Towards Understanding

1

• Towards Understanding

2
Objectives

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

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Big5 Theory - Why Facet5?

• people need practical models

• existing terminology leads to confusion

• mis-matched underlying theory

• poor quality of many tools available

• psychologists have not helped

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Design Brief for Facet5

• quick

• easy to understand and interpret

• use natural language not jargon

• an understanding not a score

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What does it measure

• 5 domains - building blocks of personality

• Recognised by psychologists since the 1940s

• Now referred to as the Big5 theory

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Where does Facet5 fit?
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Facet5 takes information about people
Processes it
And then tells you how to use it for
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Factors
Will
Lo
Hi
Flexible Adaptable Understanding Responsive Accomm
odating Compatible Accepting Agreeable Obliging
Unassertive Submissive Indecisive Self
Abasing Unassuming Dependent Irresolute Compliant
Timid
Determined Goal Oriented Purposeful Assertive Dire
ct Dominant Decisive Independent Self Reliant
Domineering Wilful Stubborn Argumentative Dogmatic
Obstructive Pushy Opinionated Inflexible
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Factors
Energy
Lo
Hi
Energetic Enthusiastic Gregarious Sociable Friend
ly Competitive Participative Adaptable
Distractible Disruptive Interfering Exhibitionist
Insensitive Garrulous Unthinking
Autonomous Serene Imperturbable Quiet Confidentia
l Reserved Undemonstrative
Aloof Indifferent Cool Unsociable Unresponsive Ap
athetic Insular
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Factors
Affection
Lo
Hi
Understanding Helpful Responsive Kind Sympathetic
Compassionate Trusting Open Accepting
Naive Too trusting Innocent Susceptible Soft Gulli
ble Unworldly Too ingenuous
Realistic Pragmatic Objective Astute Business-like
No-nonsense Hard-nosed Shrewd
Self Advancing Cynical Opportunistic Hard-nosed Un
sympathetic Inconsiderate Disagreeable Aggressive
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Factors
Control
Lo
Hi
Planned Logical Reliable Conscientious Responsible
Discriminating Ethical
Authoritarian Inhibited Intolerant Cold Moralistic
Uncompromising Rigid Narrow minded
Natural Creative Uninhibited individualistic Free
Thinking Radical Casual Liberal
Irresponsible Short Term" Unreliable Unfocussed U
nplanned Amoral Unpredictable Indiscreet
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Calculating Facet5 Raw Scores

• Facet5 consists of 106 questions
• Semantic Differential Scales
• 23 are research items
• Presented one at a time
• Facet5 factors are linear sums of the responses
  given
• Expressed as Sten Scores

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Distribution of Facet5 Scores
2
14
34
34
14
2



Z-SCORE -2 -1
0 1
2
Min 1Max 10 Mean 5.5
STEN 1 2 3 4
5 6 7 8
9 10
PERCENTILES 2 7
16 31 50 69
84 93 98
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The Profile Chart
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The importance of norms

• Different samples produce different Average
  Scores and Std Devs resulting in different Sten
  scores from the same Raw Score.
• Therefore critical to be consistent with norm
  selection

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Changing norms
Aust Norms
UK Norms
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Sub-factors
Confrontation
Independence
Determination
Vitality
Discipline
Tension
Sociability
Apprehension
Responsibility
Adaptability
Trust
Altruism
Support
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Factors
My boss is a submarine!!!
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Elements of Emotionality

• Concentration span
• Confidence
• Defense mechanisms
• Habits phobias
• Hypochondriasis

• Mood swings
• Nostalgia / reminiscence
• Less Objective
• Obsessional memory
• Absent mindedness

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Families

• Facet profiles can be grouped into Families which
  are broadly similar in style
• These similarities/differences can be the
  foundation of understanding between people
• The Family profile can provide a quick
  reference when working with people
• There are 17 families in total

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Facet5 Families

• Individual profile is compared to 17 reference
  profiles and similarity (D2) calculated
• Individual is assigned to family where fit is
  closest (D2 is smallest)

High Will Energy Low Control Affection
Promoter
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Facet5 Families
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All Families
N gt 6000
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Correlations between factors
MBTI - Correlations
T-F
S-N
J-P
-.11
-.07
-.06
E-I
.09
.23
T-F
S-N
.38
TMI - Correlations
PC
AB
SF
-.34
-.22
-.13
E-I
..32
.32
PC
Facet5 - Correlations
.32

AB
Ene
Aff
Con
Emo
-.18
Will
.25
-.25
.09
-.30
Energy
.03
.01
-.10
.11
Affection
.01
Control
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Reliability
Retest Reliabilities
Internal Reliabilities
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Construct Validity vs 16pf
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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
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Preditive/Concurrent Validity
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Facet5 Strategic Leadership

• 3 Transformational 4 Transactional domains
  based on work by Bass Alvolio, Quigley etc
• Domains modified to fit practical organisational
  purposes
• Linked to 84 specific leadership behaviours

Transformational Creating a Vision Intellectual
Stimulation Individual Consideration Transactional
Goal Setting Performance Monitoring Feedback Deve
lopment
Inspires people to exceed expectations
Manages people to achieve the agreed corporate
goals
Is always looking for new ways of doing things
Reads regular reports and takes action as required
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Facet5 Strategic Leadership
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Personal Style
When faced with conflict Facet5
suggests Orientation To look at the big
picture Objective To create and impose a
dream Tactics makes statements and demands,
reduces range of discussion, excludes people

• Feedback says
• Things Ken does well
• 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
  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 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.

• Feedback says
• Areas where you feel Ken could improve
• 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 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.
• 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 Blunt
about issues which matter Allows people to find
their own way