Dimensional Training Systems: Behavior-Based Training

The Dimensional Training System^® is a unique approach to employee training offered by Psychological Associates. It derives its name from the concept underlying all of our training programs — the Dimensional^® Model of Human Behavior™.

Human Behavior

Before discussing the Model itself, it is important to understand something about human behavior, because that’s what the Model is based upon.

Scientific research into the behaviors of people throughout the world has proven that human behavior is universal. Behavioral scientists have, therefore, undertaken numerous studies over the past 50 years to achieve a better understanding of the patterns of human behavior. With that understanding, the scientists have been able to develop strategies for dealing with the various behaviors to improve interpersonal relationships.

Soon after its inception more than 35 years ago, Psychological Associates made a commitment to finding a way of applying those strategies to the world of business because of the many benefits that could be realized. Managers, for example, would be able to understand why employees act as they do, deal more effectively with the ways direct reports act, and develop persuasion strategies that motivate people to make a stronger commitment to being more productive on their jobs. Employees who understood better how and why their coworkers act as they do would be able to work together more cooperatively. That cooperation also would result in higher productivity.

Classifying Behavior Patterns

The early scientific studies of human behavior focused on classifying human behavior into various patterns. As a result of the studies, several “models” of human behavior were developed. The complexity of most of the models, however, prevented their application to business needs.

One relatively simple model was part of the “interpersonal classification system” developed by psychologists Coffey, Freedman, Leary, and Ossorio in the late 1940s. Since that time, this model has been the subject of more intense empirical research than any other.

Validation

In 1950, the Kaiser Foundation and the U.S. Public Health Service undertook a series of research projects to validate the “Coffey Model” — and to develop it further. That research and numerous subsequent studies concluded that the Coffey Model and other models like it represent valid classifications of interpersonal behavior.

Adaptation

Though proven valid, the Coffey Model, and a variation of it resulting from the Kaiser Foundation research, needed further refinement and simplification for business applications. Psychological Associates Dimensional^® Model of Human Behavior^™ is the result of that refinement and simplification.

Dimensional Model of Human Behavior

The Dimensional^® Model of Human Behavior is a tool designed to organize aspects of behavior most people already recognize into logical categories.

For example, virtually everyone has encountered people whose behavior indicates their inclination to:

• Impose their will on other people — control them, so to speak
• Avoid situations that represent a risk
• Put social acceptance above virtually all other needs or objectives
• Place the highest priority on cooperating with others to achieve important goals and objectives

These four inclinations represent the four basic types of human behavior that the Dimensional^® Model makes easy to identify and understand.

The basic concept underlying the Model (Figure 1) is called “Dimensional^®” because it is created by two intersecting lines, or dimensions. The vertical dimension descends from “assertive” to “passive.” The horizontal dimension stretches, left to right, from “unresponsive” to “responsive.” These four characteristics of behavior are those which research has discovered to be the most important in explaining how people in organizations interact with each other.

Characteristics of Behavior

The four basic characteristics of behavior are defined as follows:

Assertive — Exercising control or influence; making things happen. People showing assertive behavior are forceful and dynamic, pushing forward ideas, trying to influence the way others think and act. They take charge, guide, lead, and prompt other people to action.

Passive — Inactively letting things happen. People showing passive behavior tend to follow rather than lead and to submit to other peoples ideas rather than trying to win them over to their ideas. They’re ready to comply, quick to give in, and reluctant even to try to influence others.

Unresponsive — Lacking regard for other people, their needs, and their ideas. People showing unresponsive behavior tend to care only about themselves and to be insensitive to other people.

Responsive — Being sensitive to other people and their needs. People showing responsive behavior tend to be open and warm and to care about the people with whom they interact.

Combination of Characteristics

It’s important to understand that no one ever behaves in just one of these four ways. There are as many types of behavior as there are people. Behavior is complex, never one-dimensional.

A person demonstrating assertive behavior, for example, has to show some degree of unresponsiveness or responsiveness at the same time. A person acting responsively always has to reflect some assertiveness or passivity. In other words, if you try to pinpoint a persons behavior on the Dimensional^® Model, you cannot place a dot exactly on either one of the lines or dimensions. The dot will fall within one of the four quadrants created by the intersecting lines.

Quadrants on the Dimensional Model

The Dimensional^® Model assigns numbers to the four quadrants, providing a convenient label for each: Q1 (Quadrant 1), Q2, Q3, and Q4. These labels enable us to speak in terms of Q1, Q2, Q3, or Q4 behavior.

• Q1 behavior — a combination of assertive and unresponsive behavior — is controlling, domineering, insensitive to others. People showing Q1 behavior also tend to be egotistical, inflexible, and impatient.
• Q2 behavior — a combination of passive and unresponsive behavior — is cautious, secretive, withdrawn, and sullen. People showing Q2 behavior also tend to be uninvolved, inattentive, and likely to avoid or ignore problems.
• Q3 behavior — a combination of passive and responsive behavior — is highly sociable, overly optimistic, and talkative. People showing Q3 behavior tend to be outgoing and to place great importance on being accepted. They also can be expected to gloss over problems, wander off topics of discussion, and lack organization and focus.
• Q4 behavior — a combination of assertive and responsive behavior — is collaborative, candid, businesslike. People showing Q4 behavior, although definitely tending to be dominant, usually place the highest priority on working well with others to achieve the goals of the organization. They also can be expected to be sincere, open-minded, flexible, and analytical.

It is highly important to note that the Dimensional^® Model identifies and categorizes behavior. It does not classify people or personalities. The same person can behave quite differently, for example, with his/her managers, direct reports, and coworkers. Circumstances can cause a person to shift from one behavior pattern to another, but the person remains the same person, and no personality change takes place.

It is true that people tend to behave the same way most of the time. This behavior is called their primary behavior. The many applications of the Dimensional^® Model can prove quite helpful in predicting a persons primary behavior in various business situations. A strategy can then be developed for dealing with that behavior.

If the behavior of the person is different from what has been predicted, however, a different strategy must be implemented. The insights into behavior that the Dimensional^® Model gives apply only to the behavior a person is showing during the face-to-face interaction occurring at that very moment.

Application of the Model

The Dimensional^® Model applies to the behaviors of people at every level of an organization. It, therefore, has numerous applications in the area of training and development. For example, it can be used to teach:

• Managers to improve their productivity by dealing more effectively with direct reports, their bosses, and peers
• Employees to understand each other better so that they can work together more cooperatively
• Salespeople how to increase sales by understanding and fulfilling customers needs
• Managers to improve employee’s performance by conducting better performance appraisals
• Team members to improve their effectiveness and teamwork by collaborating better as teams and as individuals on the team
• People of different cultures to understand cultural differences and deal with those differences across cultures.

In any of its applications, the Dimensional^® Model is used first to assess a person’s behavior and classify it as Q1, Q2, Q3, or Q4. Once that assessment has been made, a strategy can be developed for dealing with that behavior in a specific business situation.

Strategies can be developed for direct reports, managers, or peers. Such strategies prove especially useful in ensuring improved motivation and communication.

Motivation

Once a person’s behavior has been classified on the Dimensional^® Model, that knowledge can be used to determine the person’s business and personal needs. Fulfilling those needs is the best way to motivate people to action.

A manager who motivates by fulfilling a direct report’s needs gets commitment to achieve objectives. A salesperson who motivates a customer to buy by fulfilling needs achieves not only increased sales, but also an improved relationship with the customer.

The reason that the Dimensional^® Model can be used as an effective motivational tool is that people express their needs through their behavior.

• Q1 behavior indicates that a person has strong needs for esteem, independence, and ego fulfillment.
• Q2 behavior indicates a persons needs for security and low risk.
• Q3 behavior indicates a person who has social needs and a need for acceptance.
• Q4 behavior indicates a persons needs for growth, innovation, and achievement.

In fulfilling these needs to motivate people to action, it’s important to note that fulfilling a person’s personal, intangible needs can be as effective as fulfilling the persons tangible business needs. Sometimes, it’s even more important.

Communication

Communicating effectively consists of more than using the correct words. It also consists of using the correct process. The correct process permits people to talk with other people rather than at them. The result is true dialogue.

Three vitally important skills — ensuring receptivity, probing, and presenting — are essential to achieving true dialogue. These skills are supported by the knowledge and understanding provided by the Dimensional^® Model.

Ensuring Receptivity

Receptivity is important to effective communication because when ideas are presented to a person with low receptivity, its possible that the ideas will not be heard. When the same ideas are presented to a person with high receptivity, the probability of gaining understanding and commitment increases dramatically.

A person who can be classified as having Q4 behavior usually will show high receptivity. People classified as having Q1, Q2, or Q3 behavior usually tend to have low receptivity.

Dimensional Training^® teaches techniques designed to change low receptivity to high receptivity.

Probing

“Probes” — questions, statements, or actions that are designed to discover what a person knows, thinks, or feels — represent an especially effective means to ensure high receptivity. Dimensional Training^® teaches eight different probes designed to gain receptivity, understanding, and commitment.

Presenting

The most effective communication is presented by a person with Q4 behavior to a person with Q4 behavior.

Dimensional Training^® provides a communication system called the Five-Step Format™, which is designed to ensure Q4 – Q4 interactions.

The Five-Step Format used in combination with the Dimensional^® Model:

• Makes managers more effective in dealing with employees
• Gives managers a convenient process for managing meetings
• Provides salespeople with an effective process for conducting sales calls.

Conclusion

The truest test of the Model’s value is how well it works for you in the real world. We’re convinced it will become for you what it has become for thousands of managers and salespeople around the world: a tool that’s used every day to understand and adapt to the behaviors of other people.