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20.01.2014

 

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Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3Personality styles of Robert Toth . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4Your most distinctive personality styles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5How would you like to be perceived by others? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6What do you expect from yourself? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7Expectations regarding your analytical and value-oriented personality style . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7Your preferred style of communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8Your contact door and your trap door . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8The predominantly ANALYTICAL personality style . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9The predominantly VALUES-ORIENTED personality style . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10The predominantly CREATIVE personality style . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11Talents and potentials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12Strenghts, gifts and talents associated with the analytical personality style . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12Strenghts, gifts and talents associated with the value-oriented personality style . . . . . . . . . . . . . . . . . . . . . . . . . . . 13Strenghts, gifts and talents associated with the creative personality style . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14Aptitudes and Talents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15Personal potentials that you can successfully tap . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16Potentials in the creative personality style . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17Your sources of life and energy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18Basic needs supply energy to your life . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18If you lose your internal balance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20If you get hardly any energy from your source of life and strength any more, and if you feel you are under astrong kind of stress (di-stress), you may show the following symptoms of unease . . . . . . . . . . . . . . . . . . . . . . . . . 21Please note! . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22What you expect from yourself . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22Hints and Ideas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23Drama-triangle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24Your tendencys in the drama-triangle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25Rescuer role . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26Persecutor role . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27The way out from the drama triangle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28Basic personality style . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29Answer behaviors of Robert Toth . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

Introduction

Welcome, Robert Toth, to your SIZE Prozess® personality profile.

This profile bases on the concepts and scientific findings of transaction analysis and itsnew developments. This personality profile is not a psychological test, it is a self-assessment of your strengths, talents and resources. It can help you to learn moreabout yourself.

This personality profile records and formulates hypotheses regarding yourpresumably-preferred behaviour styles and tendencies in job-related situations. Theindividual statements are to be understood as hypotheses and are ascertained on thebasis of your answers to the SIZE Prozess® questionnaire. This personality profiledraws no conclusions regarding your capabilities or experience. It is possible that youhave developed great skills in work areas for which you presently do not have muchenergy (or interest).

However, if your distinct personality styles are a good match to your dailyrequirements, there is a big probability that you enjoy your work/life and are able toeffectively use your strengths and talents.

In addition, this personality profile provides you with information regarding"undiscovered treasures" that may lie within you as hidden potentials, and that youcould probably tap into to achieve added success.

You will be provided with hypotheses as to why you behave the way you do when youlose your inner balance and possibly show rather hindering patterns of behaviour.

Use this profile to achieve professional and even personal success, as a valuablebuilding block in your personal learning and development process. Consult with yourSIZE Prozess® instructor or consultant if you have any questions. They will be happyto advise you in terms of your professional development.

We hope you find your personality profile to be interesting and exciting!

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Personality styles of Robert Toth

The energy distribution in the different parts of our personality is predominantly theresult of the influence of the surroundings in which we have grown up.

The different energy distribution within parts of our personality, result in thedevelopment of certain personality styles with typical signs.

These personality styles determine our strengths and talents. And they influence as inhow we perceive our surroundings and behave. 

We distinguish six different personality styles

the Analyticalthe Sensitivethe Values Orientedthe Creativethe Activethe Quiet

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Your most distinctive personality styles

This diagram shows you which personality styles you see yourself as preferring in yourenvironment, your career and private life and, on the other hand, the ones you seldomuse.

Current life phase as an arrow:

The arrow on the above diagram shows you that the needs of this Personality Styleare, in your view, currently of particular importance to you and indicate your "currentlife phase". This also means that you presumably demonstrate increasing behaviorpatterns belonging to this Personality Style in day-to-day life.

Emotional influences in your life, such as life crises and also age issues, may causechanges in your current life phase and thus lead to a change in your personality.These may go on for a certain period of time or last an entire lifetime. 

AC = Active AL = AnalyticalCRE = Creative SEN = Sensitive QU = QuietVAL = Value-oriented

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How would you like to be perceived by others?

Our thoughts, feelings and behaviour are never independent from our surroundings.We are always embedded in social systems as e.g. family, friends, clubs, teams, firmsand so on.Within these systems we play different parts. Open or hidden arrangements tell uswhich behaviour or which personality structure are appropriate and which are not.

This graph refers to those personality structures, which you – according to differentroles – think to be appropriate or expected by others.

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What do you expect from yourself?

Typical characteristics may be attributed to every personality style. The followinggraph provides a good indication of which Personality Styles - in connection with theassociated characteristics – you expect from yourself and/or attribute to yourself.

These consist of decisions which you may have made at some point in your life inorder to be OK. And also to win against other people in this world ("In this life, I mustalways...to..."). By applying this, you would like to ensure that your important basicneeds that are closely related to your dominant Personality Styles are adequately met.Frequently, these expectations per se are also closely related to age (current lifedevelopment phase) and the corresponding basic requirements, attitudes, values andmotives.

In order to take care of yourself in everyday life and to meet the expectations of othersin terms of performance and behaviour, you rely on conscientious working. You try todo things as correctly as possible. You appear dutiful, conscientious, and reliable. Youaccord importance to order and authority. 

Expectations regarding your analytical and value-oriented personality style

When these behavioural strategies, from your perspective, do not lead to the desiredsuccess in solving daily problems, you fall back on the following strategy:

You then work hard and find it difficult to relax. There is always a task to complete.Then you appear dictatorial and critical and tell others how to do things. You find itdifficult to show feelings and to allow emotional closeness. You get very upset aboutpossible criticism of your behaviour. You spend a lot of energy to control yourself andothers.

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Your preferred style of communication

In your communication with others, you prefer the factual, analytical style ofcommunication, which is based on an unemotional exchange of ideas and informationcoming from that part of your personality that observes logically and rationally, reflectsbefore it moves and always acts on rational grounds. In particular, you always take thecompetence of your opposite number into account. In this context, emotions andattitudes towards specific values are often of lesser importance to you. 

Your contact door and your trap door

Your door to contact is rational-logical thinking (clear structures, technical questionsand set tasks). This is how other persons can most easily come into contact with you. 

The trap door during the contact phase with you is the directive-proactivecommunication style (e.g. terse instructions without paying attention to or providingdetails, or direct/indirect criticism of your conduct). Persons who wish to come intocontact with you will not be successful using this communication style, especially if youare under stress. 

You consider this communication style to be mostly a direct or indirect criticism of yourperson:

"People do not allow me to think independently""People think that I am incompetent""People do not acknowledge my accomplishments"

Since you are very self-critical anyway, this communication style can trigger an innerconflict in you and lead to miscommunication or withdrawal.

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The predominantly ANALYTICAL personality style

A style of leadership based on factual information

Your approach to tasks and to the solution of problems:

To you, tasks and problems are logical challenges that you have to master by asystematical approach and by thorough analysis. You define a set of problems andfirst try to find out what is known about them. If relevant information is lacking, you lookfor some way to obtain that information. You ask many questions (what, when, where,how) and fit the information obtained in this way together like the pieces of a jigsawpuzzle to get an overall picture that will help you to come to a decision. You use thesedata and facts to anticipate potential obstacles that might prevent you from reachingyour goals and you try to deal with those problems by applying logical solutions.

Working with others:

When collaborating with other people, you are mainly interested in the facts of thematter and you spend most of your energy on analytical thinking. You have a clearconcept of what you want and you are constantly looking for fresh ideas. Whenworking with team members and colleagues, you proceed in a factual manner andalways pay attention to the competence of your opposite number. It is important to youto prove your own competence to yourself and to others. You try to increase your levelof competence steadily. If you look for or give recognition, it is mainly for competence,performance and success. Based on your Analytical Personality Style, you worktogether well with Analytical and Values-oriented types. You have certain problemswith Creative and Active Types.

Convictions:

Your convictions consist of images, assumptions and stories that are influenced byyour predominant Personality Styles. They rely on a set of basic assumptions that mayinfluence your patterns of perception and behavior (often subconsciously):

Convictions you may possibly have based on your Analytical Personality Style:

It is mainly through your performance that you can be a valuable person. Success is knowledge plus experience, and any course of action must bebased on a strategy that is well thought-out. You have to get people to use their brains and to think logically. Only if you use your brain to test the consequences of your actions and to findout whether or not they fulfill certain norms, without ever being imprecise,sloppy and impulsive, can you retain control over the consequences of youractions and feel OK

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The predominantly VALUES-ORIENTED personality style

A style of leadership based on objective, values-oriented thinking

Your approach to tasks and to the solution of problems:

For you, tasks and problems are to be handled mainly by experience, thoroughnessand persistence. In order to avoid unwanted consequences of your solutions, you firstexamine them critically through the filter of your values and your experience. It isimportant to you to identify potential obstacles that may make it difficult for you toattain your goals. You look for convincing solutions to circumvent these problems. Inthis, you are guided by firm opinions and convictions that you promote in a clear andunequivocal fashion. You address the possible strengths and weaknesses of certainsuggestions or arguments in a straightforward manner. If you perceive that certainthings have gone wrong in your environment, you are a competent critic and alwaysready to raise a few hackles in the process. If you find other people’s objectionsinappropriate, you simply refute them and stay faithful to your own views, which youconsider sensible and valuable.

Working with others:

You tend to define goals that are difficult to attain, you are performance-oriented andprobably show a strong motivation to control the way things happen. You place greatdemands on yourself, on your team and your colleagues. The members of your teamsee you more and more as a conscientious and persistent person. You stress loyalty,reliability, values, order and authority. You set high goals for yourself and you tend totrust your own abilities more than those of your team members. You radiate assuranceand consistency. If you are convinced that something is worth the trouble, you pursuethe matter with perseverance and a lot of energy. If you consider it necessary, youdenounce the weaknesses of arguments put forward by others and rely on thestrength of your own viewpoint. If you look for or give recognition, it is mainly forqualities such as trustworthiness, assurance and solidarity. Based on your Values-oriented Personality Style, you work together well with Values-oriented types (unlesstheir values differ too much from yours) and Analytical types. You may have someproblems with Creative and Active types.

Convictions:

The following convictions (or basic assumptions) may influence your patterns ofperception and behavior (often subconsciously):

Success follows when people treat each other with respect and stick to thecorrect values and convictions.By having doubts about what you can expect from other people and by avoidingtoo much openness and trust in your contacts with them, you will be able toremain safe and to stay in control of your life.New things are often risky and involve planning on uncertain ground, so theyshould always be examined critically and avoided if necessary.You can avoid bad experiences by seeing to it that other people do things“perfectly“ and have the “right“ convictions.

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The predominantly CREATIVE personality style

A style of leadership based on reactivity and humor

Your approach to tasks and to the solution of problems:

You have the ability to find original and innovative solutions even for persistentproblems. In the workplace, you try to make everybody’s work lighter with witty andhumorous remarks. Exterior obligations and restraints such as rules, necessities andregulations tend to cramp your style. You probably have a tendency to shake upexisting structures without respect. Things that are new, original and exceptional mayexert a magic kind of attraction on you, and you may find anything that is unfamiliarquite irresistible. On the one hand, this makes you volatile and unpredictable, on theother hand, you may find it easier to develop alternative plans of action, to leave thewell-trodden paths and to open new vistas.

Working with others:

Based on your Creative Personality Style, you impress others as a playful, humorousand creative person. In your contacts with other people, you are relaxed andsometimes even ironical or teasing. You love spectacular, perhaps even provocativeactions, and you like being the center of attention. With your style of leadership, youtend to appeal to the creative abilities of your staff but you may do relatively little toinfluence your staff’s behavior and to promote the attainment of specific goals. Someof your colleagues may find it difficult to keep pace with your constant flow of newideas and flashes of inspiration, and they may feel uncomfortable in such situations. Ifyou look for or give recognition, it is mainly for exceptional, new and original ideas.Based on your Creative Personality Style, you work together well with Creative andSensitive types. You find it more difficult to work with Analytical and Values-orientedtypes.

Convictions:

Your convictions consist of images, assumptions and stories that are influenced byyour predominant Personality Styles. They rely on a set of basic assumptions that mayinfluence your patterns of perception and behavior (often subconsciously):

At your job, things will be simplified and problems may be easier to solve if youdon’t take everything too seriously. You should take life easy, have fun and enjoy it – that’s what makes life worthliving. Sometimes you have to make a serious effort, and if you make that effortvisible, then many tasks and problems will be solved for you by others. By always being in an inner opposition to authorities but never openlyaggressive, by giving in only as much as is absolutely necessary, you canretain your freedom, independence and self-determination.

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Talents and potentials

Our talents are determined by different parts of our personality and by our personalitystyle.We are born with certain ‘equipment’ and cannot change this at will or becomesomebody different. But we can enhance our abilities and develop to acquire newknowledge and skill.

In everyday problem solving and solution finding we will prefer to use our strengths.We will be most successful with what meets our talents and preferences. We are successful when we use our natural strengths and resources and use,acknowledge and extend the potential that lies within this. 

Strenghts, gifts and talents associated with the analytical personality style

Roles:

ExpertSpecialistStructurerOrganiserAnalyser

The potentials for success in connection with your behaviour:

You can solve tasks and problems logically and systematically.

You can collect and analyse information well and prepare forecasts.

You recognise correlations and structures and can structure tasks andproblems.

You approach duties with precision and a high level of professionalcompetence.

You can plan and organise projects and manage their progress well.

You execute your tasks diligently and reliably.

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Strenghts, gifts and talents associated with the value-oriented personality style

Roles:

VerifierPersuaderProviderStabiliserSustainer

The potentials for success in connection with your behaviour:

You can convey to others a feeling of security and trust.

You can ensure proper consistency and continuity.

You can observe carefully and well.

You can adhere well to things that have proven to be useful.

You stand up emphatically for issues and goals in which you believe.

You can well evaluate situations based on your own experiences.

You can well represent and argue for viewpoints that you personally believe in.

You are patient and persevering with tasks.

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Strenghts, gifts and talents associated with the creative personality style

Roles:

Extroverted personHumorousArtistInnovatorSociable person

The potentials for success in connection with your behaviour:

You can establish contacts in an easy-going and good-natured manner.

You can approach tasks and solutions to problems in a playful and creativemanner.

You mostly have many unusual and original ideas.

In the case of problems and tasks, you can be an innovative "lateral thinker".

You can entertain others well and provide for a good atmosphere.

You can be very creative in everything that you do.

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Aptitudes and Talents

The basis for competencies are your aptitudes. If these are used sustainably in aproductive manner, they can be described as talents. These are recurrent, sustainablepatterns of thought, feeling and behaviour that are individually laid down in apersonality structure and that can be used productively to develop competencies.

Those aptitudes that are filled with lots of energy, you can activate best in youreveryday life:

 

proper and precisecompiler of thoughtsperformance-orientedlogical, analyticalplanningstrategicstructuredsystematicorganizedresponsiblepossessing a spirit ofinquiry…

perseverant - tenacioussense of authoritydisciplineddedicatedprecise thinker (examine, observe)conscientiouswith a sense of justice and fair playperformance-orientedsafety-consciousstabilitypersuasiveresponsible…

gentle and sensitiveability to empathizecapable of forming commitmentsrelationship builderdedicated to the needs of otherscaring and helpfulfriendlyallowing for a pleasant harmoniousatmospheresociable and with communication skillspeople-friendlyof a warm nature…

enthusiasticcreativespontaneousplayfulspiritedresourcefuloutgoinginventivehumorous

calm and composedcompletes tasks which othersfind boring or uninterestinga creative thinkerhighly sensitive, friendly andsupportivecontemplative (ruminative)imaginative - the ability tovisualizereserved

adaptableactivecharminggo-getteraction-orientedseeker of challenges andadventuresprepared to take risksimplementer or translator ofideaspersuasivecompetitive…

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Personal potentials that you can successfully tap

Possible potential for your development could possibly be found in the behaviouralpatterns of the personality styles that are less distinctive in you.

These personality styles carry talents and aptitudes that you could develop andemploy as skills, through day-to-day practice and repeated use, in order to achievesuccess.

The greatest potential for your further development could be found in you in thefollowing personality style:

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Potentials in the creative personality style

You can find potential for successful development in the behavioural pattern of thecreative personality style. The following questions can probably help you to maximisethese potentials:

Questions you can ask to successfully expand the competences of this potential:

How can I engage with others in a relaxed and agreeable manner? How do I foster easygoing, noncommittal relationships to others? How do I interact with fun and good humour? How do I approach tasks and solutions to problems in a playful and creativemanner? What steps can I take to come up with unusual and original ideas? What can I do to find unconventional solutions to tasks and problems? How do I handle creative "outbreaks" by others? How can I increase my creativity Overall?

Competences that either emerge or are improved as a result:

Capability to approach tasks and solutions to problems spontaneously, usingunconventional and creative ideas and solutions Ability to relax and enjoy situations Ability to interact with others in a playful and good-natured manner Ability to play and to enjoy the view Ability to react in a curious, impartial and open-minded way to the many thingsthat life offers Ability to make jokes, but also to bear them

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Your sources of life and energy

In addition to the body's physical needs such as liquids, food, a roof over our heads,and sleeping, there are basic psychological needs that also must be met. These areour innate human yearnings for stimulation, care, attention and structure.

The satisfaction of these needs are our life and energy sources in everyday life, andthus are also key motivation factors. They are closely associated with one another andhave great significance in our lives.

 

Basic needs supply energy to your life

With an analytical personality style, you probably seek stability, structure andcontinuity. You probably have the desire to plan a definite and dependable future. Youseek to condense everything using the power of your logical thinking and thus toachieve stability in your life.

It is conceivable that you also value a social environment that provides you withstructure, planning and control. When dealing with others, you prefer one-on-onecontact (with a competent partner) or working entirely by yourself with no externalinfluences.

Commensurate satisfaction of the above-described needs probably fosters significantamounts of liveliness, energy and motivation in you.

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Not every one of these needs is equally important to you at all times!

Your SIZE Prozess® motivational map:

It provides you with information as to the probable sequence in which the needs listedbelow are important to your job satisfaction:

It is very important for you that you know what specifically is expected of you in1.your job and that the organisation makes all materials necessary for you docomplete your tasks perfectly, available to you. You need the possibility to do what you are best at. In this SIZE Prozess®2.Career-Profile, you will find many hints as to where your specific strengths andresources lie. You want to perform and be recognised and praised for it.3. It is to you an important need for you to become master of your task and4.become a recognised authority on your subject. To this end your wish forsomeone in the organisation who promotes and supports you. You want to spend your time working towards your goals. Privately as well as5.professionally you need the possibility to structure you time precisely. You are a very competitive and, hence, want to know quite specifically how6.your work supports the purposes and philosophy of your organisation. You need in your working sphere colleagues who are just as keen as you to7.produce high level results or planned results. You wish for somebody who talks to you about your achievement and your8.progress in your own development. You need the opportunity to learn new things and to develop constantly.9.

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If you lose your internal balance

If the sources of energy and strength are active, you are in your internal balance andall your strengths, talents and potentials are available to you.

If this diminishes, for whatever reason, then you lose some of your internal balance.

The reasons for this energy loss can be extremely different: e.g. psychological needsnot being fulfilled, high (work) load, pressure and stress from outside, disturbances inrelationships, physical indisposition, and so on.

If our energy becomes less, we tend to slip more and more into subconscious stresspatterns. Our perception of reality becomes increasingly limited and our stresspatterns become an unproductive automatism.

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If you get hardly any energy from your source of life and strength any more, and if you feelyou are under a strong kind of stress (di-stress), you may show the following symptoms ofunease

1. Short-term dissonance:

In the short term, you may go back to the inner instructions (or „recipes“) that dictate toyou a specific kind of behavior and that you have probably acquired and internalized inyour youth as a pattern of adaptation to social norms. This pattern will become visiblein the manner in which you now try to solve tasks and problems (mostly unilaterally).

 2. Strong dissonance:

If the “recipe”-based type of behavior does not lead to an improvement of the situation,it is likely that your feeling of unease will increase. This can lead to attempts tomobilize all your strength („now more than ever“) in order to act in accordance withyour inner instructions after all. In that phase, useful communication is hardly possibleany more.

You will probably behave in a compulsive and perfectionist way. You appear stiff,tense and grim. You may tend to show excessive attention to detail and even signs ofworry. Tasks may be postponed or left unattended by you. Problems may no longer besolved because your perfectionist attitude prevents you from attaining your goals.

This could lead to excessive concern with details, lists, rules and planning, with yourspontaneity and your ability to get to the heart of the matter getting lost in the process.You probably now insist that others should adopt your way of working and yourprocedures or you may refuse to delegate any tasks at all. It is possible that you will tryto do everything yourself, that you will overburden yourself and fight for excessivecontrol over other people.

You may become dogged, compulsive and painstaking and you may protest thatnobody acknowledges your achievements. Under stress, you are probably convincedthat you must work and perform well in order to be OK. For you there is alwayssomething else to do.

 

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You think you need to be on your guard so you can avoid being hurt or used by others.You lose your ability to relax or to give in to others. In certain situations, you may getangry and aggressive easily, and you may tend to attack others directly.

Dissonance and Stress Patterns can prevent your strengths, talents and potentialsfrom developing and thereby severely limit the number of constructive options youhave in your everyday life.

If you succeed in deliberately satisfying the needs of your Analytical Personality Stylein a positive way and on a regular basis, then the danger that you might drift into oneof the Stress and Dissonance Patterns listed above will be reduced substantially.

Please note!

Depressive mood and stress patterns may prevent you from using your strengths,talents and potentials, and thus the number of your constructive options from thevarious Personality Styles, constructively to solve tasks and problems!

Being able to successfully meet your important needs in a positive manner on aregular basis reduces the risk to possibly fall into the aforementioned depressive moodand stress patterns.  

What you expect from yourself

You can find further aspects applicable to your behavior under stress in this reportunder the diagram: “What do you possibly expect from yourself?” The diagramprovides you with new or additional insights on your “inner map” which you may beusing

when you lose confidence and you try to take care of yourself when you try to meet the behavior and performance expectations of othersunder stress

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Hints and Ideas

Below, we suggest a few ideas about what you yourself can do to satisfy the needsarising from your Analytical Personality Style in your profession and in your private lifein a constructive manner and on a regular basis.

Select those options that suit you best and add your own ideas to the list.

In your profession:

Details are not always important. You should, however, define a generalframework for your current project and set a date for finishing it. Regard slips and mistakes as opportunities for learning. Acknowledge yourmistakes and be aware of your own limitations. In all tasks, concentrate on the essentials and never lose sight of your finalgoal. Take time out for relaxing on a regular basis (even if some “important“ taskshave not been finished yet) – take courses or seminars to study methods ofrelaxation. Always look out for opportunities to expand your competence, e.g. by means ofseminars, books, going to trade fairs or lectures…. Talk with your superiors or your colleagues about your professional plans andgoals.

In your private life:

Give yourself recognition or little rewards for what you have achieved on thisday. Always celebrate your professional or private successes, even if they are small. Choose sports or hobbies that provide an opportunity to turn in a goodperformance and to have fun at the same time. Reserve a daily amount of time for “pleasurable wastefulness”. In your private life, set yourself short, medium and long-term goals.

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Drama-triangle

If people are in a stress pattern, they show unproductive behaviours and tend to getinto typical, predictable roles, in the hope of getting attention, recognition or structurethrough this stereotyped behaviour.

As on a theatrical stage certain roles are played, and in the interaction with othersthese lead to the ‘drama triangle’.

In the drama triangle there are three different roles. (They can also be ‘played out’internally by one person):

Victim roleI am helpless, you are better than me.I am not o.k. - you are o.k. Rescuer roleI am better than you and know what is good for you!I am o.k. - you are not o.k. Persecutor roleI am better than you, you are good for absolutely nothing!I am o.k. - you are not o.k. 

Once in the ‘drama triangle’ none of the parties see reality for what it is. Reality ischanged and classified through being ‘in role’. You’re out of touch with reality and theparticipants in the drama triangle ‘play-out’ a play.

If we experience ourselves in one of these three roles, we contribute only a little to thesolution of real tasks and problems or to the achievement of aims. However, theseroles bring us a lot of attention from others – even if negatively. By playing out the ‘act’within the drama triangle we reconfirm over and over our attitude to ourselves and toothers.

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Your tendencys in the drama-triangle

The length of the beams indicates which roles in the drama triangle you tend to favourand in which role you may be ‘invited into’ by others.

A bar length that goes beyond the 30 mark indicates that this role has a certainattraction for you both privately and professionally in your daily life. It is possible thatyou, on your own initiative, invite others to take on one of the two other roles in thedrama triangle. It is also possible that you can be "tempted" (verbally or non-verbally)by other people to take on this role.

It may be helpful for you to pay attention to what your interest is in taking on this role. 

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A role in the drama triangle which you tend to get into is:

Rescuer role

You believe you must act for others and share your knowledge and skill with them.You can’t bear to see other people ‘helpless’ because they don’t have your knowledgeand abilities.Sometimes you may intervene without clarifying or arranging this with the otherperson. You may give advice and take on tasks that have nothing to do with you.In doing so, you may overlook the possibility that the other person may have strengthsand abilities to solve their own problems.Your readiness to help may backfire as people may not be grateful, but insteadreproach you for interfering.You may then slip into the persecutor role and attack others for their ingratitude.

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The second role in the drama triangle to which you tend is the

Persecutor role

When you are in the persecutor role you tend to check and control everything andeveryone. You ask perfection of yourself and others and get annoyed if this is notreached.Within the persecutor role you grab at everything and do not allow others to completeany tasks. You are annoyed about their incompetence and inability.You ask overly critical questions and are unhappy with the answers. You attack otherswith criticism and blame and do not listen to any arguments.You accuse others of lacking in insight, inability or stupidity.

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The way out from the drama triangle

Use all your personality traits and the strengths of your personality style to come out ofthe situation. Take a helicopter view and look at the ‘world’, at the situation asrealistically as possible. This way you can recognize that reality is much moreextensive and more complicated, than the restricted frame of the drama triangle. Youhave many other possibilities to react in a certain situation.

What can you do to find a way out of the Drama Triangle?

Look at things from a higher level and view the "world", i.e. specific situations, asrealistically as possible. This way you will recognize that reality is much morecomprehensive and complex than the limited framework of the Drama Triangle andthat you have a host of other possible ways of reacting in a certain situation.

See to it that you establish good contact with your conversation partners ("onthe same wavelength"). See to it that you are in tune with the other person's preferred CommunicationStyle. Give others a sufficient amount of the positive attention that matches theirPersonality Style. Stop exaggerating your own or other people's strengths. Allow yourself to be just as you are.

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Basic personality style

ANALYTICAL – VALUE-ORIENTED personality style

Characteristics:

Logic, responsibility, and a sense of duty are probably given priority The style of behaviour is probably oriented toward the factual exchange of information,during which opinions and views are primarily exchanged, in addition to data and facts High performance standards are very probably placed not only on himself, but alsoexpected of others Control probably takes precedence over trust!

Analytical - value-oriented mode of operation:

It is assumed that there is a high emphasis placed on issues and tasks, and lesseremphasis on relationships (empathetic behaviour is more likely demonstrated within aprivate context) The focus is presumably placed on planning, information and control systems Planning, analysis, control and rules are probably assigned a high level of value! There is presumably a strong emphasis on performance, a sense of duty, andreliability Much time and energy are probably expended on doing things correctly and free oferrors

Needs:

Seeks recognition for competence, achievement and success Desires to plan and structure his own time Seeks respect and recognition for his own convictions and values

Talents and strengths:

responsibledependablepreparedspecific and accuratelogicalorganiseddiligentperformance-orientedpersevering

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Core competences:

Preferred frame of reference for evaluation: Logical thinking and contemplating in combination with his own ideals and convictions. Typical roles in everyday life:

ExpertSpecialistStructurerOrganiserAnalyserTester and controllerPersuaderProviderStabiliser

 

Possible obstacles when under stress:

Probably reacts sensitively to criticism Probably has difficulty showing emotions and closeness

When under stress, probably tends toward perfectionism When under stress, probably tends to do everything himself (workaholic) and nolonger to delegate Under stress probably loses trust in others and begins to control critically Probably practices strict control at times

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Answer behaviors of Robert Toth

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