This document provides a personality profile for Test2 Test2 based on their responses to an identity questionnaire. The profile examines Test2's responses across various competencies including people and communication, intellectual and judgement, task orientation and drive, and leadership preference. Some key points are that Test2 tends to be less outgoing, prefers independent work, is less focused on emotions, takes a balanced approach to risk-taking, and prefers a participative leadership style with less focus on change. The profile provides an overview of Test2's self-perceived strengths and areas for development.

1. Comprehensive Report
Strictly Confidential
Test2 Test2
Thursday, September 16, 2010
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2. -
Profile-Respondent Name: Test2 Test2
Less outgoing in groups, reserved,
prefers to avoid the centre of attention
Gregarious and extravert in groups,
enjoys the limelight, outgoing
More likely to avoid confrontation or
speaking mind - accommodating
Expresses self directly, outspoken, less
self-censoring
Less need to impress views on others,
low interest in influencing others
Persistently impresses views on others,
likes to convince others of own views
Less open with feelings, more
controlling of emotions, harder to read
Shares feelings openly, unguarded with
others, prefers to let emotions show
More conforming, prefers to follow
majority, dislikes standing out as
different
Likes to be different, prefers own
approach, stronger views of own
Prepared to sell self & achievements,
makes own success known to others
Avoids talking about achievements,
less comfortable discussing self and
success
Prefers working independently, dislikes
restraints of teamworking
Prefers to work with others, values
being part of a team, likes to share
responsibility
Prefers to make decisions alone, less
consulting with others on views
Values views and opinions of others,
gathers different contributions
Less interest in thinking about
behaviour of others, or understanding
people
More interested in reasons for others'
behaviour, seeks to understand people
Less interested in dealing with
emotional or personal issues, less
sympathetic
More focused on emotional issues,
concerned about feelings, supportive
Less likely to change or adapt
behaviour to situations, consistent in
approach
More likely to change behaviour to suit
different situations, adaptive style
Prefers practical application over
theory, less interested in the abstract or
conceptual
Interested in theories and hypothetical,
enjoys conceptual or abstract issues
Values subjective insights, less likely to
need proof or data, more 'intuitive'
Values logic and objectivity, higher
need for hard evidence or data to make
decisions
More likely to build on ideas of others,
less interest in being original or
inventive
Values originality, likes to play with
ideas, imaginative
Less likely to look for problems or
drawbacks, takes things at face value
Focused on spotting errors and
underlying issues in matters, evaluative
& critical
Focuses more on the present, less
future-orientated, prefers to react than
plan ahead
Looks to the longer-term, more
planning, invests more in the future
Less structured approach, prefers
flexibility, less focused on details
Organised approach to work, focus on
the detail, more structure to activities
More likely to lose interest in tasks,
prefers starting things to finishing them
More likely to complete work to a high
standard of quality, seeks closure,
finisher
Prefers to concentrate on one thing at a
time, likely to be less flexible with
conflicting tasks
Enjoys dealing with several things at
once, divides attention between
competing demands
Less comfortable with change, prefers
routine and familiar work
Enjoys doing different things, more
likely to tire of routine, more
comfortable with change
Dislikes rules and regulations, prefers
not to follow instructions given by
others
Likes to follow instructions, will adhere
to the rules and regulations, avoids
breaking the rules
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3. -
Low need for control over situations,
little interest in leading others
Higher need for control, likes to take
charge, takes responsibility, leads
Values participative over winning, has
little need to excel over others
High need to win at activities, desires to
excel over others in chosen fields
More willing to compromise goals or
targets, less driving for ambitions
More persistent in realising ambitions,
less likely to sacrifice or compromise
goals
Preference for taking time over
decisions, stready approach to problem
solving
Makes fast decisions, makes mind up
quickly, less deliberation
Values caution over risk, less likely to
act if outcomes are uncertain
More willing to take risks to achieve
objectives, takes chances to gain higher
rewards
Stronger belief in effects of chance or
luck in life, less likely to see potential
influence
Sees self in control, less belief in luck,
more likely to see potential influence
over events
More able to relax, can switch off from
pressure, less tense
Feels more anxiety, higher general
state of tension, less able to switch off
Lower tendency to worry before
important events, less anxious in key
situations
Higher worry before important events,
concerned that things may go wrong
Less confident in abilities, conscious of
areas for development, self-critical
More confident in own abilities, sees
less scope for self-improvement
More likely to be affected by setbacks,
more likely to ruminate and focus on
failures
Less likely to be affected by setbacks,
will seek to move on quickly from
failures
More likely to view things sceptically,
less positive about matters
More positive about things, less likely
to be sceptical, focuses on the positive
More likely to admit personal
weaknesses, higher tendency to
acknowledge emotional issues
Less likely to acknowledge or admit to
emotional issues, more rejecting of
personal weakness
Has shown less need to follow what is
socially valued in responses, more
self-critical
Has responded in a more socially
valued manner, less self-critical
Less reviewing and self-analysis of own
behaviour, less focus on past
experience
Higher reviewing of past behaviours,
focused on assessing self and
interactions
Values first impressions, tends to reflect
on matters less, prefers clear, polar
opinions
Reflective when evaluating matters to a
more complex level, more open to new
information
Self-Perception Information - Points to Bear in Mind:
•
•
•
•
•
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not a definitive statement about how you behave - just an indicator
about style and preference, NOT about ability without support from further evidence
a comparative measure of how you see yourself in relation to the rest of the professional working
population
although broad patterns are likely to be consistent through time, your profile can change with
experience and role
this profile should not be interpreted by anyone who is not trained or professionally supported to do
so

4. -
Introduction
This report is based on Test2's responses to 'identity' - a fully validated psychometric instrument used
to gather information about how he sees himself. These self-perceptions are compared with a
professional working population (sample size=1083) to provide a measure of personality in relation to
others. Please ensure that this report containing personal information is handled confidentially and
professionally and in keeping with data protection legislation.
The profile is described in the following pages of this report. Firstly, Test2's response style to the
questionnaire is explored below. Following this, his profile is related to organisational competences. In
the latter sections of the report, secondary psychological models may be presented which are derived
from the primary Identity profile by research.
Style Scales - How Objectively Has the Respondent Answered
Identity?
The Identity Questionnaire contains several measures of response style that indicate how objectively
Test2 has responded to the items.
On the basis of these scales, he appears to have been reflective and self-critical when completing the
questionnaire. This indicates that reasonable confidence can be invested in the accuracy of this report.
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5. -
Identity - Competency Based Interpretation
The following is based on the eight competence areas below, identified from research as significant for
success in most key roles. Please note that some scales of Identity may be relevant to more than one
competence.
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6. -
People and Communication
Influencing
Test2's responses to the questionnaire indicate that he tends to be typically outgoing and to be as
comfortable as most in the centre of attention. He will tend to be less outspoken with his views, maybe
more conscious not to criticise others or to act without sensitivity. He may prefer to avoid
confrontation. Test2 is however, fairly ambivalent about challenging the consensus view, probably
seeking a balance between forwarding his own opinions and taking on-board those of the group. He
will be typically independent-minded in this respect.
Less inclined than most to try and change the views of others, he may be less driven to press a point or
seek to align others' views with his own.
Test2 reports to take the middle ground in terms of modesty or selling himself and his successes. He
will probably be seen as no more or less self-promoting than the next person.
Leadership
Reporting to be less interested in taking control of the work of others he may prefer not to assume the
management of a team, being more self-contained, rather than needing to get people together when
making any decisions. Therefore, he may have a preference for more autonomous working rather than
providing management to others.
Test2 is more likely to hold back from saying what he really thinks, maybe less focused on tackling
disagreements or conflict. He may also be less focused on the feelings of others around him, perhaps
taking a more objective, dispassionate approach at work. Tending to be less interested in
understanding others' motivations or behaviours, he may at times miss opportunities to motivate
people by appealing to their individual interests more specifically. Despite reporting to focus on the
less positive aspects of situations at times, elsewhere in the profile suggests that he may actually be
less inclined to evaluate the performance of staff more critically, perhaps more accepting of others'
abilities or shortfalls.
Team Working
Less affiliative than most, he is likely to prefer some degree of professional distance from colleagues
and contacts. He may be more comfortable operating in roles affording him a degree of
self-determined working. Test2 will probably be as open as the next person with his own feelings, but
is perhaps less aware of others' feelings at times. He will probably be more selective with sympathy
towards his team members, and may take a more objective view of their problems, believing these to
be their responsibility.
Perhaps more happy to act on his own accord, without needing to refer to others, and more likely to
make a decision himself, Test2 may be less consultative in this respect particularly if making more
everyday decisions. In determining direction, he is as likely to challenge the majority as actively as the
next person, probably seeking to achieve a balance between his own views and those of his
colleagues.
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7. -
Intellectual & Judgement
Decision Making
Test2 may be less interested in the process of evaluating and assessing information and may be
inclined to take things at face value. He will probably be more accepting and less critical in his outlook.
He may just want to run with ideas and proposals. He will also prefer not to get too engrossed in detail
and structure in his approach to decisions. His approach to risk taking is typical of most people.
Without wishing to be exposed to high risks, he will appreciate the need to balance taking a chance
and the likelihood of gaining significant returns.
Having a moderately balanced perspective on requiring both objective and more intuitive information,
he will seek to use a mix of both 'hard' facts and also feelings or opinions in formulating his
judgements. Test2 has less interest in applying theories or concepts, and will be engaged on more
practical applications to solve more direct problems.
Generally when moving from deliberation to action, he takes the middle ground preferring not to be
rushed into decisions nor wishing to hold things up by taking too long to act. He is likely to be as
decisive as most in this respect. Despite a typical level of decisivenessTest2 has a more reactive stance
on current issues, tending to respond to matters as they arise, rather than placing a great deal of
attention towards thinking ahead.
Change
In terms of a focus on change, Test2 sees himself as less personally creative than most, and also to be
less interested in the more hypothetical or abstract possibilities of change. He will probably be more
effective at building on others' ideas, if they have a practical application. He may also want to use more
familiar methods, tending to be less experimental or interested in novel methods or variety.
As a person who may not focus strongly on criticising matters, Test2 may see fewer opportunities to
change existing processes, as he tends not to look for the problems or drawbacks in things. Moderately
focused on taking risks, Test2 will tend to believe more in the effects of luck or other factors outside of
his control, suggesting that he will see less scope to influence or change things in his environment.
This may mean that he could develop a more proactive approach to change at times.
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8. -
Task Orientation and Drive
Organisation
Requiring less well-thought out plans, Test2 also reports to be less focused on completion to
deadlines, perhaps preferring looser milestones for delivery and remaining open to changes. He is
probably less likely to take a disciplined and systematic approach to managing the structure of
activities, preferring to jump into things. Test2 is more likely to react to current demands and prefer a
responsive rather than planful approach. He is less likely to enjoy tackling methodical work, preferring
to be loose and open. Also less evaluative in outlook, his lower level of rigor with detail may mean he is
more likely to miss the potential flaws or problems with proposals.
When dealing with workloads, he will prefer to concentrate on one thing at at time, and may be less
comfortable juggling different demands, or having to switch attention between different types of task.
As such, he will want to ensure quality through adopting a more focused, serial fashion.
Dealing with Pressure
Test2's responses to the anxiety scales suggest that he may tend to experience a higher degree of
tension in his everyday work, perhaps because he expends a good deal of personal energy in his job.
Although he is likely to be as confident and free from worry as most, there may be scope for him to
improve his well-being by relaxing more and taking a calmer approach. Test2 may however be less
positive in outlook generally, tending to take a more sceptical approach to viewing potential issues.
Whilst being potentially realistic and objective in some sense, he may be prone to a degree of
pessimism at times. He may tend to be less surprised when problems arise, and will have a moderate
level of resilience in overcoming such barriers. Likely to be more aware of areas that he needs to
improve, Test2 may be a little less self-assured in his abilities to take on challenging roles at this time.
This could lead to him experiencing more pressure as he seeks to progress into new roles.
Nevertheless, he is probably open to learning and aware of a need to develop in order to perform more
effectively.
Motivation
Demonstrating a lower determination than most at this time, he is possibly at a comfortable level with
his current level of personal challenge and goal-setting. He may be less proactive in finding new
personal work challenges currently. Related perhaps to his lower interest in career advancement, he
may tend to be more believing in luck and chance determining success in life and therefore much is
outside his control. He may therefore see less scope to act and influence events. Reporting a higher
general tension, this suggests that he will spend a lot of his personal time thinking about work, which
may take its toll on his stress levels.
In terms of positivity, Test2 may tend to be less optimistic than most, and perhaps at times, a little
more negative or stoic about matters. Sometimes, he may need to be careful not to convey a degree of
pessimism to others.
The variety seeking area in the profile suggests that he is less likely to be motivated towards change in
his day-to-day activities or exploring different roles.
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9. -
Leadership Preference
Test2 Test2
Less focus towards change. More likely
to run with existing processes as they
are, rather than challenge
More orientated towards change.
Preference for thinking about 'what
might be' and taking risks
Preference for forwarding own ideas
and expressing self. Less likely to be
seen to listen to others
Encourages others and absorb different
viewpoints. Less need to express own
ideas or forward opinion
Less desire to retain personal control
over matters, prefers involvement over
making independent decisions
Less interested in devoting time to
building wider relationships. Stronger
focus on meeting demands of local
work area
Preference for overseeing matters
personally. Greater desire to make
decisions independently, less
empowering of others
Focus on building relationships beyond
immediate workarea, less inclined to
get absorbed in the immediate work
demands.
The following section describes Test2's preference in relation to the leadership model above:
Higher Participative
Participative leaders are more inclined to encourage others and listen to their contributions. They have
less need to lead with their own views, or express a strong presence / influence over others. During
group situations they are likely to be less domineering and more involving of others, keen to ensure
everyone has their say. Indeed, participative leaders will have a preference for cooperation and may be
less task-focused than other managers. At times they may miss out on opportunities to provide
stronger direction due to their preference for ensuring team member involvement.
Lower Change
Those who score at the lower end of this scale are likely to focus more on immediate task preferences
rather than spend much of their time considering 'what could be'. They should have a preference for
structure and should be more tenacious in tackling routine or protracted tasks than most. They are also
likely to be respectful of protocol and work well within given parameters. At times their focus on
structure may mean they are less flexible in adapting to new demands. Often less risk-taking in
behaviour, they can prefer a more careful approach, to avoid upsetting the smooth running of work.
Lower Networking
Low scorers on this scale are likely to prefer to focus on the task at hand rather than spend their time
socialising or dealing with less relevant distractions. They may be more able to work alone and have
less need for interaction with others, preferring to keep a lower social profile than most. Organised and
methodical, they should tenaciously approach tasks even if repetitive and are likely to have a higher
need for structure in their work. As such they are less likely to become bored with the finer points of
implementation although they may need to take care that they do not become immersed in detail or
immediate task demands at times.
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10. -
Team Role Profile
Test2 Test2
More relaxed, less focused on end goal,
more interested in the process
Dynamic, action-focused, can be tense,
challenges, pushes to deliver,
determined
Not interested in assuming
chair-person or leader role, focused
elsewhere
Preference for co-ordination role, likely
to be effective chairman, promotes
team decision making
More practical, more focused on
concrete matters than internal ideas or
possibilities
Creative, imaginative, 'goes inside' to
generate patterns and possibiities,
unorthodox
More introvert and focused on practical
demands, less likely to explore new
avenues
Extravert, outgoing, enthusiastic about
new ideas, explores opportunities and
develops contacts
Focuses on less structured activities,
more unconventional, less practical and
organised
Takes a structured approach to making
things happen, conservative, efficient
and practical
Less critical, takes things at face value,
focuses less on analysis and evaluation
Discerning, critically-minded, can be
sceptical, judges matters, values
accuracy
More inclined to focus in areas beyond
the immediate team dynamic
Social, accommodating, listens and
focuses on the needs of other team
members, averts conflict
Unworried about completion, less
anxious to ensure quality, more
comfortable with omissions
Methodical and conscientious, anxious
to ensure high level of quality, will meet
deadlines
Preference for predominant team
role/s. Likely to be less flexible
Higher flexibility in using the range of
team profiles
Responses suggest that Test2 does not have a strong preference for adopting any particular team
profile when working in groups.
Less Preferred Team Profile:
Co-ordinating
Individuals scoring low on the Co-ordinating scale are likely to have less need to act as the chair-person
or coordinate the group's activities. As such, they may prefer to leave this role to others, and
concentrate on their individual tasks within the team.
Flexibility Measure
The Flexibility scale looks at how likely an individual is to review their approach when team working
and adopt different team behaviours to suit the needs of the situation. On the basis of your responses
you are as likely as most people to use a range of team profiles when working in groups.
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11. -
Emotional Focus
Test2 Test2
Less interested in understanding own
emotions and behaviours. Less aware
of how their behaviours affects others
Reviews own emotions and behaviours
and impact on others. More aware of
own strengths and limitations
More prone to anxiety in unfamiliar or
challenging situations. Less adaptable
or controlling with emotions.
Controlling of emotions and adapt to
challenging situations. More internally
relaxed.
Less goal focused or driven to achieve
personal targets. Less self-assured in
current ability.
Motivated and resilient to set-backs.
Self-assured and focused on achieving
personal targets.
Less aware and less interested in
reviewing the behaviour of others or
understanding social interactions
Higher awareness of others' emotions,
behaviours and intentions
Less inclined to address the emotions
of others. Less likely to change
behaviours to suit different people or
situations
More focused on appropriately
managing the feelings and behaviours
of others. Responds and adapts to
different people
Prefers more independent working and
less energy focused on motivating
others
More focused on working with others
and integrating with their needs,
motivations and perspectives
Emotional Focus refers to an individual's orientation towards the emotional factors underlying both
their own behaviour (Internal measures), and also that of others (External measures).
Self Awareness
Lower responders on this scale are less concerned with analysing their past behaviours or interactions.
Perhaps seeing their time better spent on more fruitful activities, they may see introspection as a waste
of energy. Less sensitive in this respect, they are unlikely to become self-absorbed, but may miss
opportunities to better understand potential areas for development.
Managing Own Emotions
Average responses on this scale indicate a balanced emotional response to events. The average
respondent will be sensitive to significant failures or setbacks, but generally keep their feelings in
check when appropriate. They will be relatively effective in responding to their anxieties, or adapting
their approach to work in order to keep their stress contained.
Self Motivation
Low responses on this scale indicate that the individual is less driven towards goals or targets at this
time. This implies that they are probably content with their current level of responsibility and
attainment. Often, they can be orientated towards co-operative or supporting roles, demonstrating
less individual ambition.
Social Awareness
Lower responders devote less attention to analysing other people. Their focus at work will probably be
on the task element, rather than towards the 'people processes'. They may prefer not to get too
involved with others' personal problems and probably have less interest in understanding others'
motivations or emotions.
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12. -
Emotional Focus cont...
Managing Others' Emotions
Those who respond towards the lower end of this scale are probably less interested in trying to
manage the feelings, emotions and behaviours of others. There are two sides to this area. The first is
being driven to actively engage with groups, and the other is taking the perspectives of others. Often,
lower responders are quite happy without needing to impress themselves or their views on others.
There can also be a focus on taking people as they are, rather than needing to second-guess what they
may be thinking or feeling.
Social Motivation
This scale concerns social orientation and a focus on integrating with others. The lower response on
this scale suggests an interest more towards autonomous working, free from the constraints or
distraction of team-based working. Often, lower responses can indicate a desire to retain responsibility
for managing things alone, rather than devoting time to building relationships and achieving results
collectively with others.
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13. -
Learning Orientation
Test2 Test2
The diagram below presents preferences in a different way. It is a simpler way of presenting where
preferences are, and shows which side of the brain you prefer to use when processing information. In
general the left and right sides of the brain process information in different ways. We tend to process
information using our dominant side although some individuals are more balanced and adept at
using both sides.
The left side of the brain is associated with logical, sequential and linear (part to whole) processing of
information.
The right side of the brain is associated with intuitive, random and holistic (whole to part) processing
of information.
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14. -
Exploring Your Reported Preferences
The model explores three key areas, highlighting how Test2 may prefer to go about learning things or
doing new things:
.. Approach to learning: To what extent does Test2 need structure and organisation during learning?
.. Focus on learning: How interested is Test2 in the underlying concepts and workings?
.. Transfer of learning: Does Test2 focus on a specific problem, or transfer learning across situations?
Approach: Spontaneous
Test2's response here indicates a preference for a more Spontaneous style. Spontaneous learners get
the best out of learning when they are allowed to get stuck in quickly and try things for themselves.
They are liable to become impatient and bored if the learning environment is too structured or does
not have sufficient 'hands-on activities'. Their attention may also tend to wander and they are likely to
need interesting things to keep them focused.
Spontaneous learners are more likely to:
• learn through trial-and-error.
• be happy with less structured approaches to learning.
• be content with 'loose' and brief guidelines and they will be happy to get on with their
assignments with minimal guidance.
• need lots of variety in their day-to-day activities and may get bored with routine or repetitive
tasks.
• be comfortable to get started on a task without needing to plan it out first; can be impatient
with instructions or briefings.
• enjoy spontaneity and are not worried if they do not know what is coming up next.
Focus: Pragmatic
Test2's response here indicates a preference for a more Pragmatic style.
Pragmatic learners are focused on the practical, tangible and more immediate benefits of learning
things. 'What can I use this information for?' will be a question often in their mind. They are more
'hands-on' and are likely to make their minds up about things quickly as they prefer to keep things
simple and easy-to-understand. They may also get bored learning about theories or concepts that are
complex or less relevant - as all they want to do is get on with things practically.
Pragmatic learners are more likely to:
• focus on practical aspects e.g. how can they apply the learnt skills to something useful?
• be focused on concrete, more immediate benefits of learning.
• not necessarily see the point of understanding the theory or spending time on conceptual
discussions.
• believe in keeping things neat and simple.
• make their minds up quickly and think on their feet.
• prefer hands-on practical jobs.
• be more focused with the task at hand and not likely to be side-tracked by conceptual details.
• be seen as 'down-to-earth', having 'common-sense' and be good at getting things done.
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15. -
Learning Orientation cont...
Transfer: Concrete
Test2's response here indicates a preference for a more Concrete style.
Concrete learners are good at applying their learning to clearly defined and specific situations. They
are good at following a step-by-step approach to learn a well-defined task or a clear, straightforward
subject area. Concrete learners will tend to tackle learning bit-by-bit, one thing at a time. They are
good with procedures - although may find unexpected changes unsettling, or become easily
overwhelmed when trying to do several things at the same time. They will prefer to learn things in the
way they are taught, rather than develop their own approach.
Concrete Learners may be more likely to:
•
•
•
•
take their learning literally i.e. this learnt skill is used for this specific situation.
find it more difficult to adapt what they have learnt to other similar situations.
prefer following clear instructions and to be offered or given solutions.
need to concentrate on one thing at a time, working through information in a step-by-step
fashion.
• have less need to review and explore what they can do with what they have learnt.
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16. -
Type Preferences
Test2 Test2
Extravert (E) is energised by the external world of
people, activity and things. They tend to be
sociable and communicative and might dislike
extended periods of isolated thinking activities.
Introvert (I) is energised by their own internal
world of thoughts, emotions and ideas. Can be
self-absorbed in thought; can be more of a
private person.
Sense (S) attends to information by relying on
the five senses. Therefore, focused on the real,
tangible and practical issues.
Intuition (N) attends to information by seeking
the connections and interrelations between
things and exploring the possibilities. Applies
intuition, insight and will be good at spotting
patterns, trends.
Think (T) makes decisions based on rational and
logical thought processes. Applies analysis and
objective methods steering clear of subjectivity
or being tainted by emotions.
Feel (F) makes decisions based on personal
values, feelings and emotions and considering
the likely impact on people concerned.
Judge (J) lives life in a planned and organised
way. They are highly methodical and
well-structured and might get irritated by late
changes to their plans.
Perceive (P) lives life in a more flexible,
spontaneous way. Does not naturally like to plan,
works best when decisions draw close and
responds well to unexpected pressures.
The four Psychological Preferences provides 16 Type Preferences. Test2's Type Preference is described as:
I
S
T
J
ISTJs are normally characterised by their serious and sincere demeanour. Hardworking and
conscientious, they can be depended upon to get the job done on time and to a high standard of
quality. Due to their preference for using Sensing, they should be orientated towards dealing with the
practical and realistic rather than conceptual matters or considering what could be, they are adept at
keeping track of the facts and details and should approach tasks in a systematic and methodical way.
In terms of decision-making, ISTJs will employ their preference for Thinking, favouring logical and
sound reasoning processes to those involving values and emotions.
ISTJs have a great capacity to organise their work and lives. Focused on their relationships at work and
the organisation, they should demonstrate their loyalty and commitment towards them at all times.
Although preferring to work independently, ISTJs can function effectively within teams where the roles
and objectives are clearly defined. Preferring to maintain the status quo, ISTJs are likely to only support
change processes where facts can convince them of the benefits. Others may perceive these
individuals to be reserved, orderly and as possessing a strong respect for the traditional and
conventional.
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