Towards Understanding Towards Understanding Objectives Objectives - - PowerPoint PPT Presentation

Towards Understanding Towards Understanding

Objectives Objectives

Good basic understanding of Facet5: Good basic understanding of Facet5: What it is measuring What it is measuring Its professional status Its professional status Its professional status Its professional status Its applications Its applications

Big5 Theory Big5 Theory -

• Why Facet5?

Why Facet5?

people need practical models people need practical models

• i ti

t i l l d t f i i ti t i l l d t f i existing terminology leads to confusion existing terminology leads to confusion mis mis-

• matched underlying theory

matched underlying theory poor quality of many tools available poor quality of many tools available

• h l

i t h t h l d h l i t h t h l d psychologists have not helped psychologists have not helped

Design Brief for Facet5 Design Brief for Facet5

quick quick

• t

d t d d i t t t d t d d i t t easy to understand and interpret easy to understand and interpret use “natural” language not jargon use “natural” language not jargon an understanding an understanding – – not a score not a score

What does it measure What does it measure

5 domains 5 domains -

• building blocks of personality

building blocks of personality Recognised by psychologists since the 1940’s Recognised by psychologists since the 1940’s Now referred to as the “Big5” theory Now referred to as the “Big5” theory

Where does Facet5 fit?

Authors Facet5 Domains Redfield Will Energy Affection Control Emotionality

Kline & Cooper (1983)

Masculine Dominance Extraversion (-) Machiavellianism Obsessionality Neuroticism

Guildford (G-ZTS)

Masculinity Social Activity (-)Paranoid Disposition Restraint Emot Instability

Edwards (EPPS)

Autonomy Exhibition Nurturance Order

Hogan (1983)

(-) Sociability Surgency Likeability Conformity (-) Adjustment

Cattell (16PF)

I ndependence Exvia Pathemia Control Anxiety

Eysenck (EPQ)

Extraversion Tender Mindedness Conservatism Neuroticism

Gough (CPI)

I ndependent Thought Social Extraversion Sensitivity Conventionality Neuroticism

SHL (OPQ)

Vigorous Extraversion Abstract Methodical Emot Stable

Myers Briggs (MBTI)

Thinking - Feeling Extraversion - Introversion Sensing- iNtuition Perceiving- Judging g g

McRae & Costa (NEO-PI)

(-) Agreeableness Extraversion Openness Conscientiousness Neuroticism

(Margerison & McCann)

Organisers Explorers Advisors Controllers

Schein (1985)

Power Achievement Support Role

Handy (1979)

Power Task People Role

Kolb

(-) Accomodator Diverger Assimilator Converger

Honey

(-) Reflector Activist (-) Pragmatist Theorist

Facet5 takes information about

Selection Selection

about people

Team Team Integration Integration

Processes it

Management Management

And then tells you how to

Development Development

y use it for:

Factors Factors W ill W ill

Lo Lo Hi Hi Flexible Flexible Adaptable Adaptable Determined Determined Goal Oriented Goal Oriented Domineering Domineering Wilful Wilful Unassertive Unassertive Submissive Submissive Understanding Understanding Responsive Responsive Accommodating Accommodating Purposeful Purposeful Assertive Assertive Di t Di t Stubborn Stubborn Argumentative Argumentative D ti D ti Indecisive Indecisive Self Abasing Self Abasing Unass ming Unass ming Accommodating Accommodating Compatible Compatible Accepting Accepting Direct Direct Dominant Dominant Decisive Decisive Dogmatic Dogmatic Obstructive Obstructive Pushy Pushy Unassuming Unassuming Dependent Dependent Irresolute Irresolute p g p g Agreeable Agreeable Obliging Obliging Decisive Decisive Independent Independent Self Reliant Self Reliant Pushy Pushy Opinionated Opinionated Inflexible Inflexible Compliant Compliant Timid Timid

Factors Factors Energy Energy Lo Lo Hi Hi Lo Lo Hi Hi

Autonomous Autonomous Energetic Energetic Distractible Distractible Aloof Aloof uto o

• us

uto o

• us

Serene Serene Imperturbable Imperturbable g Enthusiastic Enthusiastic Gregarious Gregarious S i bl S i bl Disruptive Disruptive Interfering Interfering E hibiti i t E hibiti i t Indifferent Indifferent Cool Cool Quiet Quiet Confidential Confidential Reserved Reserved Sociable Sociable Friendly Friendly Competitive Competitive Exhibitionist Exhibitionist Insensitive Insensitive Garrulous Garrulous Unsociable Unsociable Unresponsive Unresponsive Apathetic Apathetic Reserved Reserved Undemonstrative Undemonstrative Competitive Competitive Participative Participative Adaptable Adaptable Garrulous Garrulous Unthinking Unthinking Apathetic Apathetic Insular Insular

Factors Factors Affection Affection Lo Lo Hi Hi Lo Lo Hi Hi

Realistic Realistic Pragmatic Pragmatic Understanding Understanding Helpful Helpful Naive Naive Too trusting Too trusting Self Self Advancing Advancing Pragmatic Pragmatic Objective Objective Astute Astute p Responsive Responsive Kind Kind S th ti S th ti g Innocent Innocent Susceptible Susceptible S ft S ft Cynical Cynical Opportunistic Opportunistic Hard Hard-nosed nosed Business Business-

• like

like No No-

• nonsense

nonsense Hard Hard-nosed nosed Sympathetic Sympathetic Compassionate Compassionate Trusting Trusting Soft Soft Gullible Gullible Unworldly Unworldly Hard Hard-nosed nosed Unsympathetic Unsympathetic Inconsiderate Inconsiderate Hard Hard-nosed nosed Shrewd Shrewd Trusting Trusting Open Open Accepting Accepting Unworldly Unworldly Too ingenuous Too ingenuous Disagreeable Disagreeable Aggressive Aggressive

Factors Factors Control Control Lo Lo Hi Hi Lo Lo Hi Hi

Natural Natural Planned Planned Authoritarian Authoritarian Irresponsible Irresponsible Creative Creative Uninhibited Uninhibited i di id li ti i di id li ti Logical Logical Reliable Reliable Conscientious Conscientious Inhibited Inhibited Intolerant Intolerant Cold Cold “Short Term" “Short Term" Unreliable Unreliable Unfoc ssed Unfoc ssed individualistic individualistic Free Thinking Free Thinking Radical Radical Conscientious Conscientious Responsible Responsible Discriminating Discriminating Cold Cold Moralistic Moralistic

Uncompromising Uncompromising

Unfocussed Unfocussed Unplanned Unplanned Amoral Amoral Casual Casual Liberal Liberal g Ethical Ethical Rigid Rigid Narrow minded Narrow minded Unpredictable Unpredictable Indiscreet Indiscreet

Calculating Facet5 Raw Scores Calculating Facet5 Raw Scores

Facet5 consists of 106 questions

Facet5 consists of 106 questions

Semantic Differential Scales

Semantic Differential Scales

23 are research items

23 are research items

Presented one at a time

Presented one at a time

Presented one at a time

Presented one at a time

Facet5 factors are linear sums of the

Facet5 factors are linear sums of the responses gi en responses gi en responses given responses given

Expressed as Sten Scores

Expressed as Sten Scores

Distribution of Facet5 Scores Distribution of Facet5 Scores

( )

Mean Score Z − =

( )

) 5 5 2 * ) (( + − Mean Score Sten StdDev Z =

( )

) 5 . 5 2 * ) (( + = StdDev Sten

2% 14% 34% 34% 14% 2% STEN 1 2 3 4 5 6 7 8 9 10 Z-SCORE

• 2 -1 0 +1 +2

Min 1 Max 10 Mean 5 5

PERCENTILES 2 7 16 31 50 69 84 93 98

Mean = 5.5

The Profile Chart The Profile Chart

The importance of norms The importance of norms

Different samples prod ce different A erage Scores Different samples prod ce different A erage Scores

Different samples produce different Average Scores

Different samples produce different Average Scores and Std Devs resulting in different Sten scores from and Std Devs resulting in different Sten scores from the same Raw Score. the same Raw Score.

Therefore critical to be consistent with norm

Therefore critical to be consistent with norm selection selection

Changing norms Changing norms

UK Norms Aust Norms

Sub Sub-

• factors

factors

Will

D t i ti D t i ti Confrontation Confrontation I d d I d d

Will

Determination Determination Independence Independence

Control Energy

Vitality Vitality Sociability Sociability Discipline

Emotionality

Tension

Energy

Sociability Sociability Adaptability Adaptability Responsibility

Apprehension

Affection

Altruism Altruism Trust Trust

Affection

Support Support

Factors Factors

My boss is a submarine!!!

Elements of Emotionality Elements of Emotionality

• Concentration span
• Confidence

Confidence

• Defense mechanisms

Habits & phobias M d i

• Habits & phobias
• Hypochondriasis
• Mood swings
• Nostalgia / reminiscence
• Less Objective
• Obsessional memory
• Absent mindedness

Families Families

F t fil b d i t F t fil b d i t F ili F ili Facet profiles can be grouped into Facet profiles can be grouped into Families Families which are broadly similar in style which are broadly similar in style These similarities/differences can be the These similarities/differences can be the foundation of understanding between people foundation of understanding between people foundation of understanding between people foundation of understanding between people The Family profile can provide a “ The Family profile can provide a “quick quick reference reference” when working with people ” when working with people There are 17 families in total There are 17 families in total There are 17 families in total There are 17 families in total

Facet5 Families Facet5 Families

Individual profile is Individual profile is d t 17 f d t 17 f compared to 17 reference compared to 17 reference profiles and “similarity” (D profiles and “similarity” (D2) ) calculated calculated calculated calculated Individual is assigned to Individual is assigned to family where “fit” is closest family where “fit” is closest family where fit is closest family where fit is closest (D (D2

2 is smallest)

is smallest)

High Will & Energy + Low Control & Affection = “Promoter”

Facet5 Families Facet5 Families

All Families All Families

N > 6000 N > 6000

Correlations between factors Correlations between factors

MBTI - Correlations

T-F S-N J-P 16PF- CORRELATIONS S-N .38 E-I

• .07
• .11
• .06

T-F .09 .23 16PF CORRELATIONS Extraversi

• n

Tough Poise Control Anxiety

Independence 0.28

• 0.02

0.16

• 0.29

Extraversion 0.01 0.09

• 0.37

Tough Poise 0.19

• 0.11

TMI - Correlations

PC AB SF E-I

• .34
• .22
• .13

PC 32 32

g Control

• 0.29

Average absolute correlation: 0.04

RPQ - Correlations

Facet5 - Correlations

Ene Aff Con Emo Will .25

• .25

.09

• .18

PC ..32 .32 AB .32

Confid Struct T-M Conform Extrav .54

• .05

.26

• .52

Confid .17

• .12
• .27

Structure

• 19

39 Energy .03 .01

• .30

Affection .11

• .10

Control .01 Structure .19 .39 T Minded

• .18

Reliability Reliability

Will Energy Affection Control Emotion N Original

Retest

Original data .84 .85 .81 .85 .92 30 New sample .86 .81 .84 .79 .85 70

Reliabilities

W ill 0 75 W ill 0.75 Energy 0.71 Affection 0.79

Internal Reliabilities

Control 0.78 Emotionality 0.81

Construct Validity vs 16pf Construct Validity vs 16pf

Correlations between Facet5 and 16PF

16PF Primary Factor Wil Ene Aff Con Emo 16PF Primary Factor Wil Ene Aff Con Emo

A COOL < -> WARM 0.34 B INTELLIGENCE C EMOTIONAL < -> CALM

• 0.35

E SUBMISSIVE< -> DOMINANCE 0 33 0 28 E SUBMISSIVE< -> DOMINANCE 0.33 0.28 F SOBER< -> ENTHUSED 0.33 0.54 G EXPEDIENT< - > CONSCIENTIOUS 0.44 H SHY< -> BOLD 0.54

• 0.37

I TOUGH < -> TENDER L TRUSTING< -> SUSPICIOUS

• 0.40

M PRACTICAL< -> IMAGINATIVE

• 0.33

N NATURAL< -> CALCULATING 0.35 O ASSURED< -> APPREHENSIVE 0.42 Q1 CONSERVATIVE< -> LIBERAL Q2 GROUP< -> INDIVIDUAL

• 0.39

Q3 UNDISCIPLINED< - O O 0.36 > CONTROLLED Q4 RELAXED< -> TENSE 0.33

Construct Validity cf 16pf Construct Validity cf 16pf

W+ = Dominant and Positive E+ = Warm, Outgoing, Bold, Group Oriented and Enthusiastic A+ = trusting C+ = Conscientious, Practical, Controlled and Self contained Em+ = Tense, Apprehensive, Emotional and socially awkward

Preditive/ Concurrent Validity Preditive/ Concurrent Validity

Sample Criterion Validity Significance

Computer Sales Performance vs Budget r=0.673 0.003 Dept Store Mgrs Supervisor’s rating t=2.00 df = 27 0.05 Accountants Exam passes χ2 = 2.81 df=1 0.09 Investment Bankers Peers’

• bservations

87% concordance Call Centre Ops Supervisors Rating 0.393 0.000 Telesales Supervisors Rating 0 412 0 000 Telesales Supervisors Rating 0.412 0.000

Facet5 & Strategic Leadership Facet5 & Strategic Leadership

• 3 Transformational & 4

3 Transformational & 4 Transactional domains based on Transactional domains based on k b B & Al li Q i l k b B & Al li Q i l

Transformational

work by Bass & Alvolio, Quigley work by Bass & Alvolio, Quigley etc etc

• Domains modified to fit practical

Domains modified to fit practical

Creating a Vision Intellectual Stimulation Individual Consideration

I nspires people to exceed expectations p

• rganisational purposes
• rganisational purposes
• Linked to 84 specific leadership

Linked to 84 specific leadership behaviours behaviours

Individual Consideration Transactional Goal Setting

behaviours behaviours

Performance Monitoring Feedback D l t

Manages people to achieve the agreed corporate goals

Development Is always looking for new ways of doing things R d l t d t k ti i d

p g

Reads regular reports and takes action as required

Facet5 & Strategic Leadership Facet5 & Strategic Leadership

When faced with conflict Facet5 suggests: Orientation: To look at the big picture Objective: To create and impose a dream

Personal Style Personal Style

Tactics: makes statements and demands, reduces range of discussion, excludes people Feedback says: Things Ken does well Feedback says: Areas where you feel Ken could improve

• focusing on the overall business goals, communicating and

working towards them.

• Challenging concepts & procedures. Analysing and finding

solutions to problems.

• Communicating - in an articulate and clear manner.
• Enthusing and motivating staff re the future and
• Being constructive in criticism. Giving encouragement.

Coaching skills

• Being more open in his thinking about his staff - being willing

to shift beliefs.

• Following up - making sure we do what we say we'll do &

putting in place some "checking mechanisms" to measure i t t t g g achievements.

• Painting the vision and getting others to be enthusiastic about

the future.

• Creating an informal and supportive team environment.

Maintaining an open mind to new ideas and suggestions

• Has an objective stance. Helps steer staff in the right

progress against targets.

• Be a bit tougher sometimes - a bit more willing to respond to

lack of delivery

• Distributing interesting work fairly and equally.
• Following up on development/brainstorming ideas from team

meetings. j p g direction.

• Has some good ideas. Providing good input to brainstorming
• He makes me examine my own actions and agenda.
• Ken makes me think! He challenges me and stretches me.
• Strategic thinking, big picture.

A L d F t5 t

• Listening (hearing) without prejudging
• Provide regular feedback to staff.
• initiating performance appraisals/development of staff

members.

• Treating all staff with courtesy and respect eg respond to

greetings, take the initiative to greet, remain even-tempered As a Leader Facet5 suggests: Has a clear view of the way forward Can be exciting and original Not particularly sensitive to others Expects people to be self-motivated Doesn't manage closely greetings, take the initiative to greet, remain even tempered Doesn t manage closely Blunt about issues which matter Allows people to find their own way