This paper presents a self-assessment using the Life Styles Inventory (LSI), a Human Synergistics International tool that measures twelve thinking and behavioral styles through a circumplex model. The writer's results reveal the highest percentile scores in Avoidance (83rd percentile) and Oppositional (81st percentile), both categorized under "Security Needs." The paper examines how these styles negatively affect management, organizational climate, and teamwork, while also identifying potential strengths such as careful decision-making and analytical questioning. The writer connects these behavioral patterns to early family dynamics and concludes that self-awareness is the essential first step toward meaningful improvement in management effectiveness.
The Life Styles Inventory (LSI) is a product developed by Human Synergistics International. The trademarked tool is designed to identify the underlying thoughts and motivations guiding an individual's behavior (Life Styles Inventory, 2010). The inventory's measurement model, the circumplex, was developed by psychologist Dr. J. Clayton Lafferty. It provides a visual framework for understanding human thinking, behavior, and performance at the individual, leadership, group, and organizational levels. According to the company's website, the circumplex breaks down the factors underlying performance into twelve styles of thinking, behaving, and interacting.
The circumplex has numerous uses. For the purpose of this paper, it was used to examine the writer's management style and identify both strengths and weaknesses. By clearly identifying areas of concern, the writer can make targeted improvements to his management approach.
The results of the LSI are measured in both raw scores and percentile scores. The percentile scores represent an individual's results compared to those of 9,207 other people who previously completed the LSI. Therefore, a high raw score does not necessarily correlate with a high percentile score. For example, the writer's highest raw score was in the Humanistic-Encouraging sector; however, that translates to a percentile score of only 32, which is quite low compared to other LSI participants.
The writer's highest percentile score was in Avoidance, with a raw score of 13 and a percentile score of 83. The second highest style was Oppositional, with a raw score of 13 and a percentile score of 81. Both Avoidance and Oppositional styles fall under "Security Needs" on the circumplex. Avoidance "reflects apprehension, a strong need for self-protection and a propensity to withdraw from threatening situations" (Life Styles Inventory, 2010). Oppositional "reflects a need for security that manifests itself in a questioning, critical, and even cynical manner" (Life Styles Inventory, 2010).
Both styles generally carry negative associations. They reflect the individual's concern for self over the concerns of others and the organization. A manager who exhibits these thinking and behavioral styles can foster a negative climate within the organization, where other employees — and perhaps clients or customers — are influenced either consciously or subconsciously. When a manager has security needs such as those characterized by these two styles, others around that person may also feel apprehensive, perhaps without even understanding why. As a result, they may be less motivated to work cooperatively because they do not trust the ideas and actions of management and peers. Teamwork can suffer.
A manager with high scores in Avoidance and Oppositional can turn some of the characteristics of these styles into positive ones. For example, an individual with a high Avoidance score generally "plays it safe" and minimizes risk-taking. This can benefit both individuals and organizations when it means that decisions will not be made hurriedly. All aspects of a decision will be carefully considered before formulating and executing a course of action. When risk-taking yields positive results it is praised, but it can also carry negative consequences. A manager who plays it safe creates fewer opportunities for bad outcomes to occur.
The manager with a high Oppositional score often asks a great many questions. Tone of voice and body language become especially important in these situations, as responses depend on both the person asking the question and the person responding. The manager with a high Oppositional score must learn how to gather information in a way that does not make people feel threatened. Interestingly, the writer also scored high in Avoidance, indicating a reluctance to engage in confrontational situations. It is therefore likely that the writer does not intend to put people on the defensive.
The writer might benefit from workshops or readings on interpersonal relations to help build skills in this area. Gaining more experience in speaking with people from an authoritative position can also be helpful — it becomes easier to address employees in a professional yet congenial manner with repeated opportunities to do so.
In terms of impact on management style, high scores in Avoidance and Oppositional could signal strong planning skills, as individuals with high scores in these areas tend to prefer working alone. This private time can be well used for planning without spending excessive time soliciting the opinions of others. However, when plans involve other people, those people must ultimately be included in at least some of the decision-making; otherwise, they feel as though they are simply taking orders. The same principle applies to the other core functions of management: organizing, leading, and controlling.
"Effects on planning, organizing, leading, controlling"
"Childhood family dynamics shaping adult behavior"
"Self-awareness as first step toward improvement"
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