Daniel Ofman Core Qualities Pdf Download
Marika Szala
The difference between qualities and skills is mainly due to the fact that qualities come from within and skills are learned: nature vs. nurture. The clearer a person is on his own core qualities, the more consciously these qualities can be used. Those who have strong perseverance know that they will function well in situations where the time span is stretched. They also know that persistence in their lives is useful both professionally and privately.
Keep in mind that some people fill out the personal core quadrant based on how they want people to perceive them. This creates a risk that incorrect terms will be used. Always use nouns to describe the qualities of yourself and others, such as: perseverance, kindness etc. and not words like pushy or unpleasant.
By giving depth to our understanding of the different, personal core qualities and pitfalls, it is easier to understand that a pitfall could be perceived as an allergy by someone else. By using self-insight people will discover that a core quality sometimes goes too far, which could irritate other people. Below you will find a list of some examples of core qualities and their pitfalls.
Employees who can use their core qualities in the workplace are more engaged, less likely to leave, perform better and will benefit the business results. The best way for organizations to leverage the strengths of employees is through the managers.
The above facts stem from research of a large study on human behavior and strengths by Gallup. Employees who can tap into their strengths every day are six times more likely to be involved in the work they do. The study uncovers a compelling link between strengths and employee engagement in the workplace. This association has the potential to accelerate performance as organizations work to improve both factors.
In addition to identifying and discovering core qualities, developing them is also very important. The best way for people to grow and develop is to identify what comes natural to them: how they thin, feel and behave, and what their talents are. They can then build on those talents to develop strengths or the ability to consistently deliver perfect performance.
Daniel Ofman, inventor of the Core Quadrant used in SSE IFL programs such as EDGE, talks about his definition of core qualities, personal development and change in teams and organizations. More on EDGE: -mastering-change-and-complexity/
For example during career coaching it is often recommended to assess your own characteristics with a test, after which you can focus on improving some core qualities, so that you are ultimately suitable for, for example, a job in healthcare or education.
This webinar zooms in on how to strengthen your emotional agility to help you prepare for and constructively handle encounters with so-called difficult people. Among other things, we will discuss Daniel Ofman's model of core qualities and how this framework sheds light on the dynamics with people who press your buttons and how it can help you deal with "interpersonal allergies" in an effective manner. This session will further focus on knowing self, understanding the impact of different communication styles, checking and adjusting expectations, moving from a threat-defense response to a curiosity-and-collaboration response, disagreeing respectfully and with civility, and on communicating boundaries effectively. In short, this course will improve your ability to deal with challenging situations and difficult people.
Like the core quadrants of Daniel Ofman, character strength coaching focuses on core qualities (character strengths). However, character strength coaching focuses on the power of the character strengths and successes rather than on pitfalls, allergies, challenges, and solutions to problems.
Teams can improve their way of working by exploring their strengths using a core qualities exercise in their agile retrospectives. The exercise described in this blog post, which is based on ideas from positive psychology and Solution-Focused, helps teams to become even better in things that they are great at. It enables them to deliver more value to their customers and stakeholders.
Next, the facilitator spreads out the Personal Qualities Cards on the table. The team members are asked to look at the cards and identify core qualities/strengths that they recognize in one or more of their team members.
In the retrospective with the Dutch translation team I asked the team members to identify the strengths that they had recognized in each other while working together. I used a list of core qualities to make it easier for them to recognize and name the strengths.
Sjoerd Kranendonk has translated the list of core qualities into Dutch so that he could use it with his team: Kernkwaliteiten voor Agile Retrospectives. The source files used to create this PDF can be found on github: ScrumFacilitators Core Strengths. Thank you, Sjoerd for sharing this with us!
A good way to explore your core values, is the quality quadrant of Daniel Ofman. I use it for moral values instead of qualities. With this model, you give a context to your values. It helps you to understand yourself and how others react to you. Knowing your values also provides you a guide line to make the right decisions on whom to work with or what way to go in your career.
A core quality is one of your specific strengths. Something you are particularly good at and which others would use to describe you positively, such as decisiveness, consideration, flexibility and so on. The core quadrants approach goes beyond simply identifying your strengths. It encourages you to think about what too much of a good thing might look like and what that means for your interactions with others. It also looks at what qualities you might be lacking and those qualities you find irritating in others and yourself.
The Core Quadrants Model was devised by Daniel Ofman (2002) as a way of identifying your key strengths. The tool encourages you to think about your core qualities from different perspectives. It looks at both the strengths and weaknesses of possessing a particular quality. It is divided into four quadrants:
A core quality is the strength in a person. It is the qualities and abilities you have, when engaging in different situations and activities. These are often natural qualities, that both you and others see as positive sides and define how you see yourself. An example could be, that you see yourself as punctual.
In OPTO we are inspired by the concept of the core quality and call it Profile Strength. In this context it is imperative to highlight, that OPTO measures what people are (core qualities) and not what they are not (pitfalls). We do not address pitfalls in OPTO, as we do not assess them, and it is not the objective with the Big 5 model (McCrae, R. R. & Costa, P. T. Jr., 1999).
Course in Miracles IN SOME CULTURES it is easy to point out to yourself and to others what needs to be improved, what you are doing wrong, how things should be handled differently etc. This is something you learned at your mother's knee. As children coming home from school after your first test you said, full of enthusiasm: "Daddy, look! I only made two mistakes! We did not mention the fact that we had twenty-eight correct answers, because that was not what was counted. You are supposed to make as few errors as possible. That is what you are judged by. No wonder we can immediately say what is wrong with others and ourselves. We have been very well trained in this. In management it is important to consider what is right and going well. This is nothing new. For years, management literature has been written about the importance of showing appreciation for work well-done and giving people a pat on the back now and then. The One Minute Manager1 explains how this can be done in one minute: by making eye contact with each other, touching people, etc. It is remarkable that motivation in such cases is considered as something brought about from outside by the manager. Motivation is nearly always in terms of others, about how to motivate others. Managers are regarded as "motivation machines" that can be taught - or rather programmed in - the best way to achieve this. It is hardly ever about the manager's desire and need for contact with himself and others. According to the new paradigm, managers are particularly responsible for their own motivation and inspiration. They do not primarily try to motivate others, because they know that their best contribution is to get to know and inspire themselves and let themselves be inspired. The more a manager discovers about himself, the better he will be able to understand others and perform his role as coach or "facilitator", because he learned from personal experience what is necessary for further growth and development. His main responsibility is to take care of his own development. Among other things, self-knowledge means that a manager knows his strengths and core qualities. Besides awareness of his positive qualities, he should also have some insight into the distortions of his positive qualities. Learning to recognize qualities as such is not just useful for himself; groups, departments and organizations have core qualities too, and insight into them can be very illuminating. Core Qualities Core qualities are attributes that form part of a person's essence (core); people are steeped in these qualities, which place all their - more or less striking - characteristics in a certain light. A person is "colored" by his or her core qualities. It is their strong point, the characteristic that immediately comes to mind when we think of this person. Examples of core qualities are determination, consideration (for others), precision, courage, receptivity, orderliness, empathy,
flexibility, etc. Core qualities are expressions of the Self that generate inspiration.2 They are not so much characteristics as possibilities that can be "tuned in to." Just as radio sound quality is partly determined by fine-tuning it to the right wavelength, so a manager becomes more inspiring when he is tuned in to his own core qualities. And just as the capacity of the amplifier affects the final sound quality, so, too, does the creative capacity of a manager partly determine the impact he has on his surroundings. Core qualities can be recognized as a person's special qualities, about which they themselves will say: "But everyone can do that!" Everyone cannot and what is more, if the underlying core quality were to be removed, the person would be unrecognizable. That is because all other, less prominent qualities are infused with this core quality. The core quality is always potentially present. It cannot be switched on and off at will, although it can be concealed. The main distinction between qualities and skills is that qualities come from inside and skills are acquired from outside. Skills can be learned; qualities can be developed. The clearer the image we have of our core qualities, the more consciously we can apply them to our work. Someone whose core quality is, for example, perseverance, knows he or she will function particularly well in situations that require staying power, and that he/she will always be able to "hang in there" both at work and at home. Whether this principle will actually be applied in private life is another matter entirely. Training and educational courses can teach managers certain skills that will enable them to function more effectively in different situations. For example, Situational Leadership according to Hersey and Blanchard3 teaches how different situations demand different leadership styles. The following styles are distinguishable: Telling, Selling, Participating and Delegating. This means that the manager must be both flexible and effective in his continuous redefinition of the appropriate leadership style. His flexibility allows him to adapt quickly to changing circumstances, while his effectiveness helps him always to choose the right style. It should be obvious that knowledge of the different leadership styles can be a valuable contribution to quicker insight into the requirements of every situation.
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