the birkman method®
I am grateful to Birkman International Inc. for their help in providing this summary (within which the US-English spelling of 'behavior' is used because it is appropriate for the terminology and origins of the theory).
The Birkman Method® consists of ten scales describing motivations (Interests) and occupational preferences. It also has eleven scales describing 'effective behaviors' (Usual behaviors) and eleven scales describing interpersonal and environmental 'expectations' (Needs). A corresponding set of eleven derived scales describe the associated 'less than effective' (Stress) behaviors when expectations are not fulfilled. Together, these eleven scales are titled Components.
In application, The Birkman Method® provides a method of improving personal and interpersonal effectiveness, articulating issues and resolving them, and revealing hidden assumptions that directly affect interpersonal effectiveness.
The Birkman Method® notably:
-
assesses perceptions and situational motivators
-
is non-clinical, online, valid, reliable, and without 'adverse impact'
-
identifies 'effective,' 'less than effective' behaviors and provides practical suggestions to improve personal and interpersonal effectiveness
-
provides respondents with a unique problem-solving approach that can be applied to many situations, even situations beyond the extensive report options
-
identifies the career choices most likely to appeal to the respondent
- and is translated into 13 languages.
The core of The Birkman Method® predicts significant behavioral and motivational patterns by asking respondents about personal and social perceptions. Dr Birkman confirmed that individuals don't react to the 'real' world, but rather to their perception of it. This is the scientific response to the adage, 'perceptions are reality'.
Most researchers at the time were focused on 'why' respondents behaved the way they did. Dr Birkman was interested 'what' behaviors resulted from their perceptions. Specifically, Birkman identified work and business behaviors resulting from 'self' and 'other' perceptual responses. Ultimately, the Birkman Method® became a multifaceted, self-report tool that provides practical insights into everyday issues confronting adults as they live and work. It offers a unique way of discovering how individuals accomplish goals or miss opportunities.
origins of the theory
Roger W Birkman PhD, began his exploration of individual differences of behavior and perception while pilot and pilot instructor. His experience with the impact that misperceptions – both visual and interpersonal - had on pilot performance and student learning led him to the study of psychology. By 1950, Birkman had developed a new method of assessment called the Test of Social Comprehension. It was empirically developed from workplace interviews and observations. The instrument was designed to measure the human characteristics that he saw influence perceptions, behaviors, and motivations in normally functioning adults. Eventually, Birkman met Roy B Mefferd Jr, who was a statistician/psychometrician. Mefferd was a colleague of H J Eysenck and Mefford also worked closely Raymond Cattel, creator of the 16PF. Mefferd was the first to analyze, modify and revise The Birkman Method using factor analysis. Over the years, many more PhD psychometricians have added to the research base.
Originally, Birkman developed the scale descriptions by comparing self report item results with descriptions of likes, dislikes, and behaviors provided by third parties. Birkman then matched self-report results, item by item, with these third party behavioral descriptions. Eventually, these scales and the relationships between these scales became the working model of perceptual and interest interactions.
During the 1960s, the assessment further integrated interests and occupational measurement. This integrated assessment came to be known as The Birkman Method®. Minor modifications and improvements occurred in the following decades. In 2008, The Birkman Method was updated to current standards by combining classical test theory and item test theory to review and update the instrument. Refer to the 2008 Technical Manual for The Birkman Method® for more information.
scales used in the method
interest scales
Interest scales describe an expressed motivational construct. Individuals with high scale values tend to prefer to be engaged in activities consistent with the commonly expected responsibilities of the interest scale meaning. The scales interact to form measures of general interest beyond measures of specific interest. The scale values measure intensity of desire to be involved with these activities, not skill or proficiency with these responsibilities.
The reporting style of the Interest scales ranks Interests in order of highest to lowest values. Long bars indicate a strong preference or attraction while short bars indicate minimal interest and possibly disinterest or avoidance. The following figure depicts a typical Interest profile for a respondent.
component scales
According to Birkman's research, the Components are the constructs that significantly affect normal adults in the work environment. The following is a list of the Components titles and descriptions:
acceptance
The Acceptance scales describe a sociability-based construct that addresses the manner of relating to people in groups. It includes the degree to which an individual wants to be talkative; enjoy people in groups; enjoy of social laughter; comfort in talking to strangers; enjoying parties and group activities; and approachability.
activity
The Activity scales describe a construct that addresses preferred pace of action and aspects of style, planning and decision making. This construct includes the degree to which an individual prefers action; quick thinking; and physical expression of energy.
advantage
The Advantage scales describe a construct that includes the degree to which an individual prefers to drive for personal rewards or to share in team rewards. This construct addresses the approach to idealism, and team vs. individual approaches to winning competitions and incentives. It also encompasses cautiousness about giving trust; involvement with money (as an incentive); and seeking personal advantage.
authority
The Authority scales address approaches to directing and influencing or persuading others in verbal exchanges. This construct describes the degree to which an individual wants to persuade; speak up; express opinions openly and forcefully; and/or argue.
challenge
Challenge involves the way in which a person approaches and understands the issues of socially correct behavior and especially social image. The scale addresses issues on managing social image and social expectation.
change
The Change Orientation refers to openness to new personal experiences. Individuals who score low tend to prefer repetitive effort, minimal personal disruptions, and predictable responsibilities. Individuals who score high tend to seek new experiences and explore novel approaches, even within stable environments.
empathy
The Empathy scales describe a construct the degree to which an individual is comfortable with emotional expression and involvement of feelings.
esteem
The Esteem scales describe a sensitivity-based construct that includes shyness; saying no; praising and being praised; sensitivity about correcting others or being corrected by others; getting one's feelings hurt or being embarrassed.
freedom
The Freedom scales describe a construct concerning the degree to which an individual is more conventional or unconventional in their approach to solving issues.
structure
These scales describe an orderliness-based construct that includes the degree to which an individual insists on to giving or receiving clear direction; following instructions carefully; finishing tasks; dealing with detailed tasks; working for accuracy; and using systematic approaches.
thought
The Thought scales describe a construct concerning the degree to which an individual approaches forming conclusions and making decisions; concerns for making the right decision the first time; and concerns over the consequences of those decisions.
construction of the component scales
This section provides one example of the scoring of The Birkman Method®. For the purpose of explaining this approach, let's create a fictitious Component named Handedness. Low scores indicate a left-handed approach to solving dexterity problems and high scores indicate right-handed preferences. The following scale uses numbers to indicate the degree to which the left hand is preferred.
Handedness: From a Left-Hander's Perspective
Conversely, we could explain Handedness from the right-handers perspective using the same scale. If the Handedness score (or bandwidth) is between 1 and 9, the right hand is never used and, by default, the left hand is always used (unless hurt).
Handedness: From a Right-Hander's Perspective
Scores of 1-9 and 90-99 are the pure forms of opposing preferences; they are differences of kind. For some individuals, the pure forms are more than 'preferences'. They are often viewed as the 'right' way. In terms of application, these 'differences of kind' can lead to one or more individuals becoming judgmental or unable to see things from the 'other' perspective. As you might suspect, the three middle bands (scores of 10-39, 40-60 and 61-89) are differences of degree, that is, they are blends of the two pure preferences.
Birkman crafted the expected Component scales so that individuals with 'low scale' values needed situations and relationships that precipitated one style of behavioral effectiveness and those who expected 'high scale' conditions that created the opposite productive style of response. Scales contained only descriptive information, no value judgment was attached to either end of any scale; therefore, both ends of the scale had equal value and positive cultural connotations. The scale values described how an individual needed to be treated or what type situation an individual prefers, not intensity or frequency of need alone.
The next section describes the aspects of each Component scale in more detail.
expectation (need) scales
Birkman found that when an individual was in a situation or relationship that proceeded in a manner that was consistent with their underlying expectations (needs) that individual felt good about self, was adaptable and exhibited positive, productive behaviors. When the relationship or situation was consistent with the individual's expectations, the individual frequently behaved in a productive manner. Birkman also found that when these expectations were not met, individuals tended to exhibit less-than-effective behaviors. This is consistent recent research in the related topic of Self-Regulation and the attending behavioral implications.
Ultimately, Birkman found that the conditions that created less-than-effective behaviors varied greatly. The only precise way for Birkman to define these 'frustrating' conditions was that they were not the expectation 'fulfillment' conditions. In other words, there were many ways to frustrate expectations but very few ways to fulfill them.
productive (usual) behavior scales
The typical, or usual, productive behaviors are expressed in a variety of situations and are readily observable by others. These scales describe an individual's effective style of dealing with relationships and tasks. These behaviors are typically described as positive or effective (although it may not mean the goals are accomplished). Low scale values are described as approaching relationships or tasks in one manner and those with a high scale value are described as approaching them in an opposite but equally effective manner.
It is easy to envision two equally skilled individuals, one excellent at motivating using intangible rewards and someone else who motivates excellently using only tangible rewards. Theoretically, this is similar to the FIRO-B Elements® assessment, which assumes that an individual's behavior is independent of their desired environmental conditions.
less-than-effective (stress) behavior scales
Scale values indicate an individual's ineffective style of dealing with relationships or tasks. These behaviors are typically described as 'how he acts when he is under stress,' or 'how she behaves when she is frustrated'. Within The Birkman Method®, this non-productive behavior might be practically productive in the short term, but costly in terms of relationships and long term effectiveness. In essence, there might be bodies along the way to achieving the objective. Individuals often report that they are not pleased with themselves after they use these 'less-than-productive' behaviors.
Again, scale values indicate the style of behavior, not level of ineffectiveness.
Note: Further insights into the causes of various less-than-productive behaviors have recently been studied by researchers within the self-regulation domain.
the birkman method® and MBTI® comparison
In 2008, CPP and Birkman International teamed together to develop the correlation tables between The Birkman Method® and the MBTI® Step II Facet Scales. For a complete comparison between both the MBTI® and MBTI® Step II, please refer to the 2008 Technical Manual for The Birkman Method®.
similarities and differences found in the study
Both The Birkman Method® and the MBTI® are non-clinical assessments. The technical manuals for both assessments have established and documented face, content, construct (convergent/divergent), and criterion-related validities. However, these two instruments have fundamentally different foundations and psychometric properties.
The MBTI® is an indicator of type. As such it does not measure the amount of a personality trait. Rather, the MBTI® sorts, or categorizes, individuals based on preference or type ('Bill prefers introversion.'), but not the strength or degree of preference ('Jane strongly prefers extraversion') nor degree of aptitude ('Harry is good at thinking'). The MBTI® is socially and environmentally independent, provides generic descriptions of productive and less-than-productive behaviors for each the sixteen possible types, and has no corresponding equivalent of the Birkman Expectations.
The Birkman Method® provides the degree of preference across eleven scales, and independently measures ten motivational factors. As well, The Birkman Method® reports on specific contextual factors which affect behavior (Expectations). Birkman reports contain thousands of productive and less-than-productive behavioral combinations and provide specific prescriptions for improving performance.
comparison between the birkman method® and the 'big five' factor model of personality
The Birkman Method® aligns with the FFM (Five Factor Model or 'Big Five' or OCEAN model), but also has sub-factors for Emotive, Social and Control Orientations. This provides additional insight into the personality and productiveness dynamics.
| FFM Constructs ('Big Five' or OCEAN model) | Birkman Orientations | Associated Birkman Components |
| Neuroticism | Emotive Orientation | Empathy, Thought, Activity |
| Extraversion | Social Orientation | Esteem, Acceptance |
| Conscientiousness | Process Orientation | Structure |
| Agreeableness | Control Orientation | Advantage, Authority |
| Openness | Change Orientation | Change |
appropriate uses for the birkman method®
The continuous trait-measurements, multi-dimensional properties, and predictive reporting provided by The Birkman Method® make it useful in decision-making and issues-based activities, such as hiring, selection, conflict resolution, personal development, leadership development, and team building.
birkman international - acknowledgements
I am grateful to Birkman International for their help in providing this summary.
For more about The Birkman Method® assessment or to purchase a copy of the 2008 Technical Manual for The Birkman Method® call (800) 215-2760 begin_of_the_skype_highlighting (800) 215-2760 end_of_the_skype_highlighting (USA) or email [email protected]. The 2008 Technical Manual contains the complete statistical analysis between The Birkman Method® and the MBTI® Step I and MBTI® Step II. The Technical Manual also covers the full developmental history, theoretical background, reliability and validity, empirical evidence, and norms for The Birkman Method® assessment. You may also visit the Birkman website at www.birkman.com for general information about Birkman International, Inc., The Birkman Method® assessment, and other products and services. For more about the MBTI® or MBTI® Step II or to obtain a copy of the technical manuals, visit www.cpp.com.
References/sources used in compiling the Birkman summary:
Birkman, R.W., Elizondo, Fabian, Lee, Larry G., Wadlington, Patrick L., Zamzow, Matt W. (2008). The Birkman Method® Manual. Houston, TX: Birkman International, Inc.
Birkman, R.W. (1961). Development of a personality test using social and self perception inventories. Unpublished doctoral dissertation, University of Texas, Austin.
Birkman, R.W. (1997). True Colors. Nashville, TN: Thomas Nelson, Inc.
Briggs Myers, Isabel, McCaulley, Mary H., Quenk, Naomi L., Hammer, Allen L. (1998). A Guide to the Development and Use of the Myers-Briggs Type Indicator®. Mountain View, CA: CPP, Inc.
Pittenger, David J. (1993). Measuring the MBTI And Coming Up Short. Journal of Career Planning and Employment, November, pp. 48–52.
Quenk, Naomi L., Hammer, Allen L., Majors, Mark S. (2001). MBTI Step II Manual: Exploring the Next Level of Type with the Myers-Briggs Type Indicator Form Q. Mountain View, CA: CPP, Inc.
Quenk, Naomi L. (1993). Beside ourselves: Our hidden personality in everyday life. Palo Alto, CA: CPP, Inc.
Stricker, L.J. & J. Ross. (1964). An Assessment of Some Structural Properties of the Jungian personality Typology. Journal of Abnormal and Social Psychology, Vol. 68, pp. 67-72.
other personality theories and psychometrics tests models
Review and explanation of additional personality types theories and psychometrics tests models will be added to this section in due course. If you have suggestions, or if you are a principal provider of personality testing services, psychometrics tests or personality and behavioural assessment instruments, and wish to contribute some helpful explanatory theory please get in touch.
cattell's 16PF
Here's a very brief summary.
Raymond B Cattell (1905-1998) developed his 16PF in the 1940s. Most sources indicate an original publication date of 1949, so it's been around for a while, and has gone through at least five edition revisions, which probably explains the strange letter coding sequence. The PF stands for 'Personality Factors', and there are sixteen of them, hence 16PF.
The 16PF is one of the longest-standing and most widely used personality testing systems of all. Belbin used the Cattell 16PF model in constructing his 'Belbin Team Roles' theory, model and testing instruments.
Cattell's theory asserts that every person possesses a degree of each of the following sixteen traits. Note that these traits include scale descriptions (not shown here) and terminology can vary; hence the code letters are helpful references. Cattell's 16PF personality testing instruments are available from various providers.
- Warmth (A)
- Reasoning (B)
- Emotional Stability (C)
- Dominance (E)
- Liveliness (F)
- Rule-consciousness (G)
- Social Boldness (H)
- Sensitivity (I)
- Vigilance (L)
- Abstractedness (M)
- Privateness (N)
- Apprehension/Apprehensiveness (O)
- Openness to change (Q1)
- Self-reliance (Q2)
- Perfectionism (Q3)
- Tension (Q4)
The Cattell systems also include an interpretation of the 'Big Five' factors, which the Cattell organisation refers to as 'Five Global' factors (and which mostly use different descriptive factors names).
More explanation in due course...
OPQ
Which stands for: Occupational Personality Questionnaire.
Coming in due course...
PARIO
PARIO (oiginally named PRISM, and since changed to PARIO, to avoid confusion with a different PRISM system) is a relatively very modern personality model and psychological profiling system, developed by occupational psychologist David Sharpley in the late 1990s.
PARIO was designed to identify Individual Needs, and Patterns of Response to work demands.
PARIO was developed to address Performance at Work, and is structured somewhat differently to many traditional trait-oriented profiling systems.
PARIO draws particularly on the psychological Needs theory of Henry Murray (in turn relating to David McLelland), and George Kelly's Personal Construct theory (which is referenced and explained on this website in John Fisher's work), to produce a 24-scale model organised into Edgar Schien's three broad Career Anchors of:
- analytical competence - in relation to problems and problem-solving
- interpersonal competence - in relation to working with and through people
- emotional competence - in relation to tasks and taking responsibility for and achieving them
enneagram of personality types
The nine-point model developed by Gurdjieff et al during the 1900s.
Explanation coming in due course...
graphology
Graphology is the study and analysis of hand-writing. Graphology can be used to understand personality of self and others, and has been used as an aid to recruitment and selection for many years. Interestingly graphology can also be used for self-awareness and self-development, to change and improve personality traits and behaviours. See the graphology and handwriting analysis section.
using free personality tests to create interest in seminars and workshops etc
Free personality tests of various types are becoming increasingly prevalent and available on the internet. Many require the test to be completed online, which, given the increasing numbers of employees with internet-enabled laptops, makes these tests ideal for team development sessions. Other free tests can be downloaded and used manually, such as those featured on this site.
Free tests present opportunities for training and development, but care is required when using them.
Free tests can be free for various reasons, for example:
- 'lite' versions offered by serious psychometrics providers as 'teasers' or introductory tools
- tests created by various providers for different purposes and available legitimately to use and share
- (intentionally or unwittingly) unauthorised copied or 'pirated' tests which find their way onto websites or which appear to be in the 'public domain' via photocopies (unauthorised tests are obviously to be avoided since using them can incur serious liabilities)
Legitimately free-to-use tests have a place in the learning and development toolkit, but they should only be used for certain situations.
Free tests are fine for fun and for basic rough indicators, but generally (there are some exceptions) not for serious applications, nor for purposes involving sensitive situations or serious decisions, such as recruitment, career direction, counselling, or serious training and development needs analysis.
Personality tests hold a big fascination for most people - it's human nature to want to learn and discover things that we don't know about ourselves, and to have our strengths confirmed, and to have our weaknesses and vulnerabilities gently queried or explored. Tests can do all of these things - even free ones.
Personality tests can therefore introduce great interest and also stimulate lots of discussion when used in a light-hearted way in meetings, seminars and workshops, etc., but you do need to ensure that you position and explain your purpose - and the limitations of the test - carefully, so that delegates understand and feel comfortable.
People with strong (Jungian/Myers Briggs®) 'sensing' and 'thinking' personalities (engineers, adminstrators, accountants for example) will be less comfortable with vague and approximate tesst than people who have strong intuitive and empathic mindsets. Think about your type of audience before you decide on a use and an explanation. Ensure it's acceptable and suitable for the delegates.
If you ware using free personality tests 'mostly for fun', and 'just as a rough indicator' then say so. Do not position a free 'lite' test of uncertain origin and debatable scientific validity as being a reliable indicator; if you do then people will take it too seriously and you'll defeat the object - which might simply be to introduce a bit of amusement and a discussion point.
All tests - whether robust or otherwise - provide a reflection of personality of some sort, the use of which usually provokes thought, prompts discussion and possibly also invites a little self-discovery. Tests cause us to think about ourselves from a different perspective, which in itself is a liberating exercise.
Provided that the use of a test is not serious, and is positioned and explained accordingly, then it's possible to make good stimulating use of many and various free 'personality tests' that are increasingly available on the web.
Be careful to avoid unintentionally using any tests that appear free but which are actually subject to copyright and intellectual property terms of use and costs. When using free tests available on the web check that the the terms of use are appropriate for your purposes, and certainly be suspicious if anything looks too good to be true, because it might be. If in doubt seek clarification from whomever's source model or test name is referenced in the material.
There are very many free tests that can be 'positioned' for given functions (eg, management style) subject to thinking logically about how the perspective of the particular test relates to personality, style, and by implication (in this case) to management.
For example, on this website all of the free tests (such as the test based on Maslow's Hierarchy of Needs, the Multiple Intelligences test, and the VAK learning style test) can be used to indicate management style from a particular perspective. It's a matter of interpretation.
In this way, provided that your purpose is not serious (I repeat, recruitment, for example, is not to be trifled with) tests of all sorts can generally be used one way or another for most job functions, roles or aspects of work. It's a question of thinking about how a particular test relates to people's interests and/or what you are seeking to discover or indicate, be it management style, learning style, personality, aptitude, communications style, personal outlook, etc.
Thus, all tests - even the free 'lite' versions available on the web (MBTI® free versions, Enneagrams, Keirsey Temperament Sorter, etc) - can provide a useful management style perspective - or any other perspective - subject to understanding how the test criteria or model relates to whatever aspect of personality or work is being explored.
Additionally, if you want to include a personality test in a seminar or workshop, and are unsure where to start, it generally helps if you first ask your audience what they'd like to know about themselves, and if they already are aware of any particular frames of reference or personality models. And then seek and source tests accordingly, that are aimed at, or which enable, measuring those criteria, or which use the model concerned.
As with measuring anything involving the participation of a group of people, it's important to use a measurement model or set of criteria that your audience understands, otherwise the test won't mean much, on which point, different audiences more naturally relate to different models and personality theories.
By way of example, Carl Jung's 'Psychological Types' model is very applicable to management style and will commonly be readily recognised and understood by a healthcare audience or medical professionals. Having established such a 'fit' you can then set about finding a suitable Jungian test (and as already previously referenced on this page, a good free Jungian-type test is available from www.gesher.com, along with some really wonderful reference material).
Free tests are useful and helpful when used appropriately, and when they are adapted and interpreted in a way that is meaningful to the audience.
It's the same as using any other tool for any other situation: first understand the perspective - the frame of reference of the audience or user - and then select and adapt a tool to fit.
personality types and tests - in summary
There are very many other personality models, psychometrics tests and concepts aside from those featured here.
If you are a provider or developer of personality and psychometrics testing materials and you'd like yours featured on this page please contact us.
Personality theories are immensely helpful in achieving greater self-awareness, and in helping yourself and others to develop personal potential, effectiveness and fulfilment, at work and in life as a whole. Explore the personality theories featured here and any others you find that interest you.
No perspective is ever completely accurate and reliable. The more perspectives we have, then the more clearly we see and understand ourselves and others.
Knowing about people's preferred styles and strengths enables us to provide people with assistance, opportunities, direction and responsibilities that fit well with their needs and motivations.
Knowing about our own preferred styles and strengths enables us to decide how and when to adapt, so as to match our behavioural style and communications to best meet the needs of others, and also to see more clearly our own true potential, and for some, our own destiny.
Please bear in mind that many psychometrics and personality assessment models are protected intellectual property and care should be taken before using related materials for training, testing, and the delivery of commercial services. The fact that these models are explained on this page must not be interpreted as permission for their commercial exploitation.
If in doubt about using any materials (whether found on this website or otherwise) you should check with the owner of the intellectual property concerned.
In addition to sources mentioned in context, references and recommended further reading include, in no particular order:
Katherine Benziger, The Art of Using your Whole Brain (1995)
katherine Benziger, Thriving in Mind (2000)
Frieda Fordham, An Introduction to Jung's Psychology (1953/59/66)
Maggie Hyde, Introduction to Jung (1992)
Carl Jung, Psychological Types (1921)
David Keirsey, Please Understand Me II (1998)
Stephen Montgomery, People Patterns - A Modern Guide to the Four Temperaments (2002)
Isabel Briggs Myers & Kathryn Briggs, MBTI Manual: A Guide to the Development and Use of the Myers-Briggs Type Indicator® (1962)
Isabel Briggs Myers, Gifts Differing (1980)
William Moulton Marston, Emotions of Normal People (1928)
R Meredith Belbin, Management Teams, Why they Succeed or Fail (1981)
Chambers Biographical Dictionary
see also
- love and spirituality in management and business - bringing compassion and humanity to work
- erikson's psychosocial theory of human development
- charisma
- adams' equity theory on job motivation
- benziger personality assessment model
- charles handy - motivation calculus
- emotional intelligence (EQ)
- gardner's multiple intelligences
- herzberg's motivational theory
- johari window model and free diagrams
- kolb learning styles
- mcgregor X-Y theory
- mcclelland's achievement-motivation theory
- maslow's hierarchy of needs
- personal change process
- stress and stress management
- tannenbaum and schmidt continuum
- transactional analysis - eric berne and early theory
- transactional analysis - recent theory
- tuckman's forming storming norming performing model
- VAK learning styles model
- free tests and assessments materials and tools
search businessballs website
e.g. swot analysis, change management, cv template, team building...browse categories
|
|
The use of this material is free provided copyright (see below) is acknowledged and reference or link is made to the www.businessballs.com website. This material may not be sold, or published in any form. Disclaimer: Reliance on information, material, advice, or other linked or recommended resources, received from Alan Chapman, shall be at your sole risk, and Alan Chapman assumes no responsibility for any errors, omissions, or damages arising. Users of this website are encouraged to confirm information received with other sources, and to seek local qualified advice if embarking on any actions that could carry personal or organisational liabilities. Managing people and relationships are sensitive activities; the free materials and advice available via this website do not provide all necessary safeguards and checks.
The Belbin Team Role model and certain related teminology is ©Belbin Associates - if in doubt about your usage check with them.
Keirsey's Temperament Sorter and related Keirsey types terminology when used in certain contexts are protected trademarks and ©David Keirsey and related commercial organisations - if in doubt about your usage check with them.
MBTI, Myers-Briggs and Myers-Briggs Type Indicator are trademarks or registered trademarks of the Myers-Briggs Type Indicator Trust in the United States and other countries - if in doubt about your usage check with the trademark owners.
FIRO-B is a registered trademark of CPP (Consulting Psychologists Press), Inc. - if in doubt about your usage check with the trademark owners.
The Birkman Method is a registered trademanrk of Birkman International Inc. - if in doubt about your usage check with the trademark owners.
Please bear in mind that many psychometrics and personality assessment models are (often fiercely) protected intellectual property and care should be taken before using related materials for training, testing, and the delivery of commercial services. The fact that these models are explained on this page must not be interpreted as permission for their commercial exploitation. If in doubt about using any materials (whether found on this website or otherwise) you should check with the owner of the intellectual property concerned.
The Crown copyright protected material (other than the Royal Arms and departmental or agency logos) may be reproduced free of charge in any format or medium - unless instructions appear to the contrary - provided it is reproduced accurately and not in a misleading context. Where the material is being published or issued to others, the sources and copyright status should be acknowledged. Where any of the Crown copyright items on this site are being republished or copied to others, the source of the material must be identified and the copyright status acknowledged.
Contributions of material are gratefully acknowledged: Explanation of The Big Five Personality Factors, Paul Sinclair 2006; Introduction to Firo-B, Barbara Heyn 2006; Additional Explanation of MBTI Function Dominance, Andrew Roughton 2006. Summary of the Birkman Method from Birkman International Inc., 2009.
© alan chapman, review, explanation, code 2005-2010; other trademarks and concepts and material as shown. Please retain this notice on all copies.
ساحة النقاش