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P.O. Box 990288 Prudential Station

Boston, Massachusetts 02199-0288
tel. 617.437.1640 & Fax. 617.437.6713
web. www,powerandsystems.com
 2

All rights reserved.

Copyright © 2005 by Power + Systems, Inc.
This booklet may not be reproduced in whole or in part without prior
permission.

ISBN No. 0-910411-05-0

For additional information:

write to: Power + Systems, Inc.

P.O. Box 990288
Prudential Station
Boston, MA 02199-0288

call: 617.437.1640 or 800.241.0598

visit: www.powerandsystems.com
 3

INTRODUCTION

The purpose of the Self-In-System Sensitizers is to help us become more aware of our
typical patterns of organizational behavior. We all develop our own unique patterns of
interaction with others. These patterns often become so ingrained that we lose sight of
them and the consequences they have for ourselves, for others and for the situations we
are in. And, as a result, we may also fail to consider optional patterns which have
potential for ourselves and our systems.

This exercise is not a test. There are no summary scores to tell you how well you are
measuring up as a manager. The purpose is to heighten awareness and to broaden your
sense of the options available to you. Hopefully, somewhere in this process, you will say
something like: “Aha! Isn’t it interesting that ‘X’ is what I typically do and that ‘Y’ and
‘Z’ might also be worthwhile alternatives for me to explore.”

INSTRUCTIONS

Described on the following pages are 8 dimensions of organizational behavior. Read

each description carefully, step back, take a look at your behavior in organizational life,
and ask yourself:

“How characteristic is this description of my

organizational behavior?”
 4

DIMENSION I:
POLITICAL AWARENESS

Being Involving Changing The Being

Stuck on Ourselves in the Situation From What It Stuck on
Innocent Situation As It Is Is To Something Else Political

Introduction

Sometimes we are able both to involve ourselves in our work (to get into whatever work
we are supposed to be doing and enjoy it) and to be political about our work (to analyze
the system we are in, to strategize, to attempt to change system conditions).

Sometimes, however, we get stuck on INNOCENCE (doing whatever it is we are

supposed to be doing without much political awareness or action); and sometimes we get
stuck on POLITICAL (spending much of our time in analyzing, planning, and
maneuvering, and little time involving ourselves in the work of the system).

***

On the following page you are asked to step back and look at your organizational
behavior in terms of being INNOCENT and being POLITICAL.
 5

BEING STUCK ON INNOCENCE

When we are stuck on INNOCENCE, we tend to pay little attention to the politics of our
work. When given a job to do, we tend to do it with few questions asked. We tend not to
strategize, to plan how to sell others on what it is we want to have happen. We tend to
trust others; we tend not to question their motives; we tend not to be suspicious or
skeptical about why people do what they do; we tend not to raise questions for ourselves
as to whether we should or should not do whatever we are doing. Our focus tends to be
on the work itself rather than on the politics of work.

To what extent do you feel INNOCENCE characterizes your pattern of organizational

behavior? (Circle appropriate number)

1 2 3 4 5 6 7
not at all somewhat very
characteristic characteristic characteristic

BEING STUCK ON POLITICAL

When we are stuck on POLITICAL, we tend not to give ourselves to our work as it is nor
do we derive our satisfaction from doing that work. Our energy is focused more on
analyzing our current condition—is it fair, reasonable or unreasonable—and on
maneuvering and strategizing, and attempting to change conditions.

To what extent do you feel POLITICAL characterizes your pattern of organizational

behavior? (Circle appropriate number)

1 2 3 4 5 6 7
not at all somewhat very
characteristic characteristic characteristic
 6

DIMENSION II:
INTERACTION COMFORT

Being Going With What Resisting What Is Being

Stuck on Is Happening Happening Stuck on
Loose To Us To Us Tight

Introduction

Sometimes we are able to interact freely with our social system environments. We can
comfortably give and take. We feel we can both influence these environments and allow
ourselves to be influenced by them.

Sometimes, however, we do not feel comfortable in such interactions. We don’t like

what is happening to us and around us and we don’t feel able either to go with it or to
change it. At such times, we tend to become stuck on LOOSE or on TIGHT.
LOOSE is the tendency to give in, to allow what is happening to happen, and to suffer
through it. TIGHT is the tendency to become rigid, tense, and unyielding.

***

On the following page you are asked to step back and look at your organizational
behavior in terms of being LOOSE and being TIGHT.
 7

BEING STUCK ON LOOSE

When we are stuck on LOOSE, we tend to go along with what is happening to us even
when we are uncomfortable with what is happening. We accede others’ wishes even
when we don’t want to. We allow unpleasant conditions to continue when we don’t want
them to continue. We would like to change these unpleasant conditions yet feel that we
cannot.

To what extent do you feel LOOSE characterizes your pattern of organizational

behavior? (Circle appropriate number)

1 2 3 4 5 6 7
not at all somewhat very
characteristic characteristic characteristic

BEING STUCK ON TIGHT

When we are stuck on TIGHT, we tend to become rigid and unyielding in the face of
conditions we are uncomfortable with and don’t feel able to change. We tend to resist all
attempts to influence us. We tend to become inflexible, stubborn, annoyed, frustrated,
and angry. We feel upset about being that way, yet feel unable to change.

To what extent do you feel TIGHT characterizes your pattern of organizational behavior?
(Circle appropriate number)

1 2 3 4 5 6 7
not at all somewhat very
characteristic characteristic characteristic
 8

DIMENSION III:
AUTHORITY INTERACTIONS

Being Being
Stuck on Confronting Cooperating with Stuck on
Rebellion Authority Authority Submission

Introduction

Sometimes we are able to interact with authority figures—our bosses, experts, etc. At
times we cooperate with them and at times we confront them. At times we allow
ourselves to be influenced by them, and at times we resist such influence.

Sometimes, however, we tend to get stuck on SUBMISSION, that is, we tend to

consistently cooperate with authority figures, support them, submit to them, and rarely
confront them or rebel against them. And sometimes we tend to get stuck on
REBELLION, that is, we tend to consistently resist them and attack them, and rarely
cooperate with them or submit to them.

***

On the following page you are asked to step back and look at your organizational
behavior in terms of being SUBMISSIVE and being REBELLIOUS.
 9

BEING STUCK ON SUBMISSIVE

When we are stuck on SUBMISSIVE, we tend to consistently support authority figures—

our bosses, the establishment, the organization. We are less likely to say “no” to
authority figures, to confront them or resist them. Sometimes even the thought of
confronting authority makes us so uncomfortable that we do not do it. And sometimes it
never enters our minds that such confrontation is an option for us.

To what extent do you feel SUBMISSION characterizes your pattern of organizational

behavior? (Circle appropriate number)

1 2 3 4 5 6 7
not at all somewhat very
characteristic characteristic characteristic

BEING STUCK ON REBELLION

When we are stuck on REBELLION, we tend to consistently resist, resent, and reject
authority figures. We do not cooperate with them or allow ourselves to be influenced by
them. Sometimes submission to authority makes us uncomfortable, and sometimes we
simply do not see submission or cooperation as options for us. Whatever the case, our
tendency is to resist authority.

To what extent do you feel REBELLION characterizes your pattern of organizational

behavior? (Circle appropriate number)

1 2 3 4 5 6 7
not at all somewhat very
characteristic characteristic characteristic
 10

DIMENSION IV:
PEER INTERACTIONS

Being Stuck Being

on Going with Going it Stuck on
Inclusiveness Others Alone Individuality

Introduction

Sometimes we feel that we can both cooperate as members of groups—work units,

teams, friendship groups, couples, etc.—and function as independent individuals, that is,
sometimes we can go along with the group and sometimes we can act independently of it.

Sometimes, however, we get stuck on INDIVIDUALITY (consistently going it alone,

rarely joining up with others, involving others, or allowing others to include us); and
sometimes we get stuck on INCLUSIVENESS (consistently going along with the group,
and rarely taking independent action).

***

On the following page you are asked to step back and look at your organizational
behavior in terms of INDIVIDUALITY and INCLUSIVENESS.
 11

BEING STUCK ON INCLUSIVENESS

When we are stuck on INCLUSIVENESS, we are reluctant to take individual action. We

are consciously or unconsciously dependent on the support of others, and without that
support we will not act on our own. We tend to reject options when such options might
alienate us from others whose support we feel we need.

To what extent do you feel INCLUSIVENESS characterizes your pattern of

organizational behavior? (Circle appropriate number)

1 2 3 4 5 6 7
not at all somewhat very
characteristic characteristic characteristic

BEING STUCK ON INDIVIDUALITY

When we are stuck on INDIVIDUALITY, we are reluctant to opening ourselves to

others, to seeking their help, to asking their support, to including them in our thinking,
planning and action. We tend to persist in working things out for ourselves even when
we need or could use the help and support of others.

To what extent do you feel INDIVIDUALITY characterizes your pattern of

organizational behavior? (Circle appropriate number)

1 2 3 4 5 6 7
not at all somewhat very
characteristic characteristic characteristic
 12

DIMENSION V:
MANAGING RESOURCES

Being Being
Stuck on Giving Withholding Stuck on
Giving Withholding

Introduction

We are often in situations in which we control resources that others want. We have what
they want—funds we could give, an opportunity we could provide, a favor we could do,
etc.—and we have the choice either to give or to withhold. Sometimes we are flexible in
the way we manage resources, at times giving and at times withholding.

Sometimes, however, we get stuck on GIVING (whenever others want what we have, our
tendency is to give); and sometimes we get stuck on WITHHOLDING (whenever others
want what we have, our tendency is to withhold).

***

On the following page you are asked to step back and look at your organizational
behavior in terms of being GIVING and being WITHHOLDING.
 13

BEING STUCK ON GIVING

When we are stuck on GIVING, we are reluctant to say “no” to others. Sometimes we
give up resources—provide funds, give our services, do favors, and so forth—even when
we don’t want to and even when we would prefer to say no. And sometimes we give up
resources because we feel that’s the right way for us to be, because we don’t believe in
saying no.

To what extent do you feel GIVING characterizes your pattern of organizational

behavior? (Circle appropriate number)

1 2 3 4 5 6 7
not at all somewhat very
characteristic characteristic characteristic

BEING STUCK ON WITHHOLDING

When we are stuck on WITHHOLDING, we are reluctant to say “yes” to others.

Sometimes we tend to withhold because we feel we’re being taken advantage of by
others. And sometimes we withhold because we feel that’s the right way for us to be,
that withholding strengthens others, helps them become more independent, and helps
them develop greater initiative.

To what extent do you feel WITHHOLDING characterizes your pattern of organizational

behavior? (Circle appropriate number)

1 2 3 4 5 6 7
not at all somewhat very
characteristic characteristic characteristic
 14

DIMENSION VI:
MANAGING STRUCTURE

Being Stuck Creating and Being Stuck

on Over- Maintaining Modifying on Under-
Structuring Structures Structures Structuring

Introduction

Structuring has to do with the extent to which we maintain control over the framework
within which others work. Do we create clear agendas for meetings and hold to these
agendas? Do we clearly spell out for others what we expect them to do, and do we hold
them to these expectations? Do we set time schedules, and do we hold others to these
schedules? Do we specify the rules and procedures we expect others to work by, and do
we hold them to these rules and procedures?

Sometimes we are comfortable in being able both to structure situations for others and to
modify or adapt structures we have created. We are able to set agendas, time schedules,
expectations, rules and procedures and hold people to these; and we are able to back off
from what we have created and modify it, change it, or eliminate it altogether.
Sometimes, however, we get stuck on OVERSTRUCTURING, that is we are reluctant to
modify existing structures and once we create new structures, we are reluctant to modify
these. And sometimes we get stuck on UNDERSTRUCTURING, that is, we are
reluctant to create structures for others and we allow others to change whatever structures
we have created.

***

On the following page you are asked to step back and look at your organizational
behavior in terms of UNDERSTRUCTURING and OVERSTRUCTURING.
 15

BEING STUCK ON UNDERSTRUCTURING

When we are stuck on UNDERSTRUCTURING, we tend to be reluctant to create

structures for others, and we are reluctant to enforce whatever structures we have created.
Sometimes we understructure because structuring makes us uncomfortable; we allow
situations to be looser than we would like because we don’t feel comfortable in tightening
them up—asking others to stick to schedules, to follow agendas, to play by the rules, to
follow procedures, and so forth. And sometimes we understructure because we don’t
believe in imposing our will on others, because we believe that people ought to be free to
do what they want to do.

To what extent do you feel UNDERSTRUCTURING characterizes your pattern of

organizational behavior? (Circle appropriate number)

1 2 3 4 5 6 7
not at all somewhat very
characteristic characteristic characteristic

BEING STUCK ON OVERSTRUCTURING

When we are stuck on OVERSTRUCTURING, we tend to be reluctant to modify or

allow others to modify whatever structures we have created for them. We create tight
structures for others and we resist changes in these structures. Sometimes we do this
because we feel personally uncomfortable with such changes and are uncertain of our
ability to manage the resulting ambiguity; and sometimes we do this because we believe
it is our responsibility to structure situations for others and that it is their responsibility to
operate within these structures.

To what extent do you feel OVERSTRUCTURING characterizes your pattern of

organizational behavior? (Circle appropriate number)

1 2 3 4 5 6 7
not at all somewhat very
characteristic characteristic characteristic
 16

DIMENSION VII:
INVOLVEMENT

Being Stuck Being Stuck

on Observing Participating on
Observation Participation

Introduction

Sometimes in organizational interaction we are able to move back and forth between
participating and observing, between jumping right into the middle of the action and
pulling back from the action to look at and try to make sense out of what is happening.
Sometimes we are able to manage our involvement flexibly; we are able both to get into
the thick of the action and make things happen for ourselves and others, and to step back
and observe.

Sometimes, however, we get stuck on PARTICIPATION (we jump into situations and we
tend not to pull back to see what is happening to us and others); and sometimes we get
stuck on OBSERVATION (we spend much of our energy watching, observing and
figuring things out, and we tend to keep ourselves from direct participation).

***

On the following page you are asked to step back and look at your organizational
behavior in terms of being stuck on OBSERVATION and being stuck on
PARTICIPATION.
 17

BEING STUCK ON PARTICIPATION

When we are stuck on PARTICIPATION, we tend to be unable to back off from

situations. We become so fully involved that we tend to lose our objectivity. We tend
not to pull back, to look at and reflect on what we and others are doing.

To what extent do you feel being stuck on PARTICIPATION characterizes your pattern
of organizational behavior? (Circle appropriate number)

1 2 3 4 5 6 7
not at all somewhat very
characteristic characteristic characteristic

BEING STUCK ON OBSERVATION

When we are stuck on OBSERVATION, we tend to keep ourselves from participating

directly in the action. We tend to withhold ourselves. We tend to remain on the outside,
watching, observing, sizing up and evaluating situations.

To what extent do you feel being stuck on OBSERVATION characterizes your pattern of
organizational behavior? (Circle appropriate number)

1 2 3 4 5 6 7
not at all somewhat very
characteristic characteristic characteristic
 18

DIMENSION VIII:
MANAGING ENERGY

Being Stuck Being Stuck

on Stirring Stirring Up Calming Down on Calming
Up Down

Introduction

Sometimes we are in situations which need to be stirred up. We and others may be
uninvolved, listless and apathetic. We may not be using the skills and abilities we have.
We may be in a rut, going along with our usual ways of doing things even when these
ways are no longer effective. The pot needs to be stirred in order to get us thinking,
feeling, and acting more effectively. And sometimes we are in situations which need to
be cooled off. The situation may be explosive, chaotic. Feelings may be so high that
people are unable to listen to one another and to work together. And the situation needs
to be cooled down in order that people can think more clearly, communicate more
effectively, and work together.

Sometimes we are able to move back and forth between stirring things up and calming
them down. Sometimes, however, we get stuck on CALMING DOWN (we tend not to
act in ways which would increase tension in the system). And sometimes we get stuck on
STIRRING UP (we tend to be reluctant to act in ways which would reduce tension in the
system).

***

On the following page you are asked to step back and look at your organizational
behavior in terms of CALMING DOWN and STIRRING UP.
 19

BEING STUCK ON CALMING DOWN

When we are stuck on CALMING DOWN, we tend to be reluctant to act in ways which
would increase tension in the system. We tend to avoid conflicts, to keep them from
developing and to suppress them when they do develop. We tend to avoid actions which
might create trouble for ourselves and others. In the face of conflict or potential conflict,
our tendency is to compromise, mediate, heal and repair. Sometimes we are stuck on
CALMING DOWN because we believe that tension is bad for the system; and sometimes
we are stuck because we feel uncomfortable in high tension situations.

To what extent do you feel CALMING DOWN characterizes your pattern of

organizational behavior? (Circle appropriate number)

1 2 3 4 5 6 7
not at all somewhat very
characteristic characteristic characteristic

BEING STUCK ON STIRRING UP

When we are stuck on STIRRING UP, we tend to be reluctant to act in ways which
would reduce tension in the system. We tend to avoid healing activities or activities that
would repair relationships; we tend to avoid compromises or mediation processes.
Sometimes we are stuck on STIRRING UP because we believe that high energy is good
for the system; and sometimes we are stuck because we are uncomfortable with activities
involving healing, repairing, compromising, and mediating.

To what extent do you feel STIRRING UP characterizes your pattern of organizational

behavior? (Circle appropriate number)

1 2 3 4 5 6 7
not at all somewhat very
characteristic characteristic characteristic
 20

SUMMARY SHEET

Chart your scores on this summary sheet to get a feel for your basic pattern. Be
particularly attuned to those areas in which you are high on one tendency and low on its
opposing tendency.

POLITICAL AWARENESS INTERACTION COMFORT

7 7 7 7
6 6 6 6
5 5 5 5
4 4 4 4
3 3 3 3
2 2 2 2
1 1 1 1
Innocence Political Loose Tight

AUTHORITY REACTIONS PEER INTERACTIONS

7 7 7 7
6 6 6 6
5 5 5 5
4 4 4 4
3 3 3 3
2 2 2 2
1 1 1 1
Submission Rebellion Inclusiveness Individuality

MANAGING RESOURCES MANAGING STRUCTURE

7 7 7 7
6 6 6 6
5 5 5 5
4 4 4 4
3 3 3 3
2 2 2 2
1 1 1 1
Giving Withholding Understructuring Overstructuring

INVOLVEMENT MANAGING ENERGY

7 7 7 7
6 6 6 6
5 5 5 5
4 4 4 4
3 3 3 3
2 2 2 2
1 1 1 1
Participating Observing Calming Down Stirring Up
 21

YOUR SENSITIZER RESULTS

We hope completing the Sensitizer provided you with insight into your patterns of system
behavior. System leadership requires flexibility and the ability to respond effectively to
the unique opportunities of each situation we face. Being high on one aspect of these
dimensions and low on its opposing tendency may indicate areas where greater flexibility
is needed. Your Sensitizer summary scores point the compass in the direction of which
areas you may need to work on to be a more effective leader.

The Power Lab is a practice field designed specifically to deal with these dimensions. In
this learning environment you will be guided by expert coaches who will encourage you
to go beyond your usual patterns, to test out behaviors that will produce more powerful
results for you and for the systems of which you’re a part.

Learn more and register at

http://www.powerandsystems.com/power_and_leadership.htm

Or call us at 800/241-0598.