HUMAN RELATIONS

IMAGE ORIENTATION

People with a Human Relations Image Orientation (HRIO) communicate warmth and understanding. They like to work with others and enjoy providing suggestions, which are helpful toward resolving people's problems. They are considered trustworthy, and because they have the ability to hold together a widely diverse group of people, they are often the center of team operations. They relate to each member of a group as an individual and see the good in others with their warmth, empathy, and understanding. Good listeners, offer subtle suggestions and do not try to impose their own ideas on others. They can, however, be adamant in adhering to their own ideas. They do possess a strong flavor of independence and, even though they are very friendly with a soft-sell attitude, they do not allow themselves to be imposed upon by others.

HRIOs like to avoid high-pressure situations, which make it difficult to maintain the stable, harmonious, and friendly atmosphere in which they like to live. They are nevertheless, determined to have their own way. Service is an important function for them and they like to feel that others depend upon them. They are loyal to older contacts and prefer to strengthen those ties rather than seek out new ones. They do not like to feel pressure, so deadlines are difficult for them. They work best in situations and assignments that call for patience, persistence, and working cooperatively with others, as long as goals are clearly defined. They avoid situations, which might bring conflict with others, and if confrontation is unavoidable they tend to be so indirect that the communication is broken down and the message lost.

PERSONALITY CHARACTERISTICS

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INTERPERSONAL STYLE

HUMAN RELATIONS

IMAGE ORIENTATION 

Potential Strengths and Weaknesses

Potential Strengths

Trustworthy

Empathic

Good listener

Approachable

Affectionate

Open

Stable

Dependable

Patient

Loyal

Persistent

Warm

Available to assist others

Potential Weaknesses

Decision Making

May avoid making decisions in an environment of conflict or confrontation

May be too soft to make effective decisions

May lose initiative if not given encouragement and support

Communication

May lose sense of communication in situations of confrontation

May be too indirect in making demands or issuing orders

May temper what they have to say to avoid offering others

May take criticism by others too personally

Control of People

May focus too highly on people, too little on performance

May need support from supervisor when confronted with negative personal interaction

May be too trusting of those with fewer scruples

May be too tolerant of unacceptable behavior

Control of Time

May need closer attention to realistic deadlines

May need help in developing a time line for their productions

May tend to lose time by putting off unpleasant confrontations