Applying Prevue Assessment in Team Development

The information provided in the Prevue Team Development Report will give you comprehensive guidance for helping your team reach its maximum potential. The team report analyzes twenty-eight Prevue assessment scales that measure the cognitive abilities, work motivations, behavioral characteristics and work styles of your team members.  It helps you understand your team’s current strengths, weaknesses and dynamics. The team report was developed for the Team Leader, but it can be shared with team members when appropriate.  It is a powerful tool for onboarding, team development, and conflict management.   The team report can also help you understand how a new employee might fit into the current team composite. 

Understanding Individual Differences of Team Members

Prevue Sten Scores range from 1 to 10.  Sten scores are a tool used in statistics and they divide a scale into 10 units. It is worth remembering that these are not 10 equal units but rather designed to create a bell curve.  Using Sten scores means that the majority of people will fall into the average range (4,5,6,7) and around 2% will fall into the extreme ranges of 1 or 10 on the bell curve. A Sten score indicates a person’s approximate position on the bell curve relative to other people in the working population.  The figure below shows us what percentage of the Working Population will score within each sten. 

Each member brings different talents, motivations, work styles, and behavioral characteristics into the team dynamics.  This is why teams usually perform better than individuals.  The team’s performance can be improved to the extent that each member understands how they can best work with the other members. Conflict is an inevitable part of business and team dynamics.  Resolving conflicts is much easier with the assistance of the Team Development Report.

 

Table of Contents

                                                                                                                         

• Problem-solving ability and learning speed (Working with Numbers, Words, Shapes)        
• Passions for people, data or things  (Working with People, Data or Things)                         
• Reactions to stress, pressure, and coping style (Stable, Poised and Relaxed)           
• Temperament and values (Independent, Competitive, Assertive)                                
• Preference for working in a team (Extraverted, Group-Oriented, Outgoing)                         
• Work Style  – (Flexible or Rigid, Traditional or Non-traditional, Creative or Plan Ahead)  
• Focus on Work  - WORKS TO LIVE (1) VS. LIVES TO WORK (10)                                    
• Approach to New Ventures - CAUTIOUS (1) VS. OPTIMISTIC (10)                                      
• Leadership Style - DEMOCRATIC (1) VS. COMMANDING (10)                                             
• Preference for Change - LIKES ROUTINE (1) VS. LIKES CHANGE (10)                          
• Approach to Conflict - FORCEFUL (1) VS. ACCOMMODATING (10)                               
• Compensation Preference - FIXED SALARY (1) VS. COMMISSION/BONUS (10)            
• Approach to Self-Promotion - RELUCTANT (1) vs. ASSURED (10)                                
• Approach to Risk-Taking - CAUTIOUS (1) VS. OPTIMISTIC (10)                                   
• Approach to Listening –  CONTROLLING (1) VS. SYMPATHETIC (10)                                      
• Composite Team Analysis – Prevue Major/Minor Scales                                               
• Composite Team Analysis – Prevue Approach to Work Scales                                                
• Available Languages for Prevue Assessment                                                           

Problem-solving ability and learning speed

 

General Ability — an overall indication of how well people work and learn.  Low scores (1, 2, 3) are good for jobs requiring monotonous repetition and/or unskilled manual labor. Mid-range (4, 5, 6, 7) are usually better for jobs requiring more training such as clerical work, administration, and/or skilled labor. High scores (8, 9, 10) are often important for decision-makers, managers, and advanced technical positions.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Working with Numbers — a specific measure of numeracy and reasoning with numbers.  It shows a person’s ability to use numbers for abstract reasoning and problem-solving.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Working with Words — a specific measure of literacy and problem-solving with words.  It is the ability to use written language for reasoning and problem-solving. In many occupations—clerical, administrative, technical and managerial—the ability to work with written language is a fundamental requirement. People who score at the upper end of Working with words are more likely to be good communicators, but excellent fluency and good communication skills can occur irrespective of scores on this scale.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Working with Shapes — a specific measure of mental manipulation of dimensional shapes.  It involves several facets of mental ability. Most important is the ability to imagine how something will look when it is moved in space or when its component parts are rearranged. Spatial visualization skills are important for tasks such as interpreting blueprints and diagrams, understanding graphs and charts, and arranging objects for display or storage.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Comments:

 

 

 

Passions for people, data or things 

 

Working with people — a specific measure of enthusiasm for social contact.  It indicates the preferred frequency, quality, and intensity of social contact for optimal job satisfaction. This satisfaction influences performance, especially in the long term.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Working with data — a specific measure of zeal for dealing with information.  It measures interest in information and analytical processes as well as overall motivation to work with facts and figures.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

 

Working with things — a specific measure of incentive to use equipment and tools.  It measures willingness to manipulate tools and machines and to operate equipment, computers, and other inanimate objects.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

 

Comments:

 

 

 

Reactions to stress, pressure, and coping style

 

Emotional to Stable – a major scale describes reactions to changing conditions and new people. It is based on the minor scales related to restlessness and excitability.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Restless to Poised – a minor scale indicating how people respond to stress such as adverse events and the negative things that other people say, think or do. Some people can be unduly sensitive to this stress while others may seem impervious.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Excitable to Relaxed – a minor scale measuring response to potentially stressful situations. Some people are visibly upset by unexpected circumstances while others manage their emotions well.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

 

Comments:

 

 

 

Temperament and values

 

Diplomatic to Independent  - a major scale measuring willingness to compromise self-interest to be diplomatic in establishing relationships with others. It is based on a person’s competitive instincts and assertiveness.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Cooperative to Competitive - a minor scale measuring a person’s need to win. Some people are eager to be cooperative and refuse to engage in any form of competition. Conversely, others are driven to compete for high achievement but to the detriment of all other considerations.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Submissive to Assertive - a minor scale measuring willingness to dominate people and events.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

 

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Preferences for working in a team

 

Introvert to Extrovert - a major scale describing how a person interacts with others and measures the degree of social contact required. It is based on the minor scales for group-oriented and outgoing behavior.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Self-sufficient to Group-oriented -  a minor scale measuring whether a person prefers to generate ideas and stimulation in solitude or with a group.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Reserved to Outgoing - a minor scale measuring whether a person’s nature is to be somewhat detached from others or overtly friendly.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

 

Comments:

 

 

 

 

Work Style

Spontaneous to Conscientious -  a major scale describes the actions of those who seldom plan anything and whose responses are almost always spontaneous versus those who tend to display consistent, planned and predictable behavior. It is based on the minor scales relating to conventional and organized behavior.

     1            2            3           4            5                6           7           8            9          10

Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Innovative to Conventional - a minor scale measuring the likelihood of creative thinking and reliable behavior.

     1            2            3           4            5                6           7           8            9          10

Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Reactive to Organized - a minor scale measuring preference for planning, detail, schedules and order. Some people would rather innovate and improvise while engaging in big picture thinking but, for others, meticulous planning is essential for job satisfaction.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

 

Comments:

 

 

 

 

Focus on Work  - WORKS TO LIVE (1) VS. LIVES TO WORK (10)

This scale provides information on the importance of work to the participant.  Some people see work as a means to an end while others define themselves by their work. People who live to work (10) can be described as Type A personalities.  They are outgoing, ambitious, rigidly organized, highly status-conscious, impatient, anxious, proactive, and concerned with time management. People with Type A personalities are often high-achieving workaholics.        

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Comments:

 

 

 

 

 

Approach to New Ventures - CAUTIOUS (1) VS. OPTIMISTIC (10)

This scale distinguishes those who approach new ventures or issues with caution from those who approach new ventures with optimism.  Managers who are optimists have the ability to envision a better future and they are able to inspire and motivate people to work toward achieving that shared vision of success. An optimistic manager does not allow their people to wallow in the dark and difficult times. Optimism is an emotional competence that can help boost productivity, enhance employee morale, overcome conflict and have a positive impact on the bottom line.  Highly effective managers have a transforming effect on their constituents: they have the gift of being able to convince others that they have the ability to achieve levels of performance beyond those they thought possible. They are able to paint an optimistic and attainable view of the future for their followers: they move others from being stuck with how things are done around here and help them see how things could be done better.    

 

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Comments:

 

 

 

 

Leadership Style - DEMOCRATIC (1) VS. COMMANDING (10)                                      

 

This scale provides information on Leadership Style.  It measures a range from Democratic Style of leadership (1) to a more Commanding Leadership Style (10).  The democratic management style is rooted in collaboration. A commanding management style is centered on results and efficiency, and usually devoid of any collaboration.  Researchers have found that the democratic leadership style is one of the most effective types and leads to higher productivity, better contributions from group members, and increased group morale.  Employees are encouraged to share ideas and opinions, even though the leader retains the final say over decisions.  Employees feel more engaged in the process.  Creativity is encouraged and rewarded.  Researchers suggest that good democratic leaders possess specific traits that include honesty, intelligence, courage, creativity, competence, and fairness. Strong democratic leaders inspire trust and respect among followers.  Leaders with a Commanding Style are very focused on results, specifically the bottom line, and are willing to do anything to reach their goals. This means that they sometimes roll over people in the process.  Commanding leaders tend to be more competitive, driven, and assertive.

 

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Comments:

 

 

 

Preference for Change - LIKES ROUTINE (1) VS. LIKES CHANGE (10)                

This scale identifies the extent to which someone prefers         a structured work environment with a fixed routine versus a dynamic fast changing work environment.  Liking and embracing change allows you to be more agile or adaptable.  Change can open up many new opportunities, new experiences, new skills, new ideas, new knowledge and information.  Improvement is impossible without change. Change allows for progress to happen.  When you like, embrace and seek change, it allows you to be proactive instead of reactive.

 

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Comments:

 

 

 

 

 

Approach to Conflict - FORCEFUL (1) VS. ACCOMMODATING (10)                                        

This scale distinguishes those who are forceful in their approach to conflict from those who avoid conflict by being accommodating.  Forceful managers (1) seek to assert their will over other people's concerns.  Accommodating managers (10) seek to avoid conflict at all costs.  The accommodating style is one of selflessness and low assertiveness. Accommodating managers are willing to give up just about everything in order to preserve their relationships.  Conflict is an inevitable part of business and resolving conflicts requires many different approaches.

         

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Comments:

 

 

 

 

Compensation Preference - FIXED SALARY (1) VS. COMMISSION/BONUS (10)                                        

This scale identifies whether     a person is more motivated to work by a secure salary or by performance-based remuneration.      Regardless of your incentive strategy, all compensation plans run on the belief that money drives behavior.  A bonus plan requires meeting the expected performance on both corporate and individual goals. 

 

 

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

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Approach to Self-Promotion - RELUCTANT (1) vs. ASSURED (10)                                        

This scale identifies whether a person is reluctant (1) to put themselves forward while those who score (10) are extremely self-assured.  Self-confidence, especially in leadership, makes you determined to realize your visions and goals despite challenges and setbacks. Self-confidence tells you that you can achieve whatever you plan. You are sure you can take your team with you to success. You make better decisions because you stop second-guessing yourself.  You build trust because people around you think you have everything under control.  You are more likely to speak up when other people around you are reluctant to do it.

 

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

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Approach to Risk-Taking - CAUTIOUS (1) VS. OPTIMISTIC (10)                                  

 

This scale distinguishes those who approach risk-taking with caution from those who approach risk-taking with optimism.  Managers who are optimists have the ability to envision a better future and they are able to inspire and motivate people to work toward achieving that shared vision of success. An optimistic manager does not allow their people to wallow in the dark and difficult times. Optimism is an emotional competence that can help boost productivity, enhance employee morale, overcome conflict and have a positive impact on the bottom line.  Highly effective managers have a transforming effect on their constituents: they have the gift of being able to convince others that they have the ability to achieve levels of performance beyond those they thought possible. They are able to paint an optimistic and attainable view of the future for their followers: they move others from being stuck with how things are done around here and help them see how things could be done better.            

 

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Comments:

 

 

 

 

Approach to Listening –  CONTROLLING (1) VS. SYMPATHETIC (10)                                               

This scale is measured from 1 for a    person who tends to dominate a conversation to 10 for a person who is an exceptionally sympathetic listener.  Listening skills enable a manager to understand the intentions and feelings of their team.  Employees will be more open, positive and motivated if they feel they are being heard.  Without empathetic listening managers are easily misunderstood.  Effective listening promotes trustworthy organizational relationships and customer relationships. 

 

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Comments: