Problem Solving & Decision Making Style …

1 Problem Solving & Decision Making StyleInventory (PSI) - Self ReportName: Date of Print: Date of Assessment: Email: jon warnerWednesday, 7 November 2007 Wednesday, 7 November 2006 Worldwide Center for Organizational Development (WCOD). All rights 1jon warner - Wednesday, 7 November 2007 - PSI - self ReportPrivate and ConfidentialProblem Solving and Decision - Making StyleInventory(Perception of Self)Developed by Dr Paul Hersey, Jon Warner & Dr WalterE. NatemeyerPurposeThe purpose of this instrument is to provide feedback on your perception of your own leadershipstyle in relation to Problem Solving and Decision Making interventions.

2 The information gathered with the Problem Solving and Decision Making Style inventory providesbroad insight into your current strengths as well as examining those areas where your skills could bedeveloped. The inventory explains a range of different Problem Solving and Decision makingscenarios, and asks you to select the Style description that most closely matches how you wouldtypically respond to each of the situations. Copyright 2006 Worldwide Center for Organizational Development (WCOD). All rights 1jon warner - Wednesday.

3 7 November 2007 - PSI - self ReportPrivate and ConfidentialProblem Solving and Decision - Making StyleInventoryInterpreting Your ResultsThe Problem Solving and Decision Making Style inventory has been developed to evaluate theproblem Solving and Decision Making Style that you typically adopt when you are working Problem Solving and Decision Making Style ProfileThis shows the Style or styles you tend to adopt most frequently when you are trying to solveproblems or make decisions. Three very important pieces of information come together to form your Problem Solving andDecision Making Style Profile:Your Primary Style : Most people have a favorite, or primary Problem Solving and decisionmaking Style .

4 Your primary Style is the one you feel most comfortable with and therefore willhave selected most Secondary Style : Secondary, or supporting Problem Solving and Decision Making stylestend to be your backup styles when you are not using your primary Style . The column on graph1 indicating the second highest number of responses is your secondary Style . Your Style Range : Style range provides you with a sense of how flexible you are in varying thetypes of behaviors you engage in when attempting to influence people.

5 Three or moreresponses in any one quadrant suggest a high degree of flexibility. The greater your Style range,the more you are likely to be able to accommodate the needs of different followers and flex your Problem Solving and Decision Making Style or behavior accordingly. However, if your stylerange is restricted to one or two quadrants, you may find it more difficult to flex your behavior insome situations that you 2006 Worldwide Center for Organizational Development (WCOD). All rights 2jon warner - Wednesday, 7 November 2007 - PSI - self ReportPrivate and ConfidentialProblem Solving and Decision MakingInventoryjon warner's PSI Self Results Your scores from completing the on-line questionnaire are shown in the four - 7 Copyright 2006 Worldwide Center for Organizational Development (WCOD).

6 All rights 3jon warner - Wednesday, 7 November 2007 - PSI - self ReportPrivate and ConfidentialProblem Solving and Decision - Making StyleInventoryThe Style /Readiness Adaptability MatrixDetermining Your Style Adaptability ScoreStyle Adaptability is measured on the Graph on the previous page of the Problem Solving andDecision Making Style inventory . Style adaptability is the degree to which you are able to vary your Style to match the needs of afollower. Style Range shows an individual s degree of know-how of different Problem Solving anddecision Making styles , while Style Adaptability measures know-when a person s ability to usethe appropriate Style in the appropriate situation.

7 In the Style Adaptability Graph, points are given for each alternative action selected in response tothe twelve scenarios provided in the assessment. The number of points awarded is determined byhow well the alternative action selected matches the situation. A 3 response indicates the best fit ,while a 0 response indicates that the selected action has a very low probability of use of a point system allows your Style Adaptability to be expressed as a score which allowssome generalizations to be made based on numerical benchmarks.

8 The possible adaptability scoreranges from 0 to Style /Adaptability score is _____7 Scores in this range indicate an individual with a high degree of adaptability. The personaccurately diagnoses the needs of different followers or their needs in different situationsand makes the necessary adjustments in terms of Problem Solving and Decision makingstyle in this range reflect a moderate degree of adaptability. This score usually indicatesa pronounced primary Problem Solving and Decision Making Style with less flexibility in thesecondary scores less than 23 usually indicate a need for self development to improveboth the ability to diagnose follower needs and to use appropriate Problem Solving anddecision Making communication behaviors and alternative or better matched styles indifferent scenarios.

9 30-36 HIGH24-29 MEDIUM0-23 LOWC opyright 2006 Worldwide Center for Organizational Development (WCOD). All rights 4jon warner - Wednesday, 7 November 2007 - PSI - self ReportPrivate and ConfidentialProblem Solving and Decision MakingModelFrom your carbon response sheet, transfer your graph 1 and graph 2 scores from the 1, 2, 3 and 4boxes into the model 2006 Worldwide Center for Organizational Development (WCOD). All rights 5jon warner - Wednesday, 7 November 2007 - PSI - self ReportPrivate and ConfidentialInterpreting Your ResultsDetermining or Assessing Follower or Group ReadinessYour success in intervening in or helping a group with its Problem Solving and Decision makingefforts depends, to a large extent, on the meaning or interpretation that your followers place on thecommunication messages you send.

10 To maximize your potential for successful communication, it isimportant to identify the factors that will influence and affect the follower s or the group s ability tounderstand, interpret and respond to the information that you communicate, or the questions thatyou communication exchanges in Problem Solving or Decision Making situations require thatyou:1. Identify the specific problems to be tackled or discussed or Decision to be made2. Identify the specific problems to be tackled or discussed or Decision to be made3.