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Human Patterns®

Human Patterns® Personality Assessment Overview

Click here to view a sample report

Human Patterns® is a comprehensive assessment that shows how an individual’s preferences/behaviors compare to others’ by showing results in standard deviations.
Another key advantage of Human Patterns® is it shows preferences/behaviors in normal situations and how behaviors may shift under stress and pressure.

Key Questions Answered in the Four Categories of Human Patterns®

1. PERSONAL STYLE AND RESOURCES
This group identifies general temperament and preferences and the focus is on the personal concerns and frame of reference for the individual.

WORLD VIEW – What leads to my feeling self-actualized and stimulated? Why am I here? Indicates sense of purpose, larger framework in which person operates, motivation for activity, and derivation of self-esteem.
KEYS TO PERSONALITY – How do I approach new situations? How am I here? Identifies basic personality traits and sense of orientation to life.
DIRECTION OF ENERGY – How do I direct and prioritize my energy? What captures my attention? Focus of direction and application of thought, and decision making process.
PROBLEM SOLVING PATTERN – How do I go about solving problems? What do I consider as I approach a problem?
PERSONAL CONCERNS – What issues or themes attract my attention? What concerns me? Sequence of issues and concerns in addressing a problem or process.
BASIC MOTIVATIONS – What motivates me? What are my drives? Generic drives and responses to the environment in an active or passive way: control, relate, support, or comply.
PATH TO ACHIEVEMENT – How do I believe I will achieve? Reflects the belief about the achievement strategy that will work for the individual.
VALUES IN SELF AND OTHERS – What is important to consider when you approach me? Generic values hierarchy.
GENERAL THEMES – How will others describe me? What are some of my personal assets? The features may impact how an individual is perceived, and reflect a basic internal personal orientation.
PERSONAL RESOURCES – What personal and interpersonal resources do I believe I possess? These measures may impact on roles or assignments, or lifestyles.
TYPE OF INFORMATION ATTENDED TO – In what sequence do I listen to or give information? What do I most readily comprehend? Invaluable in coaching and managing employees.
THINKING FRAMEWORK – What is my pattern of problem analysis? The rank order indicates “how” a problem is approached.


2. INTERPERSONAL STYLE AND RESOURCES
These graphs specify particular aspects of the interpersonal strategies and approaches an individual will adopt.

INTERPERSONAL RELATIONS – How do I approach social contacts? How do I approach control from or to others I may be directing or being directed by? How do I approach deeper or long term relationships?
DISLIKES AND REACTS STRONGLY TO – What are my “hot buttons”? Ranks typical fears and dislikes, which need to be carefully managed.
DEFENSES WHEN CONFRONTED – When in a serious and major confrontation, how do I protect my integrity or identity?
INTERPERSONAL CONFLICT MANAGEMENT – How do I handle interpersonal conflict? The style an individual uses to manage one-on-one conflict in the workplace.
ADAPTATION TO AUTHORITY – How do I handle relationships with authority? To what extent am i “self-directed” or “other directed”?
INTERPERSONAL RESOURCES – What do I bring to an interpersonal situation? Identifies energy associated with certain resources.
PARTICIPATION IN GROUPS AND COMMITTEES – How do I contribute to the group process? Identifies the importance of an individual role in a group? Impacts how much work is accomplished.

 

3. WORK AND OCCUPATIONAL INTERESTS
This group is directed at the typical parameters within which occupational performance occurs.

NOURISHING WORK ACTIVITIES – What activities would be pleasant For me? A ranked cluster of typical work activities.
WORK ROLES PREFERRED – What kinds of functions do I prefer to do in organizations? Four basic organizational roles. People are motivated if they can express their preferences congruently in the workplace.
INTERPERSONAL NEEDS – WORK STRUCTURE – How do I like my interpersonal world at work to be configured? Identifies and ranks the focus for participating in the work environment.
WORK TASKS PREFERRED – What Things Interest Me Most? Identifies and ranks interest in typical contents of work assignments or occupations.
WORK PATTERN 1 – How do I go about work? What would others list as my assets? Content oriented and need to be viewed in the context of relevance to a job.
WORK PATTERN 2 – What work style appeals to me? How might I approach my responsibilities and assignments? Style orientation preferred in a work environment or assignment.

 

4. LEADERSHIP AND MANAGEMENT
This group identifies patterns of management, leadership, listening and cognitive styles.

LEADERSHIP BEHAVIORS – What leadership behaviors would I be likely to exhibit? What leadership “style” do I react best to? Identifies five key characteristics and styles of leadership.
LEADERSHIP MOTIVATIONS – What do I direct my attention to within my organization? What aspects of organizational survival attract my interest? Defines the purpose or the mission within an organization.
CRITERIA FOR MANAGEMENT DECISIONS – What management “style” or approach do I prefer to use or react to? Targets decision making styles and conflict management styles.
MANAGEMENT OVERVIEW – Which standard management competencies do I indicate a preference for?
MANAGEMENT AVERSIONS – Which managerial tasks am I likely to avoid tackling? What areas of management am I likely to neglect?
INTERNAL COMMUNICATIONS – How am I likely to communicate internally with my staff?

Click here to view a sample Human Patterns® report