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PROFICIENCY IMAGE ORIENTATION 

Proficiency Image Orientation (PRIO) individuals are never quite satisfied, being torn between the drive to achieve results and an intense need to exhaust all possibilities to arrive at the best solution. From this conflict, a high degree of creativity can emerge, especially in people with superior intellectual potential. PRIOs are not satisfied with simply getting things done. They must be done in the best possible manner. The antithetical forces of desire for tangible results against equal striving for perfection lead frequently to a sequence of productive ideas emerging from these individuals who, because of their sensitivity to all possibilities, can foresee future implications.

PRIOs are quality control people. They have high expectations of themselves and of others, and they express disappointment easily. They may not always appreciate others who contribute, because they may not use what PRIOs consider the right way of doing things. They are not particularly concerned about social poise and may project an image of cool aloofness. They tend to resent restrictions placed on them and do not like being forced to rely on others for assistance in bringing a project to completion. They are usually more comfortable in dealing with the technical, operational aspects of a problem rather than the personal management side. As projects become more routine, PRIOs interests may wane. At that time, they may need some support in developing better follow-through.

PERSONALITY CHARACTERISTICS

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INTERPERSONAL STYLE

PROFICIENCY IMAGE ORIENTATION

Potential Strengths and Weaknesses

Potential Strengths

Ambitious   Creative Competitive

Independent  Sensitive  Pace-setting

Skill in verbalizing  Self-confident

Potential Weaknesses

Decision Making

Maybe overly cautious in making big decisions, although small ones are easy.

Maybe indecisive in areas of decision-making that are new to them.

May need assistance in realizing the value of rules and sanctions in an organization, to facilitate making decisions.

Communication

May become sulky when not in the limelight.

May exhibit a superior attitude about others' methods of doing things.

Maybe overcritical of others, but also too sensitive to their criticism.

Control of People

May need a higher degree of appreciation for others' efforts.

May over complete to surpass others in effort and technical performance.

May expect too much expertise in others.

May need to delegate more important tasks.

Maybe too blunt and aloof.

May need to learn better team cooperation, rather than functioning as a creative individual who points out the need for change, but leaves implementation to others.

Control of Time

May tend to work in spurts, resulting in uneven production time.

May prefer to work in their own time frame, rather than conforming to policy.