would use to assist in resolving conflicts. Successful negotiation
requires a project manager to come to the table as prepared as possible. Holding people
accountable in conflict resolution has the potential to bring team members together and make
them more focused on achieving the overall project objectives. Conflict resolution is
undoubtedly a key skill of a project manager.

Jung Personality Assessment

Over the course of my career as a project manager, I’ve taken several types of assessments
including Myers-Briggs, Predictive Index, DISC, Creative Style Indicator, and 360-degree
assessment. I have enjoyed seeing the change in my leadership, person, and growth over the
years. The Jung personality assessment report is consistent with feedback I received from other
assessment. The Jung reports indicates my personality type as ISTJ, or Introvert-Sensor-Thinker-
Judger. My Myers-Briggs personality type is also ISTJ. My planning and problem-solving
strengths fuses well with my introversion preference because I like to direct my energy towards
my own thoughts and plans when working in projects before sharing and collaborating with a
larger group. I like to have a sense of control and understanding by processing my own thoughts
and reflecting on ways that I can solve problems before engaging with groups to brainstorm
solutions. “ISTJs are thorough, exacting, systematic, hardworking, and careful with detail. They
enjoy working within organizations to improve procedures and processes, remaining loyal
through both good and bad times” (Hirsh & Kummerow, p.10, 1987). My personality type,
strengths, traits, and skills are an accurate amalgamation of who I am as a person and project
manager.
The Jung personality assessment describes how you focus your attention (Introversion or
Extraversion), how you process information (Sensing or Intuition), how you make decisions
(Thinking or Feeling), and how you interact with the world (Judging or Perceiving), while the
DISC personality assessment describe the way you solves problems and meets challenges
(Dominance), how you deal with and influences people (Influence), your temperament and how
you respond to the pace of the environment (Steadiness), and how you respond to rules and
procedures set by others (Compliance). DISC and Jung are both widely used and respected
methods of personality assessment. While the Jung assessment is a tool best suited for
individuals looking for self-knowledge, the DISC tool measures and analyzes behavioral style.
To me, both tools are complimentary and reveal a great deal about yourself such as values,
communication style, and other traits and strengths.

Conclusion
Communication is a core function of project managers and communicating clearly and
openly is a necessity. I find effective communication to be life skill and not just a business skill.
Sure, you need the ability to write clear and concise emails and reports, but there is so much
more to communication. Gestures, body language, and tone are components I use when
delivering messages to project stakeholders. I always start with a clear message that has a
purpose impacting the intended audience and finish every presentation with an ask. I will
continue to experiment with the Rule of Three for more memorable presentations. I love to share
stories and use them with emphasis, so I will continue to leverage its power to illustrates key
points. I will make a conscious effort to contribute to the Pool of Shared Meaning so everyone
has accurate and relevant information for better decision.
Communication in the context of project management means the exchange of knowledge,
skills, and experience through the expressions of ideas, feeling, words, and other methods
(Englund & Bucero, p.128, 2019). Open and honest communication from project managers
models the appropriate behavior for the entire project team. Transparent project managers will
typically have employees who feel more comfortable about opening up about their concerns, and
issues and provide constructive suggestions. I will continue to communicate with empathy and
expand my professional network. I will develop my personal brand and use LinkedIn as a tool to
increase my connections and sphere of influence.
I will continue to learn from the various personality assessment types, becoming more
self-aware, understanding my emotional intelligence, personal values driving my decisions, and
know how to deal with changes in my environment. I tend to know how to deal with stress,
manage conflict, and build effective teams. You need to master several skills such as
communication, motivation, team building, and time management to be successful in the field of
project management. I will capitalize on my growth mindset for self-improvement and continue
to sharpen all the tools in my toolbox.
References

Azevedo, K. (2021, April 25). Study hack for remembering information: How to use the power of three.
SchoolHabits. Retrieved September 23, 2022, from https://schoolhabits.com/study-hack-for-
remembering-information-how-to-use-the-power-of-three/

Barnard, D. (2018, March 23). Overcoming the ebbinghaus forgetting curve with virtual reality.
Ebbinghaus Forgetting Curve - Overcoming it with Virtual Reality. Retrieved September 23, 2022,
from https://virtualspeech.com/blog/overcoming-ebbinghaus-forgetting-curve-virtual-reality

Englund, R. L. (2019). The Complete Project Manager: Integrating people, organizational, and technical
skills. Berrett-Koehler Publishers, Inc.

Faulkner, M. L., L., F. D. M., & Nierenberg, A. (2017). Networking for college students (and recent
graduates): Nonstop Business Networking that will change your life. Pearson Learning Solutions.

Gallo, Camillo. (2014). The magical number that will amplify your next presentation. Entrepeneur Press.
Retrieved from: https://www.entrepreneur.com/article/231766.

Gallo, C. (2018). Five Stars the Communication Secrets to Get from Good to Great. St. Martin’s Press.

Hirsh, S. K., & Kummerow, J. M. (1987). Introduction to type in organizational settings. Consulting
Psychologists Press.

Meredith, J. R., & Shafer, S. M. (2021). Project Management in practice. Wiley.

O'Hair, D., Rubenstein, H., & Stewart, R. A. (2019). A pocket guide to public speaking. Bedford/St.
Martins.

Patterson, K., Grenny, J., Mcmillan, R., & Switzler, A. L. (2012). Crucial conversation: Tools for talking
when stakes are high. McGraw-Hill.

Ridley, M. (n.d.). When ideas have sex. Matt Ridley: When ideas have sex | TED Talk. Retrieved
September 23, 2022, from https://www.ted.com/talks/matt_ridley_when_ideas_have_sex/transcript

What's the point of a personal brand? Harvard Business Review. (2022, February 20). Retrieved
September 23, 2022, from https://hbr.org/2022/02/whats-the-point-of-a-personal-
brand#:~:text=Your%20personal%20brand%2C%20on%20the,aligning%20your%20intentions%2
0with%20actions

YouTube. (2020, November 18). Simon Sinek - empathy - one of Simon Sinek's best speaches ever.
YouTube. Retrieved September 23, 2022, from
https://www.youtube.com/watch?v=oUWMgHyf1bg

Appendix

Assessment Results
Your DISC Personality Report

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Introduction
Your specific distribution of scores on the DISC personality test is an indication of your unique personality. You can

think of this as your DISC Personality 'DNA'.

In the pie chart below you see your distribution of scores.

The highest percentage is likely to be your most dominant personality factor, the second highest your next most

dominant personality factor and so on. As such for you the DISC factors are ordered as: Dominance, Influence,

Steadiness, Compliance.
DISC Personality Model
To help you understand the DISC model of personality here are definitions of the four factors measured.

Dominance Describes the way you deal with problems, assert yourself and control situations.

Describes the way you deal with people, the way you communicate and relate to
Influence
others.

Steadiness Describes your temperament - patience, persistence, and thoughtfulness

Describes how you approach and organize your activity, procedures and
Compliance
responsibilities.

Your DISC personality type

Your unique sequence of scores characterizes you in a specific way. The positive impact you are likely to make on

people is:

You have a strong inner motivation to influence people and circumstances.

You thrive on competitive situations and challenging assignments.
The
 stresses and pressures of everyday work and life are unlikely to reduce your
effectiveness and enthusiasm.

DISC Patterns or Profiles

As you will appreciate, there are literally thousands of different combinations of scores. Therefore to help

interpretation, communication and understanding, DISC Personality Model experts have defined - through statistical

analysis of the score combinations - fifteen DISC 'Patterns' or 'Profiles'.

The 'Profiles' are often given names. The objective of these names is to give a single descriptive term that captures

the essence of that Profile. Names often used are Achiever, Coach, Evaluator, Counselor, Creator, Individualist,

Inspirational, Investigator, Objective Thinker, Perfectionist, Persuader, Practitioner, Enthusiast, Results-Oriented or

Specialist

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 Conflict Management Styles Assessment
Please CIRCLE ONE response that best describes you. Be honest, this survey is designed to help you
learn about your conflict management style. There are no right or wrong answers!

Name ____Sherwin McAdam__________ Date __9/19/22_____________

Rarely Sometimes Often Always

1. I discuss issues with others to try to find solutions that meet everyone’s
1 2 3 4
needs.

2. I try to negotiate and use a give-and-take approach to problem situations. 1 2 3 4

3. I try to meet the expectations of others. 1 2 3 4

4. I would argue my case and insist on the advantages of my point of view. 1 2 3 4

5. When there is a disagreement, I gather as much information as I can and

1 2 3 4
keep the lines of communication open.
6. When I find myself in an argument, I usually say very little and try to leave
1 2 3 4
as soon as possible.
7. I try to see conflicts from both sides. What do I need? What does the other
1 2 3 4
person need? What are the issues involved?

8. I prefer to compromise when solving problems and just move on. 1 2 3 4

9. I find conflicts exhilarating; I enjoy the battle of wits that usually follows. 1 2 3 4

10. Being in a disagreement with other people makes me feel uncomfortable

1 2 3 4
and anxious.

11. I try to meet the wishes of my friends and family. 1 2 3 4

12. I can figure out what needs to be done and I am usually right. 1 2 3 4

13. To break deadlocks, I would meet people halfway. 1 2 3 4

14. I may not get what I want but it’s a small price to pay for keeping the
1 2 3 4
peace.

15. I avoid hard feelings by keeping my disagreements with others to myself. 1 2 3 4

Source: Reginald (Reg) Adkins, Ph.D., Elemental Truths. http://elementaltruths.blogspot.com/2006/11/conflict-

management-quiz.html
 Scoring the Conflict Management Styles Assessment

As stated, the 15 statements correspond to the five conflict management styles. To find your
most preferred style, total the points for each style. The style with the highest score indicates
your most commonly used strategy. The one with the lowest score indicates your least
preferred strategy. However, all styles have pros and cons, so it’s important that you can use
the most appropriate style for each conflict situation.

Style Corresponding Statements: Total:

Collaborating (questions 1, 5, 7): ___11___

Competing: (questions 4, 9, 12): ___8____

Avoiding: (questions 6, 10, 15): ___3____

Accommodating: (questions 3, 11, 14): ___7____

Compromising: (questions 2, 8, 13) ___10___

My preferred conflict management style is: __Collaborating________________________

The conflict management style I would like to work on is: __Accommodating____

How can I practice this conflict management style? ____I can practice the
Accommodating conflict management style by thinking about the relationships as
a primary goal instead of my own goals. I need to try and avoid conflict and
damages to relationships. _____________________________________
___________________________________________________________________
Report information

Gender: Male
Age: 46

Your Jung personality report

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What makes you different?
This free report describes how you prefer to: deal with and relate to people, process
information, make decisions and organize your life. It gives you a good overview of your
personality and behavior. You can use this information to assess how well your
personality might fit a potential employer or type of job.
 Your Jung personality type
The descriptions you chose about your behavior indicate
that the Personality Type that most accurately describes you is:
Introvert-
Sensor-Thinker-Judger

Introverts tend to be reflective, reserved and private. A popular

misconception is that Introverts are shy - this is not necessarily so. They
draw their energy from their own thoughts and the time they spend alone.
Introverts do not need people around them all the time.
Sensors live in the present. They rely on facts, handle practical matters
well and like things to be concrete and measurable.
Thinkers make decisions using logic and impersonal analysis. They think
with their heads rather than their hearts.
Judgers prefer a lifestyle that is decisive, planned and orderly. They like a
life that is organized and controlled.
An ISTJ at-a-glance
You are a no nonsense type of person who is reserved, very responsible and
dependable. You say what you mean and mean what you say. With good reason,
people rely on you. You are conscientious and have traditional values. You have strong
concentration skills and focus on what's necessary to achieve the task at hand. You see
a job through to the end - with a great amount of commitment.

You are not threatened by constructive criticism and you stay cool when others are
loosing control.

Although you care about the feelings of others, you can remain utterly objective and
make the tough calls when necessary.

You are not very demonstrative and may find it difficult to be spontaneous. Your
reserved nature may prevent you from broadcasting to others just how great you are!
You may tend to hide your strengths and dry sense of wit. However, on other occasions,
you will surprise and amuse people with your ideas and humorous view of life.
Every
Jung Personality type has one or two specific nicknames that concisely describe your
Jung personality type, e.g. Inventor, Strategist, Protector and others.
Your probable contributions to an organization
Each Personality Type has a different set of skills, talents and attributes that they bring
to an organization, group or relationship. Here is a list of those most commonly
associated with Personality Types like you - ISTJ.

Is hard working and prefers uninterrupted privacy.

Is thorough in everything he/she does.
Values ceremonies, rituals and celebrations.
Feels that logistics and getting material to the right place at the right time are
his/her forte.
Pays attention to systems, procedures and getting the job done.
On a team
Some people work well on teams, others work best
on their own. Understanding the personality types
of team members provides information about how
individuals are likely to carry out their work and
interact with each other. Given your personality
preferences, the following are the strengths (and
possible weaknesses!) you will most likely bring to a
team:

Works best on a team with established rules and procedures.

Runs meetings like clockwork - is efficient, focused, and impersonal.
Uses dependable common sense in tackling work and assigning tasks.
Likes to work with people whose attention is on facts, outcomes and fulfilling their
responsibilities.
Quietly organizes and maintains team structure.

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