Uses for the Thinking Pattern Profile

Uses for the Thinking Pattern Profile TM


Since this profile picks up the actual thinking pattern of the candidate, it allows the organization to determine whether or not the decision style will fit the job requirements. For example, if the position requires the individual to stay in an office alone all day crunching numbers, this report will point out someone who needs to be interacting with others more.

Process: Candidate takes the profile along with whatever other forms they have to fill out. Interviewers receive a special recruitment report that suggests interview questions to ask based on the decision making pattern of the candidate as described in the report. Report will also show strengths of the candidate and where they may need development if they do get hired.

“The Thinking Pattern Profile has made a significant contribution to Rich-SeaPak. When we have not listened to what the profile told us, we have had problems. And the individuals profiled have affirmed the accuracy of the results with surprise and wonder.”

Jean Lydon, Executive Director,
Institute for Excellence, Rich-SeaPak Corporation.


Employee Development, Coaching and Counseling, Mentoring

Several different reports are available depending on the position and the level of the employee. These include Sales, Customer Service, Management, Work Skills, and Flow and Interference Factors. The Customer Service Report, for example, picks up willingness to serve the customer, tendency to document, patience with customer demands, and ability to listen. These are just a few of the traits included in the Customer Service report. Strategic thinking ability, personnel assessment, results orientation, and ability to relate to others are just a few of the traits included in the Management report. These reports indicate strength and development areas and offer suggestions for development.

Process: Employee takes profile and a confidential report is reviewed with them. It is also recommended that the supervisor and the employee have a joint session where decision styles can be compared and communication impact explored.

For example, in one company, the entire sales force took the profile as well as the Sales Manager and the VP of Sales and Marketing. The VP and Sales Manager sat down together, discussed their points of similarity and dissimilarity and how that might affect their working together, and they agreed on ways to make their working relationship even better than it was. The Sales Manager then sat down with each of the Sales people and did the same thing. This process helped affirm the strengths of the sales team and also paved the way for some positive development plans.

Team Building

This profile is able to identify overall decision-making patterns. In a team it is important that there be diversity: that there be conceptual planners as well as action-oriented doers. The mix for each team will differ according to the function of the team. Understanding one another’s style leads to better relationships among team members and more productive functioning.

Process: Team members take profile. Each receives a debrief of their style and discusses goals for the team building session with the facilitator. The facilitator meets with the entire team to build a group picture of the decision styles on the team, implications for team effectiveness, and impact on team mission and goals.

Succession Planning

Since this profile recognizes that people can and do change, it is excellent as a tool for identifying future talent and making sure individuals are prepared to take on higher level positions.

Process: Targeted individuals or entire levels are profiled. Future job requirements are identified. Individuals are identified as desirable candidates for the position by considering their decision style and other variables. If other variables recommend a candidate whose decision style is not appropriate for the position, a development plan to accommodate that position is planned.

For example, in one company, a plant General Manager was targeted as a likely candidate for VP, Operations. Profile information as well as behavior history indicated a decision style that was impatient with time spent in planning, a requisite for VP level. Using their unique decision style as a guide, the individual engaged in a well-planned development process including experiences in strategic planning, and week-long seminars, both experiential and theoretical. Follow-up profiling and subsequent behavior indicated an increased interest and skill in strategic thinking and appreciation of the importance of planning.

To bring the Thinking Pattern Profile to your organization, call or email Dr. Connor