This Profile uses six of its twelve factors to sample and display the processes we follow to reach conclusions. These range from open-ended reasoning to blind faith. These factors are all alternatives, any one of which might be used alone or combined with others.

A further five factors survey the likely structure and tone of transactions when communicating with other people. These five are all concurrent and interlace with one another during transactions.

The final factor rates self-perception of decision making and communicating effectiveness.

Preference Factors assessed by this Profile are:

Factor Name Description A Low Preference
A High Preference
This is an open-ended, conscious process that weighs and combines facts, assumptions and insights. It has no specific point at which a decision must be made, but this ‘endless’ process may be stopped at any stage when a decision is required, then resumed if and when needed. Reasoning accepts that there may be no definitive answer. Effective people rate reasoning high as a decision mode. Doesn’t use open-ended reasoning as a means of examining issues and reaching conclusions. Keeps an open mind and avoids prejudging issues, looking at possibilities and alternative solutions before deciding.
Logic is the conscious decision process that uses facts almost solely. Assumptions, opinions and insights are kept separate and tested carefully before being admitted. They are given less weight than proven facts in reaching an outcome. The mechanical nature of logic can limit creativity. Effective people rate logic alongside reasoning as a useful decision mode. Doesn’t use a step-by-step method to define problems, gather facts and develop alternative solutions. Defines the problem first then gathers and assesses facts logically. draws valid conclusions and develops alternative solutions with proof of their correctness.
Intuition is the unconscious equivalent of conscious reasoning. Without knowing it, we process thoughts which then emerge as insights, hunches and guesses. The critical step, having reached a conclusion intuitively, is to check it out through reasoning and logic. When intuition interacts with those two factors, the decision process is greatly enhanced. Doesn’t rely on intuition to arrive at answers. When creative or innovative, that is the result of conscious reasoning. Uses insights, hunches and guesswork to arrive at answers. Has the potential to think creatively and to short-circuit problems, but needs to verify answers logically.
This is the declaration of held beliefs, statements based on experience but not rechecked for current validity, or judgments based on untested perceptions. They are not the same as ‘being assertive’, although they may contribute to that behavior. They can be useful where the situation is well understood and a proven response is needed, such as on routine work with little room to deviate from procedures, or when safety is threatened. Examines a situation before deciding, doesn’t assume ‘knows’ the answer. Has a ready answer, forms opinions based on assumptions, experience, beliefs and values. Useful where prompt answers are needed if truly familiar with the situation.
This factor is concerned with the acceptance that situations and issues will manage and resolve themselves. In an educated population, few people opt for a high score. When you meet someone who has, explore their perceptions with care. They may have deeply held religious or other beliefs that give them faith in the future and its outcomes. Takes action to influence the train of events, and to seek answers to questions. Goes with the flow of events, letting issues run their course and resolve themselves.
Magic relates to beliefs such as the ‘spirit world’ with its seances and mediums. It includes sincere cultural beliefs based on ancestor spirit worship or primitive god-beliefs, and acceptance of paranormal phenomena. Or it may show simple mystification about the ways things happen, as with smart computers and stage magicians. Looks behind issues and events to find cause-and-effect relationships, as believes there is a practical explanation that could be discovered. Accepts things at face value, without thinking deeply to find cause-and-effect relationships. Puzzled by complexity or hidden influences.
Judgemental transactions are useful where authority and order are required, especially when a firm, parental style is needed. It may be likened to the image of a stern father. Of the five modes this is one of the two least productive (with Adaptive), but it has its place when it is used consciously at appropriate times. Judgmental transactions limit openness and impair relationships. Expects people to discipline themselves, prefers not to pressure them. Can feel uncomfortable enforcing rules or ‘telling people off’. Keeps firm control over others, sees they stick to the rules. Uses criticism and disapproval to influence others, limiting openness.
Supportive transactions convey our care and concern for others, a useful input to developing relationships. But people with high scores may have problems as they can be overprotective, overly controlling Their ‘fussing around’ may create irritation and antagonism. They can stifle initiative by taking over other people’s problems, instead of helping them grow through solving these themselves. Low scores suggest these people don’t wish to accept responsibility for others, as distinct from responsibility over others. Not be seen as warm and supportive, can be thought uncaring because of this – but that is not necessarily true. Puts caring and concern for others ahead of self-interest. Offers well-intended advice and guides people into ‘what’s best’, stifling individual responsibility and initiative.
Objective people remain detached from influences and, at the same time, choose how and when to handle transactions. Sometimes detachment may be mistaken for indifference, but in this mode we can counter that by choosing to project any one or more of the other modes. This mode is the key to effective behavior and communication, as it preserves conscious choice. Influenced by the situation, other people or own feelings, becomes involved then loses perspective and objectivity. Objective and detached, remains calm, thinks before responding, chooses response to suit the situation. Not caught up in others’ emotions, may be thought indifferent or lacking humor.
Natural transactions use the responses we are born with, such as feelings of happiness, anger, love, envy, caring, spite. In this mode we behave ‘ourselves’, self-centered and self-indulgent at one time, then genuinely caring and sharing at another. Keeps natural feelings in check, doesn’t show enthusiasm or excitement easily, nor ‘negative’ feelings such as anger. Enthusiastic and impulsive, easily influenced by feelings of the
moment, reacts spontaneously. Alternately self-centered and self-indulgent, then caring and giving.
Adaptive transactions reflect pressure to adapt to other people’s expectations, to get what we want in return for conformity. In life, we conform to family standards, then teachers and peers. In working life we continue adapt to gain acceptance. Adapting may become so ingrained that we stop making choices about our conduct and simply conform. We ‘go along with’ others’ wishes or act as they do. But the adaptive person brings the benefits of easy cooperation, courtesy and team spirit. Thinks and acts independently of group pressures. Fits into the group, avoids being disruptive, wants to know what to do. Chooses ‘acceptable’ decisions and solutions.
Effective transactions depend on effective decisions and effective communicating. This factor assesses self-perceived success in making decisions and reaching understanding with others. Decides the immediate issue, then holds firmly to that decision until events dictate a need to change. Makes balanced and timely decisions that lead to wanted results. Reviews, revises decisions to keep on chosen path.

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