Workstyles Inventory for Entrepreneurs

1
Workstyles Inventory for Entrepreneurs
Evaluate your current perceptions of the approach
you use to perform tasks in a work situation By
selecting only one item under each question.
Record your responses for evaluation.

• Question 1 How do you perceive information and
  process it?
• A. Perceive information abstractly (without
  needing definition), and process it reflectively
  (thinking).
• B. Perceive information concretely (require clear
  description), and process it reflectively
  (thinking).
• C. Perceive information abstractly and process it
  actively (write or calculate).
• D. Perceive information concretely and process it
  actively.
• Question 2 When considering and applying new
  ideas or processes, what guides your decisions?
• Need to know what experts think.
• Integrate theory with practice.
• Integrate experience with application.
• Imagine creative approaches.

2

• Question 3 When solving problems, what is your
  strength?
• Value insightful thinking of others.
• B. Thorough and industrious approach
• C. Develop down-to-earth solutions
• D. Excel when flexibility is needed
• Question 4 When working with a team, what is
  your strength?
• Work for harmony
• B. Reexamine and clarify when confusion results
• C. Experiment and test solutions
• D. Enrich reality by taking what is and adding to
  it
• Question 5 How do you think others in your
  organization view you?
• Interested in people and culture
• B. More interested in ideas than people
• C. Sometimes bossy and impersonal

3

• Question 7 How do you manage time?
• Thrive when having enough time
• B. Plan time well
• C. Use time well
• D. Use time-lines loosely
• Question 8 How do you deal with problems when
  they arise?
• Tackle problems alone, rather than with
  colleagues
• B. Tackle problems with rationality and logic
• C. Thrive on developing plans and guidelines
• D. Thrive on crisis, challenge and change
• Question 9 How do you lead a group?
• Exercise authority and trust with participation
• B. Lead by principles and procedures
• C. Lead by personal forcefulness

4

• Question 11 What do you look for in work
  colleagues?
• They can openly discuss facts and provide
  realistic feedback
• B. They are well-organized
• C. They like to stay on task
• D. They can follow-up with details
• Question 12 What contribution do you provide to
  a team effort?
• Engage colleagues in cooperative efforts
• B. Provide accurate and knowledgeable information
• C. Support productivity and competence
• D. Help people act on their own visions
• Question 13 What is your focus when working on
  a project?
• Meaningful goals, especially on long-term
  projects
• B. facts, details, organization, and sequential
  thinking
• C. Technical aspects and hands-on activities

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• Question 15 What is your favorite question?
• Why?
• B. What?
• C. How?
• D. What if?
• Question 16 How do you prefer to learn?
• By listening and sharing ideas
• B. By thinking through ideas
• C. By testing theories and applying common sense
• D. By trial and error

Now, count the number of A, B, C and D responses.
If you have a tie between a couple of them,
click here to go to a tie-breaker
analysis. Otherwise, click here to go to an
analysis of your responses.
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Workstyles tie-breaker In this section,
identify the factors that give you difficulty in
a work environment. You need only examine the
two workstyles you have determined are tied.
Thinkers (A is most-checked) Short deadlines No
interaction Conflict situations Insensitive
colleagues No group projects Colorless
environments Dogmatic colleagues Surface-deep
meetings just do it attitude Heavy skill
expectations Impersonal presentations
Organizers (B is most-checked) Information out
of sequence Role of playing situations Colleagues
who dont stay on-task Buddy colleagues Open
offices (low walls) Criticism Unclear or
subjective procedures Ambiguity Very talkative
colleagues Noise Group projects
Drivers (C is most-checked) Not enough
equipment or technology Restricted or limited
work space Lack of immediate usefulness in
learning dont touch mindset Group
discussions Talking about feelings Lack of
hands-on activities Philosophical
discussions Excessive writing or
paperwork Sitting in one place for too
long Equipment is broken or need of repair
Innovators (D is most-checked) Manager-focused
work settings Procedures without
options Formality in the workplace Silence in the
workplace Standard or rigid routines Managers who
speak gospels Knowledge for its own
sake Repetition and drill Limited mix of people
types Discouragement of intuition Specifics
rather than the big picture
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(1) count the number of items you selected that
are labeled A _______ B _______ C _______
D _______ (2) determine the category with the
largest number of selections (You might have a
tie for largest categorythats OK.) If you
determine that you have a tie, go to the
tie-breaker page. (3) If your largest category
was A, your workstyle could be labeled "thinker"
because you have strengths that are exhibited in
deliberate thought and exploration prior to
solving a problem. You may even delay the
decision process in order to investigate
more. If your largest category was B, your
workstyle could be labeled "organizer" because
you have strengths that are exhibited in good
organizational efforts and an eye for detail. You
will be uncomfortable proceeding on a project
unless there is a clear procedure in place. If
your largest category was C, your workstyle could
be labeled "driver" because you have
strengths that are exhibited in the ability to
handle many tasks at one time and get projects
moving toward completion. You are sometimes
criticized for prematurely taking action. If
your largest category was D, your workstyle could
be labeled "innovator" because you have strengths
that are exhibited in the ability to think
out-of-the-box and the courage to attempt
innovative approaches. You may have a tendency to
come up with a lot of ideas but no action plan to
carry them out.
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However, just because you have identified a label
for this exercise, it doesnt mean that you
cannot function in the other categories. We all
have a range of strengths that extend into each
of the four categories. What weve done here is
to help identify your strongest suit. It is
important to learn about your strengths and
weaknesses in order to develop a clearer sense
of how to communicate with others. The graphic
below shows the relationship between the four
workstyles.


Notice that the Innovator and the
Organizer are opposite each other, and that the
Thinker and the Driver are opposite each other.
The workstyles that occupy the opposite style are
usually the ones that have the most difficult
time working with each other. However, it is very
important to understand that each workstyle
needs the help of the opposite workstyle because
their strengths are our weaknesses. Return to
MGT253, Lesson 7.
Innovator
Thinker
Driver
Organizer
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The differences that exist between the workstyles
requires extra effort to communicate. Here are
some guidelines When communicating
with thinkers Be personable
andpatient. Talk in terms of why
things need to be done. Present
information in a logical, sequential format.
Provide opportunity for interaction.
When communicating with organizers
Be business-like and objective.
Have all the details available.
Emphasize analytical or detail nature of
the task. Be able to state
references and resources. When
communicating with Drivers Be
direct and get right to the point.
Talk in terms of results, not details.
Emphasize action to be taken.
Have an agenda. When communicating
with Innovators Be unstructured
and global. Allow flexibility in
plans and format. Emphasize
creative aspects. Allow for
"brainstorming".