Tag: Psychology

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    COMPLETE THE WORKSHEET BELOW. I uploaded a screenshot of my test result – ## PSY328ModuleThreeJournalTemplate.docx – ## PSY328ModuleThreeActivityTemplate.docx – ## EBSCO-FullText-07_17_2025.pdf – Screenshot_14-7-2025_182857_openpsychometrics.org.jpeg **## PSY328ModuleThreeJournalTemplate.docx**…

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    COMPLETE THE WORKSHEET BELOW. I uploaded a screenshot of my test result

    – ## PSY328ModuleThreeJournalTemplate.docx

    – ## PSY328ModuleThreeActivityTemplate.docx

    – ## EBSCO-FullText-07_17_2025.pdf

    – Screenshot_14-7-2025_182857_openpsychometrics.org.jpeg

    **## PSY328ModuleThreeJournalTemplate.docx**

    ![SNHU logo](https://www.sweetstudy.com/questions/prof-double-r-20928225)

    ## PSY 328 Module Three Journal Template

    First, complete the
    [Big Five Personality Test](https://openpsychometrics.org/tests/IPIP-BFFM/) and take a screenshot of your results. Next, complete this template by replacing the bracketed text with the relevant information.

    Identify one trait from the Big Five (openness, also known as intellect/imagination; conscientiousness; extraversion; agreeableness; or neuroticism, also known as emotional stability) that
    **promotes effectiveness** in one of the following areas: communication, motivation, or adaptability. You can also speak to an area of your choice. Your response should be 2 to 5 sentences in length. Include the following in your response:

    Where do you see evidence of this trait in your behaviors?

    Explain why you chose your trait and area.

    [Insert text]

    Identify one trait from the Big Five that you would like to
    **improve** and explain why. Your response should be 2 to 5 sentences in length. Consider the following in your response:

    Where do you see evidence of this trait in your behaviors?

    What behavior would you like to see?

    [Insert text]

    Identify one trait from the Big Five that you think helps you cope with
    **challenging situations** and provide an example. Your response should be 2 to 5 sentences in length.

    [Insert text]

    Identify one trait from the Big Five that you think is particularly important for your
    **current or desired profession** and justify your response. Your response should be 2 to 5 sentences in length.

    [Insert text]

    Your textbook describes which personality traits are most important to employers: conscientiousness followed by agreeableness. Provide one reason why these traits would be desirable in an
    **organizational setting** and one reason why they would not. Your response should be 2 to 5 sentences in length.

    [Insert text]

    Describe at least one
    **limitation** of trait theory when it comes to characterizing a person or their behavior. Your response should be 2 to 5 sentences in length.

    Consider topics related to social justice issues, such as gender and atavism.

    [Insert text]

    Considering that the traits are on a continuum, describe the extent to which you think you can
    **change** your traits over time. Your response should be 2 to 5 sentences in length.

    [Insert text]

    1

    ## image1.png

    ## image2.svg

    **## PSY328ModuleThreeActivityTemplate.docx**

    ![SNHU logo](https://www.sweetstudy.com/questions/prof-double-r-20928225)

    ## PSY 328 Module Three Activity Template

    First, read the Shapiro Library article
    [Introverts, Extroverts, and the Complexities of Team Dynamics.](https://search.ebscohost.com/login.aspx?direct=true&custid=shapiro&authtype=athens,ip&db=bsu&AN=118666686&site=eds-live&scope=site) Next, complete this template by replacing the bracketed text with the relevant information.

    Describe examples of
    **observable** **behaviors**(e.g., communication or working styles) of introverts and extroverts in a workplace or school setting. Your response should be 3 to 5 sentences in length. Include the following in your response:

    Do you think people can exhibit both introverted and extroverted traits, depending on the situation? Justify your response.

    [Insert text]

    Describe the benefits
    of having introverted or extroverted
    **managers or teachers**. Your response should be 3 to 5 sentences in length. Include the following in your response:

    Be sure to list a benefit of having an introverted manager and a benefit of having an extroverted manager.

    Consider how you would approach building a relationship with a manager or teacher that exhibits different extroversion traits than you do.

    [Insert text]

    Describe the benefits of having introverted or extroverted
    **team members**. Your response should be 3 to 5 sentences in length. Include the following in your response:

    Be sure to list a benefit of having an introverted team member and a benefit of having an extroverted team member.

    Consider how you would approach building a relationship with a team member that exhibits different extroversion traits than you do.

    [Insert text]

    Describe how a manager or teacher might engage both introverted and extroverted individuals and
    **motivate** them on the team or in the classroom. Justify your response. Your response should be 3 to 5 sentences in length.

    [Insert text]

    Describe a benefit of using
    **emotional intelligence skills** in the workplace or classroom. Your response should be 3 to 5 sentences in length. Consider the following in your response:

    When would you need to use these skills and why?

    How do they empower you to navigate stressful situations?

    How do these skills influence your mindset?

    [Insert text]

    Explain how an
    **increased awareness** of the introversion and extroversion of yourself and others helps you be more effective in the workplace or school setting. Your response should be 3 to 5 sentences in length.

    [Insert text]

    1

    ## image1.png

    ## image2.svg

    **## EBSCO-FullText-07_17_2025.pdf**

    MANAGING PEOPLE

    Introverts, Extroverts, and
    the Complexities of Team
    Dynamics
    by Francesca Gino
    MARCH 16, 2015

    Let’s start with a short personality test. For each of the following dimensions, indicate the extent to
    which each of the following words describes you, with a 5 indicating “very much so” and a 1
    indicating “not at all”: assertive, talkative, bold, not reserved, and energetic. Now sum up your
    scores. What’s the total?

    2COPYRIGHT © 2015 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED.

    If you scored under 10 points, you are likely to have an introverted personality rather than an
    extroverted one. If that is the case, you are certainly not alone. Studies find that introverts make up
    one-third to one-half of the population. Yet most workplaces are set up exclusively with extroverts in
    mind, a fact that becomes clear when you look at traits associated with the two personality types.

    Extroverts gravitate toward groups and constant action, and they tend to think out loud. They are
    energized and recharged by external stimuli, such as personal interactions, social gatherings, and
    shared ideas. Being around other people gives them energy. In contrast, introverts typically dislike
    noise, interruptions, and big group settings. They instead tend to prefer quiet solitude, time to think
    before speaking (or acting), and building relationships and trust one-on-one. Introverts recharge with
    reflection, deep dives into their inner landscape to research ideas, and focus deeply on work.

    What do these tendencies mean for the ability of extroverts and introverts to succeed in team
    settings, where they must interact and sometimes lead others? My research suggests that the answer
    depends on the types of team members being led.

    Team leaders who are extroverted can be highly effective leaders when the members of their team
    are dutiful followers looking for guidance from above. Extroverts bring the vision, assertiveness,
    energy, and networks necessary to give them direction.

    By contrast, when team members are proactive — and take the initiative to introduce changes,
    champion new visions, and promote better strategies — it is introverted leaders who have the
    advantage. Extroverted leaders are more likely to feel threatened, I’ve found. When employees
    champion new visions, strategies, and work processes, they often steal the spotlight, challenging
    leaders’ dominance, authority, and status. As a result, extroverted leaders tend to be less receptive:
    They shoot down suggestions and discourage employees from contributing. By comparison, an
    introverted leader might be comfortable listening and carefully considering suggestions from below.
    This finding is consistent with a wealth of research on what is known as dominance complementarity:
    the tendency of groups to be more cohesive and effective when they have a balance of dominant and
    submissive members.

    The intuition here is that extroverted leadership may drive higher performance when employees are
    passive but lower performance when employees are proactive. To test this idea, my colleagues Adam
    Grant of Wharton, Dave Hofmann of the University of North Carolina at Chapel Hill, and I studied a
    U.S. pizza-delivery chain. Since the stores in the chain were highly similar, they offered a natural
    opportunity to track whether their success varied as a function of extroverted leadership and
    employee proactivity.

    With the goal of isolating the influence of extroverted leadership, we compared the profitability of 57
    different stores. We assessed each store leader’s levels of extraversion — how assertive, talkative,
    bold, and energetic he or she was. In addition, an average of six to seven employees per store
    completed surveys about how proactive their store was as a group: to what extent did they voice

    3COPYRIGHT © 2015 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED.

    suggestions for improvement, attempt to influence the store’s strategy, and create better work
    processes?

    Then, for the following seven weeks, we tracked each store’s profits. We statistically adjusted for
    factors beyond the leader’s control, such as the average price of pizza orders and the total number of
    employee labor hours. We found that extroverted leadership was linked to significantly higher store
    profits when employees were passive but significantly lower store profits when employees were
    proactive. In stores with passive employees, those led by extroverts achieved 16% higher profits than
    those led by introverts. However, in stores with proactive employees, those led by extroverts
    achieved 14% lower profits. As expected, extroverted leadership was an advantage with passive
    groups, but a disadvantage with proactive groups.

    These results suggest that introverts can use their strengths to bring out the best in others. Yet
    introverts’ strengths are often locked up because of the way work is structured. Take meetings. In a
    culture where the typical meeting resembles a competition for loudest and most talkative, where the
    workspace is open and desks are practically touching, and where high levels of confidence, charisma,
    and sociability are the gold standard, introverts often feel they have to adjust who they are to “pass.”
    But they do so at a price, one that has ramifications for the company as well.

    How can you get the best from deep, quiet team members during meetings? A look at practices used
    in some organizations points to an answer. At Amazon, every meeting begins in total silence. Before
    any conversation can occur, everyone must quietly read a six-page memo about the meeting’s
    agenda for 20 to 30 minutes. Amazon CEO Jeff Bezos instituted this process after recognizing that
    employees rarely read meeting materials sent in advance. Reading together focuses everyone’s
    attention on the issues at hand.

    The real magic happens before the meeting ever starts, when the author is writing one of these six-
    page memos, which are called “narratives.” The memos must tell a story: They have a conflict to
    resolve and should conclude with solutions, innovation, and happy customers — a structure that
    provides the meeting with direction. Writing forces memo authors to reason through what they want
    to present, spend time puzzling through tough questions, and formulate clear, if not persuasive,
    arguments. It’s no surprise that Bezos also banned PowerPoint presentations in meetings, thus doing
    away with simplistic and fuzzy bullet-point logic.

    The type of clear thinking that these structured memos require also serves the purpose of leveling the
    playing field for team members who differ in their level of introversion and extroversion. The
    imposition of writing as a medium turns self-discipline and personal reflection into effective
    meetings and participative decision making. After devoting time to reading, the group can then focus
    on engaging in a valuable discourse: reaching shared understandings, digging deeper into data and
    insights, and perhaps most importantly, having a meaningful debate. The process gives introverted
    team members the time they need to formulate their thoughts and, for some, build up the courage to

    4COPYRIGHT © 2015 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED.

    share them with the rest of the team. It also encourages the extroverted to listen, reflect, and become
    more open to the perspectives of their more silent peers.

    Thinking more carefully about how to structure meetings can be very helpful to make sure they
    produce good outcomes. And it can also assure management can get the best out of the introverted
    members, in addition to the more extroverted ones.

    Francesca Gino is a professor at Harvard Business School, a faculty affiliate of the Behavioral Insights Group at Harvard
    Kennedy School, and the author of Sidetracked: Why Our Decisions Get Derailed, and How We Can Stick to the Plan
    (Harvard Business Review Press, 2013). She cochairs an HBS executive education program on applying behavioral
    economics to organizational problems. Twitter: @francescagino.

    5COPYRIGHT © 2015 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED.

    [https://hbr.org/2012/07/the-power-of-the-introvert-in/](https://hbr.org/2012/07/the-power-of-the-introvert-in/)

    [https://hbr.org/2012/07/the-power-of-the-introvert-in/](https://hbr.org/2012/07/the-power-of-the-introvert-in/)

    [http://www.amazon.com/Sidetracked-Decisions-Derailed-Stick-Plan/dp/1422142698](http://www.amazon.com/Sidetracked-Decisions-Derailed-Stick-Plan/dp/1422142698)

    [https://twitter.com/francescagino](https://twitter.com/francescagino)

    Copyright 2015 Harvard Business Publishing. All Rights Reserved. Additional restrictions
    may apply including the use of this content as assigned course material. Please consult your
    institution's librarian about any restrictions that might apply under the license with your
    institution. For more information and teaching resources from Harvard Business Publishing
    including Harvard Business School Cases, eLearning products, and business simulations
    please visit hbsp.harvard.edu.

    **Screenshot_14-7-2025_182857_openpsychometrics.org.jpeg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/screenshot-14-7-2025-182857-openpsychometrics-org-jpeg)

    **Screenshot_14-7-2025_182857_openpsychometrics.org.jpeg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/screenshot-14-7-2025-182857-openpsychometrics-org-jpeg)

    **## PSY328ModuleThreeJournalTemplate.docx**

    ![SNHU logo](https://www.sweetstudy.com/questions/prof-double-r-20928225)

    ## PSY 328 Module Three Journal Template

    First, complete the
    [Big Five Personality Test](https://openpsychometrics.org/tests/IPIP-BFFM/) and take a screenshot of your results. Next, complete this template by replacing the bracketed text with the relevant information.

    Identify one trait from the Big Five (openness, also known as intellect/imagination; conscientiousness; extraversion; agreeableness; or neuroticism, also known as emotional stability) that
    **promotes effectiveness** in one of the following areas: communication, motivation, or adaptability. You can also speak to an area of your choice. Your response should be 2 to 5 sentences in length. Include the following in your response:

    Where do you see evidence of this trait in your behaviors?

    Explain why you chose your trait and area.

    [Insert text]

    Identify one trait from the Big Five that you would like to
    **improve** and explain why. Your response should be 2 to 5 sentences in length. Consider the following in your response:

    Where do you see evidence of this trait in your behaviors?

    What behavior would you like to see?

    [Insert text]

    Identify one trait from the Big Five that you think helps you cope with
    **challenging situations** and provide an example. Your response should be 2 to 5 sentences in length.

    [Insert text]

    Identify one trait from the Big Five that you think is particularly important for your
    **current or desired profession** and justify your response. Your response should be 2 to 5 sentences in length.

    [Insert text]

    Your textbook describes which personality traits are most important to employers: conscientiousness followed by agreeableness. Provide one reason why these traits would be desirable in an
    **organizational setting** and one reason why they would not. Your response should be 2 to 5 sentences in length.

    [Insert text]

    Describe at least one
    **limitation** of trait theory when it comes to characterizing a person or their behavior. Your response should be 2 to 5 sentences in length.

    Consider topics related to social justice issues, such as gender and atavism.

    [Insert text]

    Considering that the traits are on a continuum, describe the extent to which you think you can
    **change** your traits over time. Your response should be 2 to 5 sentences in length.

    [Insert text]

    1

    ## image1.png

    ## image2.svg

    **## PSY328ModuleThreeActivityTemplate.docx**

    ![SNHU logo](https://www.sweetstudy.com/questions/prof-double-r-20928225)

    ## PSY 328 Module Three Activity Template

    First, read the Shapiro Library article
    [Introverts, Extroverts, and the Complexities of Team Dynamics.](https://search.ebscohost.com/login.aspx?direct=true&custid=shapiro&authtype=athens,ip&db=bsu&AN=118666686&site=eds-live&scope=site) Next, complete this template by replacing the bracketed text with the relevant information.

    Describe examples of
    **observable** **behaviors**(e.g., communication or working styles) of introverts and extroverts in a workplace or school setting. Your response should be 3 to 5 sentences in length. Include the following in your response:

    Do you think people can exhibit both introverted and extroverted traits, depending on the situation? Justify your response.

    [Insert text]

    Describe the benefits
    of having introverted or extroverted
    **managers or teachers**. Your response should be 3 to 5 sentences in length. Include the following in your response:

    Be sure to list a benefit of having an introverted manager and a benefit of having an extroverted manager.

    Consider how you would approach building a relationship with a manager or teacher that exhibits different extroversion traits than you do.

    [Insert text]

    Describe the benefits of having introverted or extroverted
    **team members**. Your response should be 3 to 5 sentences in length. Include the following in your response:

    Be sure to list a benefit of having an introverted team member and a benefit of having an extroverted team member.

    Consider how you would approach building a relationship with a team member that exhibits different extroversion traits than you do.

    [Insert text]

    Describe how a manager or teacher might engage both introverted and extroverted individuals and
    **motivate** them on the team or in the classroom. Justify your response. Your response should be 3 to 5 sentences in length.

    [Insert text]

    Describe a benefit of using
    **emotional intelligence skills** in the workplace or classroom. Your response should be 3 to 5 sentences in length. Consider the following in your response:

    When would you need to use these skills and why?

    How do they empower you to navigate stressful situations?

    How do these skills influence your mindset?

    [Insert text]

    Explain how an
    **increased awareness** of the introversion and extroversion of yourself and others helps you be more effective in the workplace or school setting. Your response should be 3 to 5 sentences in length.

    [Insert text]

    1

    ## image1.png

    ## image2.svg

    **## EBSCO-FullText-07_17_2025.pdf**

    MANAGING PEOPLE

    Introverts, Extroverts, and
    the Complexities of Team
    Dynamics
    by Francesca Gino
    MARCH 16, 2015

    Let’s start with a short personality test. For each of the following dimensions, indicate the extent to
    which each of the following words describes you, with a 5 indicating “very much so” and a 1
    indicating “not at all”: assertive, talkative, bold, not reserved, and energetic. Now sum up your
    scores. What’s the total?

    2COPYRIGHT © 2015 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED.

    If you scored under 10 points, you are likely to have an introverted personality rather than an
    extroverted one. If that is the case, you are certainly not alone. Studies find that introverts make up
    one-third to one-half of the population. Yet most workplaces are set up exclusively with extroverts in
    mind, a fact that becomes clear when you look at traits associated with the two personality types.

    Extroverts gravitate toward groups and constant action, and they tend to think out loud. They are
    energized and recharged by external stimuli, such as personal interactions, social gatherings, and
    shared ideas. Being around other people gives them energy. In contrast, introverts typically dislike
    noise, interruptions, and big group settings. They instead tend to prefer quiet solitude, time to think
    before speaking (or acting), and building relationships and trust one-on-one. Introverts recharge with
    reflection, deep dives into their inner landscape to research ideas, and focus deeply on work.

    What do these tendencies mean for the ability of extroverts and introverts to succeed in team
    settings, where they must interact and sometimes lead others? My research suggests that the answer
    depends on the types of team members being led.

    Team leaders who are extroverted can be highly effective leaders when the members of their team
    are dutiful followers looking for guidance from above. Extroverts bring the vision, assertiveness,
    energy, and networks necessary to give them direction.

    By contrast, when team members are proactive — and take the initiative to introduce changes,
    champion new visions, and promote better strategies — it is introverted leaders who have the
    advantage. Extroverted leaders are more likely to feel threatened, I’ve found. When employees
    champion new visions, strategies, and work processes, they often steal the spotlight, challenging
    leaders’ dominance, authority, and status. As a result, extroverted leaders tend to be less receptive:
    They shoot down suggestions and discourage employees from contributing. By comparison, an
    introverted leader might be comfortable listening and carefully considering suggestions from below.
    This finding is consistent with a wealth of research on what is known as dominance complementarity:
    the tendency of groups to be more cohesive and effective when they have a balance of dominant and
    submissive members.

    The intuition here is that extroverted leadership may drive higher performance when employees are
    passive but lower performance when employees are proactive. To test this idea, my colleagues Adam
    Grant of Wharton, Dave Hofmann of the University of North Carolina at Chapel Hill, and I studied a
    U.S. pizza-delivery chain. Since the stores in the chain were highly similar, they offered a natural
    opportunity to track whether their success varied as a function of extroverted leadership and
    employee proactivity.

    With the goal of isolating the influence of extroverted leadership, we compared the profitability of 57
    different stores. We assessed each store leader’s levels of extraversion — how assertive, talkative,
    bold, and energetic he or she was. In addition, an average of six to seven employees per store
    completed surveys about how proactive their store was as a group: to what extent did they voice

    3COPYRIGHT © 2015 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED.

    suggestions for improvement, attempt to influence the store’s strategy, and create better work
    processes?

    Then, for the following seven weeks, we tracked each store’s profits. We statistically adjusted for
    factors beyond the leader’s control, such as the average price of pizza orders and the total number of
    employee labor hours. We found that extroverted leadership was linked to significantly higher store
    profits when employees were passive but significantly lower store profits when employees were
    proactive. In stores with passive employees, those led by extroverts achieved 16% higher profits than
    those led by introverts. However, in stores with proactive employees, those led by extroverts
    achieved 14% lower profits. As expected, extroverted leadership was an advantage with passive
    groups, but a disadvantage with proactive groups.

    These results suggest that introverts can use their strengths to bring out the best in others. Yet
    introverts’ strengths are often locked up because of the way work is structured. Take meetings. In a
    culture where the typical meeting resembles a competition for loudest and most talkative, where the
    workspace is open and desks are practically touching, and where high levels of confidence, charisma,
    and sociability are the gold standard, introverts often feel they have to adjust who they are to “pass.”
    But they do so at a price, one that has ramifications for the company as well.

    How can you get the best from deep, quiet team members during meetings? A look at practices used
    in some organizations points to an answer. At Amazon, every meeting begins in total silence. Before
    any conversation can occur, everyone must quietly read a six-page memo about the meeting’s
    agenda for 20 to 30 minutes. Amazon CEO Jeff Bezos instituted this process after recognizing that
    employees rarely read meeting materials sent in advance. Reading together focuses everyone’s
    attention on the issues at hand.

    The real magic happens before the meeting ever starts, when the author is writing one of these six-
    page memos, which are called “narratives.” The memos must tell a story: They have a conflict to
    resolve and should conclude with solutions, innovation, and happy customers — a structure that
    provides the meeting with direction. Writing forces memo authors to reason through what they want
    to present, spend time puzzling through tough questions, and formulate clear, if not persuasive,
    arguments. It’s no surprise that Bezos also banned PowerPoint presentations in meetings, thus doing
    away with simplistic and fuzzy bullet-point logic.

    The type of clear thinking that these structured memos require also serves the purpose of leveling the
    playing field for team members who differ in their level of introversion and extroversion. The
    imposition of writing as a medium turns self-discipline and personal reflection into effective
    meetings and participative decision making. After devoting time to reading, the group can then focus
    on engaging in a valuable discourse: reaching shared understandings, digging deeper into data and
    insights, and perhaps most importantly, having a meaningful debate. The process gives introverted
    team members the time they need to formulate their thoughts and, for some, build up the courage to

    4COPYRIGHT © 2015 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED.

    share them with the rest of the team. It also encourages the extroverted to listen, reflect, and become
    more open to the perspectives of their more silent peers.

    Thinking more carefully about how to structure meetings can be very helpful to make sure they
    produce good outcomes. And it can also assure management can get the best out of the introverted
    members, in addition to the more extroverted ones.

    Francesca Gino is a professor at Harvard Business School, a faculty affiliate of the Behavioral Insights Group at Harvard
    Kennedy School, and the author of Sidetracked: Why Our Decisions Get Derailed, and How We Can Stick to the Plan
    (Harvard Business Review Press, 2013). She cochairs an HBS executive education program on applying behavioral
    economics to organizational problems. Twitter: @francescagino.

    5COPYRIGHT © 2015 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED.

    [https://hbr.org/2012/07/the-power-of-the-introvert-in/](https://hbr.org/2012/07/the-power-of-the-introvert-in/)

    [https://hbr.org/2012/07/the-power-of-the-introvert-in/](https://hbr.org/2012/07/the-power-of-the-introvert-in/)

    [http://www.amazon.com/Sidetracked-Decisions-Derailed-Stick-Plan/dp/1422142698](http://www.amazon.com/Sidetracked-Decisions-Derailed-Stick-Plan/dp/1422142698)

    [https://twitter.com/francescagino](https://twitter.com/francescagino)

    Copyright 2015 Harvard Business Publishing. All Rights Reserved. Additional restrictions
    may apply including the use of this content as assigned course material. Please consult your
    institution's librarian about any restrictions that might apply under the license with your
    institution. For more information and teaching resources from Harvard Business Publishing
    including Harvard Business School Cases, eLearning products, and business simulations
    please visit hbsp.harvard.edu.

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    **## PSY328ModuleThreeJournalTemplate.docx**

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    ## PSY 328 Module Three Journal Template

    First, complete the
    [Big Five Personality Test](https://openpsychometrics.org/tests/IPIP-BFFM/) and take a screenshot of your results. Next, complete this template by replacing the bracketed text with the relevant information.

    Identify one trait from the Big Five (openness, also known as intellect/imagination; conscientiousness; extraversion; agreeableness; or neuroticism, also known as emotional stability) that
    **promotes effectiveness** in one of the following areas: communication, motivation, or adaptability. You can also speak to an area of your choice. Your response should be 2 to 5 sentences in length. Include the following in your response:

    Where do you see evidence of this trait in your behaviors?

    Explain why you chose your trait and area.

    [Insert text]

    Identify one trait from the Big Five that you would like to
    **improve** and explain why. Your response should be 2 to 5 sentences in length. Consider the following in your response:

    Where do you see evidence of this trait in your behaviors?

    What behavior would you like to see?

    [Insert text]

    Identify one trait from the Big Five that you think helps you cope with
    **challenging situations** and provide an example. Your response should be 2 to 5 sentences in length.

    [Insert text]

    Identify one trait from the Big Five that you think is particularly important for your
    **current or desired profession** and justify your response. Your response should be 2 to 5 sentences in length.

    [Insert text]

    Your textbook describes which personality traits are most important to employers: conscientiousness followed by agreeableness. Provide one reason why these traits would be desirable in an
    **organizational setting** and one reason why they would not. Your response should be 2 to 5 sentences in length.

    [Insert text]

    Describe at least one
    **limitation** of trait theory when it comes to characterizing a person or their behavior. Your response should be 2 to 5 sentences in length.

    Consider topics related to social justice issues, such as gender and atavism.

    [Insert text]

    Considering that the traits are on a continuum, describe the extent to which you think you can
    **change** your traits over time. Your response should be 2 to 5 sentences in length.

    [Insert text]

    1

    ## image1.png

    ## image2.svg

    **## PSY328ModuleThreeActivityTemplate.docx**

    ![SNHU logo](https://www.sweetstudy.com/questions/prof-double-r-20928225)

    ## PSY 328 Module Three Activity Template

    First, read the Shapiro Library article
    [Introverts, Extroverts, and the Complexities of Team Dynamics.](https://search.ebscohost.com/login.aspx?direct=true&custid=shapiro&authtype=athens,ip&db=bsu&AN=118666686&site=eds-live&scope=site) Next, complete this template by replacing the bracketed text with the relevant information.

    Describe examples of
    **observable** **behaviors**(e.g., communication or working styles) of introverts and extroverts in a workplace or school setting. Your response should be 3 to 5 sentences in length. Include the following in your response:

    Do you think people can exhibit both introverted and extroverted traits, depending on the situation? Justify your response.

    [Insert text]

    Describe the benefits
    of having introverted or extroverted
    **managers or teachers**. Your response should be 3 to 5 sentences in length. Include the following in your response:

    Be sure to list a benefit of having an introverted manager and a benefit of having an extroverted manager.

    Consider how you would approach building a relationship with a manager or teacher that exhibits different extroversion traits than you do.

    [Insert text]

    Describe the benefits of having introverted or extroverted
    **team members**. Your response should be 3 to 5 sentences in length. Include the following in your response:

    Be sure to list a benefit of having an introverted team member and a benefit of having an extroverted team member.

    Consider how you would approach building a relationship with a team member that exhibits different extroversion traits than you do.

    [Insert text]

    Describe how a manager or teacher might engage both introverted and extroverted individuals and
    **motivate** them on the team or in the classroom. Justify your response. Your response should be 3 to 5 sentences in length.

    [Insert text]

    Describe a benefit of using
    **emotional intelligence skills** in the workplace or classroom. Your response should be 3 to 5 sentences in length. Consider the following in your response:

    When would you need to use these skills and why?

    How do they empower you to navigate stressful situations?

    How do these skills influence your mindset?

    [Insert text]

    Explain how an
    **increased awareness** of the introversion and extroversion of yourself and others helps you be more effective in the workplace or school setting. Your response should be 3 to 5 sentences in length.

    [Insert text]

    1

    ## image1.png

    ## image2.svg

    **## EBSCO-FullText-07_17_2025.pdf**

    MANAGING PEOPLE

    Introverts, Extroverts, and
    the Complexities of Team
    Dynamics
    by Francesca Gino
    MARCH 16, 2015

    Let’s start with a short personality test. For each of the following dimensions, indicate the extent to
    which each of the following words describes you, with a 5 indicating “very much so” and a 1
    indicating “not at all”: assertive, talkative, bold, not reserved, and energetic. Now sum up your
    scores. What’s the total?

    2COPYRIGHT © 2015 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED.

    If you scored under 10 points, you are likely to have an introverted personality rather than an
    extroverted one. If that is the case, you are certainly not alone. Studies find that introverts make up
    one-third to one-half of the population. Yet most workplaces are set up exclusively with extroverts in
    mind, a fact that becomes clear when you look at traits associated with the two personality types.

    Extroverts gravitate toward groups and constant action, and they tend to think out loud. They are
    energized and recharged by external stimuli, such as personal interactions, social gatherings, and
    shared ideas. Being around other people gives them energy. In contrast, introverts typically dislike
    noise, interruptions, and big group settings. They instead tend to prefer quiet solitude, time to think
    before speaking (or acting), and building relationships and trust one-on-one. Introverts recharge with
    reflection, deep dives into their inner landscape to research ideas, and focus deeply on work.

    What do these tendencies mean for the ability of extroverts and introverts to succeed in team
    settings, where they must interact and sometimes lead others? My research suggests that the answer
    depends on the types of team members being led.

    Team leaders who are extroverted can be highly effective leaders when the members of their team
    are dutiful followers looking for guidance from above. Extroverts bring the vision, assertiveness,
    energy, and networks necessary to give them direction.

    By contrast, when team members are proactive — and take the initiative to introduce changes,
    champion new visions, and promote better strategies — it is introverted leaders who have the
    advantage. Extroverted leaders are more likely to feel threatened, I’ve found. When employees
    champion new visions, strategies, and work processes, they often steal the spotlight, challenging
    leaders’ dominance, authority, and status. As a result, extroverted leaders tend to be less receptive:
    They shoot down suggestions and discourage employees from contributing. By comparison, an
    introverted leader might be comfortable listening and carefully considering suggestions from below.
    This finding is consistent with a wealth of research on what is known as dominance complementarity:
    the tendency of groups to be more cohesive and effective when they have a balance of dominant and
    submissive members.

    The intuition here is that extroverted leadership may drive higher performance when employees are
    passive but lower performance when employees are proactive. To test this idea, my colleagues Adam
    Grant of Wharton, Dave Hofmann of the University of North Carolina at Chapel Hill, and I studied a
    U.S. pizza-delivery chain. Since the stores in the chain were highly similar, they offered a natural
    opportunity to track whether their success varied as a function of extroverted leadership and
    employee proactivity.

    With the goal of isolating the influence of extroverted leadership, we compared the profitability of 57
    different stores. We assessed each store leader’s levels of extraversion — how assertive, talkative,
    bold, and energetic he or she was. In addition, an average of six to seven employees per store
    completed surveys about how proactive their store was as a group: to what extent did they voice

    3COPYRIGHT © 2015 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED.

    suggestions for improvement, attempt to influence the store’s strategy, and create better work
    processes?

    Then, for the following seven weeks, we tracked each store’s profits. We statistically adjusted for
    factors beyond the leader’s control, such as the average price of pizza orders and the total number of
    employee labor hours. We found that extroverted leadership was linked to significantly higher store
    profits when employees were passive but significantly lower store profits when employees were
    proactive. In stores with passive employees, those led by extroverts achieved 16% higher profits than
    those led by introverts. However, in stores with proactive employees, those led by extroverts
    achieved 14% lower profits. As expected, extroverted leadership was an advantage with passive
    groups, but a disadvantage with proactive groups.

    These results suggest that introverts can use their strengths to bring out the best in others. Yet
    introverts’ strengths are often locked up because of the way work is structured. Take meetings. In a
    culture where the typical meeting resembles a competition for loudest and most talkative, where the
    workspace is open and desks are practically touching, and where high levels of confidence, charisma,
    and sociability are the gold standard, introverts often feel they have to adjust who they are to “pass.”
    But they do so at a price, one that has ramifications for the company as well.

    How can you get the best from deep, quiet team members during meetings? A look at practices used
    in some organizations points to an answer. At Amazon, every meeting begins in total silence. Before
    any conversation can occur, everyone must quietly read a six-page memo about the meeting’s
    agenda for 20 to 30 minutes. Amazon CEO Jeff Bezos instituted this process after recognizing that
    employees rarely read meeting materials sent in advance. Reading together focuses everyone’s
    attention on the issues at hand.

    The real magic happens before the meeting ever starts, when the author is writing one of these six-
    page memos, which are called “narratives.” The memos must tell a story: They have a conflict to
    resolve and should conclude with solutions, innovation, and happy customers — a structure that
    provides the meeting with direction. Writing forces memo authors to reason through what they want
    to present, spend time puzzling through tough questions, and formulate clear, if not persuasive,
    arguments. It’s no surprise that Bezos also banned PowerPoint presentations in meetings, thus doing
    away with simplistic and fuzzy bullet-point logic.

    The type of clear thinking that these structured memos require also serves the purpose of leveling the
    playing field for team members who differ in their level of introversion and extroversion. The
    imposition of writing as a medium turns self-discipline and personal reflection into effective
    meetings and participative decision making. After devoting time to reading, the group can then focus
    on engaging in a valuable discourse: reaching shared understandings, digging deeper into data and
    insights, and perhaps most importantly, having a meaningful debate. The process gives introverted
    team members the time they need to formulate their thoughts and, for some, build up the courage to

    4COPYRIGHT © 2015 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED.

    share them with the rest of the team. It also encourages the extroverted to listen, reflect, and become
    more open to the perspectives of their more silent peers.

    Thinking more carefully about how to structure meetings can be very helpful to make sure they
    produce good outcomes. And it can also assure management can get the best out of the introverted
    members, in addition to the more extroverted ones.

    Francesca Gino is a professor at Harvard Business School, a faculty affiliate of the Behavioral Insights Group at Harvard
    Kennedy School, and the author of Sidetracked: Why Our Decisions Get Derailed, and How We Can Stick to the Plan
    (Harvard Business Review Press, 2013). She cochairs an HBS executive education program on applying behavioral
    economics to organizational problems. Twitter: @francescagino.

    5COPYRIGHT © 2015 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED.

    [https://hbr.org/2012/07/the-power-of-the-introvert-in/](https://hbr.org/2012/07/the-power-of-the-introvert-in/)

    [https://hbr.org/2012/07/the-power-of-the-introvert-in/](https://hbr.org/2012/07/the-power-of-the-introvert-in/)

    [http://www.amazon.com/Sidetracked-Decisions-Derailed-Stick-Plan/dp/1422142698](http://www.amazon.com/Sidetracked-Decisions-Derailed-Stick-Plan/dp/1422142698)

    [https://twitter.com/francescagino](https://twitter.com/francescagino)

    Copyright 2015 Harvard Business Publishing. All Rights Reserved. Additional restrictions
    may apply including the use of this content as assigned course material. Please consult your
    institution's librarian about any restrictions that might apply under the license with your
    institution. For more information and teaching resources from Harvard Business Publishing
    including Harvard Business School Cases, eLearning products, and business simulations
    please visit hbsp.harvard.edu.

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    **## ArticleReviewInstructions.doc**

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    Consider the following scenarios: **Scenario 1**: A physician on staff tells you about a study that they are doing on their patients. They hope to have the study published and to receive a grant to expand their research. They offer to hire you to help them with the data collection during your off ho…

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    Consider the following scenarios:
    **Scenario 1**: A physician on staff tells you about a study that they are doing on their patients. They hope to have the study published and to receive a grant to expand their research. They offer to hire you to help them with the data collection during your off hours. You accept and begin helping them by collecting data. When you access the file the next day, you notice they have removed several patients from the study. You suspect that the patients were removed intentionally, but you cannot be certain. You put your suspicions aside and proceed with your work by adding more patients to the database. A few days later, you see that more patients have been removed from the database. When you investigate, you discover that the patients who were removed had worse outcomes relative to the study group. This is a problem and may prevent grant money from being rewarded for this project.
    **Scenario 2**: You are traveling with your work laptop to a conference and leave it for five minutes at the airport terminal as you go to the bathroom. You asked your colleague to keep an eye on it, but when you return, your colleague has boarded the plane and taken your belongings. As you look through, you realize your laptop is missing. When you confront your colleague, she says it was just there a moment ago and she is certain she brought it on board with her. Your laptop contains secure information regarding your organization and has remote access to your clinical information system. The policy at your organization for a data breach is to call tech support immediately and report the breach. You think it may just be misplaced and begin looking.
    Choose one of the scenarios above and answer the following:
    – What challenges are present in the scenario, and what are some steps that can be taken to address them?
    – What is the relationship between ethics and policy? Do they always match up with one another?
    – What happens when individual ethics do not align with organizational policy?
    Support your answer with relevant resources.

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    The Final Project is a stepwise process, and its goal is to leave you well-prepared by the end of this course to execute on your qualitative research study plan. In Week 8, you will complete Step III of the Final Project. For Step III of the Final Project, you will do the following: – Conduct the in…

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    The Final Project is a stepwise process, and its goal is to leave you well-prepared by the end of this course to execute on your qualitative research study plan.
    In Week 8, you will complete Step III of the Final Project. For Step III of the Final Project, you will do the following:
    – Conduct the interviews
    – Take notes during the interviews
    – Debrief in your workshop thread your reflections on the two interviews
    Complete both interviews and complete your audit trail notes.
    Confirm with your classmate who will be conducting your peer debriefing.

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    – If you are collecting phone or face-to-face interviews, the audio recorder is the most important tool for ensuring accuracy in capturing the interview. In addition, you may or may not want to take notes during the interview. – If you are conducting e-mail interviews, format your document using the…

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    – If you are collecting phone or face-to-face interviews, the audio recorder is the most important tool for ensuring accuracy in capturing the interview. In addition, you may or may not want to take notes during the interview.
    – If you are conducting e-mail interviews, format your document using the following guidelines:
    – The questions are clearly numbered.
    – The language is clear.
    – The entire protocol is included.
    – Include a way to reach you (e-mail or phone) should the participant have questions.
    – Remember to take notes for your audit trail of your prep work for the interview. As soon as possible, write down everything going through your head when the interview is concluded.
    Reach out to one of your classmates to serve as your peer-debriefing partner. Then, describe your recruitment experience, including responses to the following:
    – How hard was it to find people to interview?
    – Which interview format was used: e-mail or other electronic media (social media, text apps), in person, or by phone (including Skype, FaceTime, and WhatsApp)?
    – Was this your preference? What was the process of setting the appointment and working out the format?
    – What did you do to make the interview process go smoothly?
    Provide your debriefing partner with your interview audio (if possible) or the transcript. Listen to your partner’s audio or read the transcript, and provide to your partner’s Workshop space feedback on the quality of the interview.

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    **Post** your response to the following: – How will you decide on an appropriate theoretical framework for your study? What questions might you ask to ensure the best foundation for answering your research question? **Note:** Your posts should be substantial (500 words minimum), supported with schol…

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    **Post** your response to the following:
    – How will you decide on an appropriate theoretical framework for your study? What questions might you ask to ensure the best foundation for answering your research question?
    **Note:** Your posts should be substantial (500 words minimum), supported with scholarly evidence from your research and/or the Learning Resources, and properly cited using APA style.

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    **Respond to** at least **two** of your colleagues’ posts (on different days). In each case, expand on your colleague’s posting by offering a new perspective or insight or offering additional (new) supporting information for consideration. **Note:** Your responses to colleagues should be substantial…

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    **Respond to** at least **two** of your colleagues’ posts (on different days). In each case, expand on your colleague’s posting by offering a new perspective or insight or offering additional (new) supporting information for consideration.
    **Note:** Your responses to colleagues should be substantial (250 words minimum), supported with scholarly evidence from your research and/or the Learning Resources, and properly cited using APA style. Your responses should enrich the initial post by supporting and/or adding a fresh viewpoint and be constructive, enhancing the learning experience for all students.

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    **To prepare:** – Review the theoretical frameworks resources. **Assignment:** 1- or 2-page paper, not including title page or references page(s) – Create an Overview of Relevant Theories document that contains the following information: – Identify the theoretical framework in each article in your a…

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    **To prepare:**
    – Review the theoretical frameworks resources.
    **Assignment:** 1- or 2-page paper, not including title page or references page(s)
    – Create an Overview of Relevant Theories document that contains the following information:
    – Identify the theoretical framework in each article in your annotated bibliography. If not noted there, return to the article and see if a theory is noted.
    – Write a brief description of each theory.
    – Select **one** theoretical framework from your list that you might use for your research study and write a 1-page description of it. Include who developed it, the main concepts or constructs, and cite two or three studies where it has been used in similar studies. **Note:** If you have identified a theory not used in any of these studies, you may choose to describe it. Be sure to include why the theory is relevant to your study and how it will influence your research design.
    **Note:** Be aware that not all research articles include a description of the theory. If this is the case, just note in your description that it was not described.

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    I need a response to two discussion questions. – ## Week3Discussion.docx **## Week3Discussion.docx** **1.** I believe strategic therapists dig down to the root of the problem. In my words, these therapists get to the meat of the matter. I appreciate the fact that this particular therapist is in plac…

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    I need a response to two discussion questions.

    – ## Week3Discussion.docx

    **## Week3Discussion.docx**

    **1.**

    I believe strategic therapists dig down to the root of the problem. In my words, these therapists get to the meat of the matter. I appreciate the fact that this particular therapist is in place to assist the individual/family in need of crisis services. It also sparks my attention to see a therapist go from one extreme of gathering information, for example, completing the initial assessment, to the next, becoming more focused on the actual problem by utilizing therapeutic skills, tools, and interventions to empathetically assist the client.

    It is my belief that we inherit behavioral tendencies from our families. I have heard so many people say I act just like my mom. My sister often states that I inherited my mom’s kind heart. I know this sounds good, but it is not always what it seems. This could be a good thing if someone appreciates it, and it could also be a bad situation if an individual does not. There are so many behaviors that I have observed in my family that have been passed on from generation to generation, with some being pretty good and others not so good. I think the behaviors can be passed through generations by both behavioral and modeling from both sides of the family. It is usually learn more from the side of the family that the child(ren) interacts with the most.

    Bowenian family theory speaks to me because I did not know much about the sibling position until I read the information in Chapter 8 of the text. This is true with my oldest sister and me, as I am the youngest of our siblings. She carried the leadership role with me since we were children. She is the one who my parents always left in charge, and she would do exactly what she was instructed, and then there was I, being the baby sister and acting just like that, a baby. However, I clearly understand why my parents entrusted her with your younger siblings because of her maturity and leadership skills. At the time, I did not understand why our personalities and characteristics were totally different. I honestly get it now, with behavioral modeling, she was doing what she observed my mother do, which was to take care of her siblings and keep us safe, just like our parents did. My sister's personality has always been very serious, professional-like since we were children. I assume she took on that stance because of her role in our family among the siblings. In turn, I took on the role of the younger sibling, being the follower. And to this very day, she still thinks she is my bonus parent, but I love her dearly, so I just let her think I am listening and following her lead, which, most of the time, she is right.

    2.

    Strategic family therapy provides an approach to counseling that is highly focused and with clear direction. I can see the appeal of this method, especially when a family is in a clear crisis and requiring guidance and clear direction. In these circumstances, the therapist will assume a leading role. In this position they will identify the patterns and prescribe intervention, reshaping the patterns of concern. I think that there is value in this, especially when time is limited or when there is push-back against intervention. With the authority of the therapist, momentum can begin. Personally, I feel that the therapist must be careful to not become too controlling or judgmental.

    Transgenerational theory, by contrast, takes a broader view, it looks at patterns that are passed down from generation to generation. The idea here is that we inherit not only physical looks but also that we inherit behavior patterns from parents. There is an old expression ‘the apple doesn’t fall far from the tree’ that exemplifies this. But can we inherit behavior from a great-grandfather? How far back would this pattern go? I’ve often heard people say, “You’re just like your father,” and sometimes it’s startling how accurate those observations are. Whether it’s due to biology, modeling or family dynamics and upbringing it is possible that family patterns repeat over time. I think that this is a powerful theory as it acknowledges cultural legacy and can show us aspects of how we function as adults today.

    Bowenian theory builds on this by focusing on concepts like differentiation of self and sibling position. I am interested in birth order and how that connects to personality development. Are first borns more natural leaders? Is the youngest sibling the one who gets the most parental love and freedom to do as they please? While not universally true, birth order seems to affect how individuals respond to stress, authority, and family expectations.

    Combining these notions could be very beneficial in real life. While transgenerational and Bowenian models offer depth and context, a strategic approach can offer prompt action. Knowing a family's past can help them understand why they are stuck and provide guidance on how to proceed.

    **3.**

    Strategic therapy offers a compelling intervention method, especially for families in acute crisis. This directive and problem-focused approach assumes a leadership-oriented role where the therapist acts like a “drill sergeant,” guiding the family through assignments and interventions with the goal of breaking rigid interactional patterns (Kim-Appel & Appel, 2021). I find this method effective for families that are stuck in dysfunctional cycles and need a firm, structured path forward. Strategic therapy emphasizes immediate, observable change and uses paradoxical interventions and creative tasks to challenge resistance, which can be especially powerful for clients who may not respond well to traditional talk therapy.

    The saying, “You act just like your mother,” resonates with many people and suggests the reality of transgenerational behavioral patterns. Transgenerational theory, especially as explored in Bowenian Family Systems Theory, supports the idea that we often carry relational styles and coping mechanisms from our family of origin into our current relationships (Kim-Appel & Appel, 2021). These tendencies can stem from both biological predispositions and behavioral modeling, as children often mirror the emotional and social strategies of their caregivers. This learned behavior becomes embedded in family scripts that can span generations if left unexamined.

    Bowen’s concept of differentiation of self offers an important framework for breaking these generational cycles. Differentiation is one's ability to separate the intellectual and emotional processing of oneself from that of one's own family. High-emotional-fusion families pass on anxiety, enmeshment, and poor boundaries from one generation to the next, which generates psychological suffering across generations. An increase in one's differentiation allows one to be one's own person, to make decisions based on one's own values rather than emotional reactivity, and to conclude one's involvement in unhealthy patterns.

    Within my own family, birth order exerts an influential role on personality dynamics, just as Bowen's theory predicts. Being the eldest, I was prone to assume a caregiving role and was expected to set an example for maturity. My youngest sister, not infrequently insulated from responsibility, became more-dependent in style. These patterns repeated those from earlier generations, highlighting just how ingrained family systems become and how they shape identity and relationship functioning. The system helped me to understand and appreciate the behavior within the family and to recognize points of change and growth.

    **4.**

    Our article highlights that the concept of the Strategic Therapist is like that of a
    **_"drill sergeant"_** and is fitting and effective in certain family therapy cases. In times of crisis, families often require more than just a listening ear; they need guidance. Strategic Therapy isn't about providing emotional support; it's about taking direct action, typically through specific tasks, directives, or unexpected strategies that disrupt unhealthy patterns and encourage change. This approach provides clear guidance and organization, aiding families in breaking free from harmful patterns. Instead of delving into every underlying problem, the therapist focuses on identifying key behaviors and intentionally interrupts them. Techniques such as assigning specific tasks or suggesting a behavior to minimize its effects can be particularly effective with clients who are hard to engage.

    **Strategic Therapy** is effective because it combines careful observation with active involvement. The therapist intentionally guides the family from a supportive position, helping them find their path to change. This method is straightforward yet respectful, focusing on improving the family’s overall functioning.

    **“You act just like your…” Is There Truth to It?**

    I often hear the phrase,
    **“You’re just like your mother.”** Sometimes it’s said affectionately, and other times it comes from frustration. But honestly, there is some truth to it.

    **Transgenerational Theory** shows that behaviors, communication styles, trauma, and roles can be handed down through generations. In my family, I noticed that the emotional outbursts from my mother's side appeared in both my brother and me, even though we tried to steer clear of them. We learned from our experiences and often repeated those patterns without even realizing it.

    **Is it more about biology or how we learn from others?** It’s probably a bit of both. Traits such as anxiety or impulsivity can be passed down, but many of our behaviors come from watching how our caregivers deal with stress, love, and conflict. We tend to adopt these responses ourselves.

    **Transgenerational Therapy** helps to reveal these patterns that span across generations. It's not only about an individual's problems; it's about understanding how issues like addiction, codependency, or emotional disconnection can repeat in families. By looking at a genogram or family history, we can see just how deeply these patterns are rooted.

    **Bowenian Theory and Birth Order:** According to Capuzzi and Stauffer
    **(2021),** _“The major constructs of Bowen family system theory are differentiation of self, nuclear family emotional process, multigenerational transmission process, family projection process, interlocking triangles, emotional cutoff, sibling position, and social emotional process.”_ **(p. 149).**

    **Bowenian Family Systems Theory** adds another perspective by looking at birth order and sibling roles. I was the youngest in a hectic, emotionally unstable home. My older brother had to take on a lot of responsibility; he was like a second parent. As for me, I was seen as the “baby” of the family, sometimes ignored or shielded, depending on the situation. Reflecting on it now, I see how Bowen's idea about sibling positions influencing identity connects with my experience. My brother felt a strong need to take charge and look after us. He's a natural leader, but he can be a bit too strict. In contrast, I focused more on being creative, sensitive, and avoiding conflicts, traits I developed while dealing with the tricky emotions at home.

    Bowen highlighted the importance of differentiating oneself, meaning being able to separate one's thoughts and feelings from those of one's family. For a long time, I found this difficult. I cared for my family, but I didn't want to mirror them. Through therapy and becoming more self-aware, I have learned to differentiate myself, making this one of the most healing experiences in my life.

    **5.**

    After reading the
    _Unfeeling Strategic Therapist_ article and reviewing this week’s materials, I’ve gained a better understanding of the role that strategic therapy plays in a counseling setting. Strategic therapists seem to be very direct and task-focused, almost like they are guiding a mission rather than just listening to feelings. At first, I wasn’t sure how I felt about that approach because it seems a little cold, but after thinking about it more, I realized that some families may need that kind of structure. Especially when a family is in crisis, a more directive counselor can keep things from getting worse and help people move toward actual change.

    One part that stood out to me in the article was how the therapist avoids emotional involvement, not because they don’t care, but because staying neutral allows them to focus on the bigger picture. They use techniques like assigning tasks to family members or giving paradoxical suggestions. These techniques might seem strange on the surface, but they are designed to shake up the family’s normal patterns and help them think in new ways. I can see how that could be helpful when a family is stuck in repeated conflict.

    When it comes to transgenerational therapy, I have always believed that certain traits and behaviors pass down through families. I’ve heard people say, “You act just like your mama,” or “That’s your granddaddy all over again,” and I never thought much of it until now. After learning about this theory, I do think there is something to that idea. Whether it’s biology or just watching and repeating behavior, I believe that family patterns are very real. For example, I’ve noticed how the women in my family tend to take on too much and put their own needs last. I’ve seen this in my mother, my aunt, and even myself. That pattern could be looked at in therapy to help stop it from passing on again.

    The Bowenian approach also makes a lot of sense. Birth order and family position really do seem to affect how we grow up and how we interact with others. I’m the oldest in my family, and I’ve always felt a strong sense of responsibility. It’s interesting to see how that lines up with what Bowen believed. Overall, these theories help paint a fuller picture of how family dynamics work, and I think combining the structure of Strategic Therapy with the depth of Transgenerational and Bowenian approaches could be very powerful in helping families heal.

    **6.**

    There’s definitely something to that phrase, “You act just like your dad.” In my case, I’ve really noticed how much my oldest son is like me. It’s wild sometimes how closely he mirrors my reactions, my way of thinking, even the way I process emotions. It’s made me think a lot about how behaviors and patterns get passed down without realizing it. I’m also the oldest sibling in my family, and I’ve always taken on that responsible, “fix-it” kind of role. Now I see my son doing the same thing, especially when things feel stressful or uncertain. Bowen’s focus on sibling roles makes a lot of sense when you see it playing out in real life.

    I also like the ideas behind Strategic Therapy. It’s less about digging around forever in the past and more about figuring out how to make change happen now, which can be refreshing when people are feeling overwhelmed and stretched thin.

    **7.**

    When we look at the family structure, an initial assessment is always appropriate so that the issues can be establish.  Once this is done then you would need a strategic therapist to fine the root cause of the family break up and focused on problem solving.  Still, the therapist should never resort to possible pointing out "Big I's" and " little Yous".  I feel that they do a great job in getting to the root of the situation.  When me and my son was in therapy, they separated us so that they could get a clearer picture of what was the family problem.  At first, I was not forthcoming with responses to questions, but as the sessions progressed, I was able to let go of some of my feelings that initially made it difficult to response.

         With regards to Bowenian, which is a comprehensive framework for understanding how families function as emotional units, with interconnected members influencing each other's behaviors and relationships across generations.  This concept was developed by Murray Bowen, and it emphasized eight interlocking concepts, included differentiation of self, triangles, and multigenerational transmission, nuclear family emotional system, mutigenerational transmission process, family projection process emotional cutoff, sibling position, and societal regression.  Personally, I believe that birth order plays a significant role in how children see themselves through their parents' eyes and how they see themselves in their own eyes.

         Inconclusion, strategic therapist plays a vital role in helping the family unit identify their problems and how to come to a positive resolution.

    **## Week3Discussion.docx**

    **1.**

    I believe strategic therapists dig down to the root of the problem. In my words, these therapists get to the meat of the matter. I appreciate the fact that this particular therapist is in place to assist the individual/family in need of crisis services. It also sparks my attention to see a therapist go from one extreme of gathering information, for example, completing the initial assessment, to the next, becoming more focused on the actual problem by utilizing therapeutic skills, tools, and interventions to empathetically assist the client.

    It is my belief that we inherit behavioral tendencies from our families. I have heard so many people say I act just like my mom. My sister often states that I inherited my mom’s kind heart. I know this sounds good, but it is not always what it seems. This could be a good thing if someone appreciates it, and it could also be a bad situation if an individual does not. There are so many behaviors that I have observed in my family that have been passed on from generation to generation, with some being pretty good and others not so good. I think the behaviors can be passed through generations by both behavioral and modeling from both sides of the family. It is usually learn more from the side of the family that the child(ren) interacts with the most.

    Bowenian family theory speaks to me because I did not know much about the sibling position until I read the information in Chapter 8 of the text. This is true with my oldest sister and me, as I am the youngest of our siblings. She carried the leadership role with me since we were children. She is the one who my parents always left in charge, and she would do exactly what she was instructed, and then there was I, being the baby sister and acting just like that, a baby. However, I clearly understand why my parents entrusted her with your younger siblings because of her maturity and leadership skills. At the time, I did not understand why our personalities and characteristics were totally different. I honestly get it now, with behavioral modeling, she was doing what she observed my mother do, which was to take care of her siblings and keep us safe, just like our parents did. My sister's personality has always been very serious, professional-like since we were children. I assume she took on that stance because of her role in our family among the siblings. In turn, I took on the role of the younger sibling, being the follower. And to this very day, she still thinks she is my bonus parent, but I love her dearly, so I just let her think I am listening and following her lead, which, most of the time, she is right.

    2.

    Strategic family therapy provides an approach to counseling that is highly focused and with clear direction. I can see the appeal of this method, especially when a family is in a clear crisis and requiring guidance and clear direction. In these circumstances, the therapist will assume a leading role. In this position they will identify the patterns and prescribe intervention, reshaping the patterns of concern. I think that there is value in this, especially when time is limited or when there is push-back against intervention. With the authority of the therapist, momentum can begin. Personally, I feel that the therapist must be careful to not become too controlling or judgmental.

    Transgenerational theory, by contrast, takes a broader view, it looks at patterns that are passed down from generation to generation. The idea here is that we inherit not only physical looks but also that we inherit behavior patterns from parents. There is an old expression ‘the apple doesn’t fall far from the tree’ that exemplifies this. But can we inherit behavior from a great-grandfather? How far back would this pattern go? I’ve often heard people say, “You’re just like your father,” and sometimes it’s startling how accurate those observations are. Whether it’s due to biology, modeling or family dynamics and upbringing it is possible that family patterns repeat over time. I think that this is a powerful theory as it acknowledges cultural legacy and can show us aspects of how we function as adults today.

    Bowenian theory builds on this by focusing on concepts like differentiation of self and sibling position. I am interested in birth order and how that connects to personality development. Are first borns more natural leaders? Is the youngest sibling the one who gets the most parental love and freedom to do as they please? While not universally true, birth order seems to affect how individuals respond to stress, authority, and family expectations.

    Combining these notions could be very beneficial in real life. While transgenerational and Bowenian models offer depth and context, a strategic approach can offer prompt action. Knowing a family's past can help them understand why they are stuck and provide guidance on how to proceed.

    **3.**

    Strategic therapy offers a compelling intervention method, especially for families in acute crisis. This directive and problem-focused approach assumes a leadership-oriented role where the therapist acts like a “drill sergeant,” guiding the family through assignments and interventions with the goal of breaking rigid interactional patterns (Kim-Appel & Appel, 2021). I find this method effective for families that are stuck in dysfunctional cycles and need a firm, structured path forward. Strategic therapy emphasizes immediate, observable change and uses paradoxical interventions and creative tasks to challenge resistance, which can be especially powerful for clients who may not respond well to traditional talk therapy.

    The saying, “You act just like your mother,” resonates with many people and suggests the reality of transgenerational behavioral patterns. Transgenerational theory, especially as explored in Bowenian Family Systems Theory, supports the idea that we often carry relational styles and coping mechanisms from our family of origin into our current relationships (Kim-Appel & Appel, 2021). These tendencies can stem from both biological predispositions and behavioral modeling, as children often mirror the emotional and social strategies of their caregivers. This learned behavior becomes embedded in family scripts that can span generations if left unexamined.

    Bowen’s concept of differentiation of self offers an important framework for breaking these generational cycles. Differentiation is one's ability to separate the intellectual and emotional processing of oneself from that of one's own family. High-emotional-fusion families pass on anxiety, enmeshment, and poor boundaries from one generation to the next, which generates psychological suffering across generations. An increase in one's differentiation allows one to be one's own person, to make decisions based on one's own values rather than emotional reactivity, and to conclude one's involvement in unhealthy patterns.

    Within my own family, birth order exerts an influential role on personality dynamics, just as Bowen's theory predicts. Being the eldest, I was prone to assume a caregiving role and was expected to set an example for maturity. My youngest sister, not infrequently insulated from responsibility, became more-dependent in style. These patterns repeated those from earlier generations, highlighting just how ingrained family systems become and how they shape identity and relationship functioning. The system helped me to understand and appreciate the behavior within the family and to recognize points of change and growth.

    **4.**

    Our article highlights that the concept of the Strategic Therapist is like that of a
    **_"drill sergeant"_** and is fitting and effective in certain family therapy cases. In times of crisis, families often require more than just a listening ear; they need guidance. Strategic Therapy isn't about providing emotional support; it's about taking direct action, typically through specific tasks, directives, or unexpected strategies that disrupt unhealthy patterns and encourage change. This approach provides clear guidance and organization, aiding families in breaking free from harmful patterns. Instead of delving into every underlying problem, the therapist focuses on identifying key behaviors and intentionally interrupts them. Techniques such as assigning specific tasks or suggesting a behavior to minimize its effects can be particularly effective with clients who are hard to engage.

    **Strategic Therapy** is effective because it combines careful observation with active involvement. The therapist intentionally guides the family from a supportive position, helping them find their path to change. This method is straightforward yet respectful, focusing on improving the family’s overall functioning.

    **“You act just like your…” Is There Truth to It?**

    I often hear the phrase,
    **“You’re just like your mother.”** Sometimes it’s said affectionately, and other times it comes from frustration. But honestly, there is some truth to it.

    **Transgenerational Theory** shows that behaviors, communication styles, trauma, and roles can be handed down through generations. In my family, I noticed that the emotional outbursts from my mother's side appeared in both my brother and me, even though we tried to steer clear of them. We learned from our experiences and often repeated those patterns without even realizing it.

    **Is it more about biology or how we learn from others?** It’s probably a bit of both. Traits such as anxiety or impulsivity can be passed down, but many of our behaviors come from watching how our caregivers deal with stress, love, and conflict. We tend to adopt these responses ourselves.

    **Transgenerational Therapy** helps to reveal these patterns that span across generations. It's not only about an individual's problems; it's about understanding how issues like addiction, codependency, or emotional disconnection can repeat in families. By looking at a genogram or family history, we can see just how deeply these patterns are rooted.

    **Bowenian Theory and Birth Order:** According to Capuzzi and Stauffer
    **(2021),** _“The major constructs of Bowen family system theory are differentiation of self, nuclear family emotional process, multigenerational transmission process, family projection process, interlocking triangles, emotional cutoff, sibling position, and social emotional process.”_ **(p. 149).**

    **Bowenian Family Systems Theory** adds another perspective by looking at birth order and sibling roles. I was the youngest in a hectic, emotionally unstable home. My older brother had to take on a lot of responsibility; he was like a second parent. As for me, I was seen as the “baby” of the family, sometimes ignored or shielded, depending on the situation. Reflecting on it now, I see how Bowen's idea about sibling positions influencing identity connects with my experience. My brother felt a strong need to take charge and look after us. He's a natural leader, but he can be a bit too strict. In contrast, I focused more on being creative, sensitive, and avoiding conflicts, traits I developed while dealing with the tricky emotions at home.

    Bowen highlighted the importance of differentiating oneself, meaning being able to separate one's thoughts and feelings from those of one's family. For a long time, I found this difficult. I cared for my family, but I didn't want to mirror them. Through therapy and becoming more self-aware, I have learned to differentiate myself, making this one of the most healing experiences in my life.

    **5.**

    After reading the
    _Unfeeling Strategic Therapist_ article and reviewing this week’s materials, I’ve gained a better understanding of the role that strategic therapy plays in a counseling setting. Strategic therapists seem to be very direct and task-focused, almost like they are guiding a mission rather than just listening to feelings. At first, I wasn’t sure how I felt about that approach because it seems a little cold, but after thinking about it more, I realized that some families may need that kind of structure. Especially when a family is in crisis, a more directive counselor can keep things from getting worse and help people move toward actual change.

    One part that stood out to me in the article was how the therapist avoids emotional involvement, not because they don’t care, but because staying neutral allows them to focus on the bigger picture. They use techniques like assigning tasks to family members or giving paradoxical suggestions. These techniques might seem strange on the surface, but they are designed to shake up the family’s normal patterns and help them think in new ways. I can see how that could be helpful when a family is stuck in repeated conflict.

    When it comes to transgenerational therapy, I have always believed that certain traits and behaviors pass down through families. I’ve heard people say, “You act just like your mama,” or “That’s your granddaddy all over again,” and I never thought much of it until now. After learning about this theory, I do think there is something to that idea. Whether it’s biology or just watching and repeating behavior, I believe that family patterns are very real. For example, I’ve noticed how the women in my family tend to take on too much and put their own needs last. I’ve seen this in my mother, my aunt, and even myself. That pattern could be looked at in therapy to help stop it from passing on again.

    The Bowenian approach also makes a lot of sense. Birth order and family position really do seem to affect how we grow up and how we interact with others. I’m the oldest in my family, and I’ve always felt a strong sense of responsibility. It’s interesting to see how that lines up with what Bowen believed. Overall, these theories help paint a fuller picture of how family dynamics work, and I think combining the structure of Strategic Therapy with the depth of Transgenerational and Bowenian approaches could be very powerful in helping families heal.

    **6.**

    There’s definitely something to that phrase, “You act just like your dad.” In my case, I’ve really noticed how much my oldest son is like me. It’s wild sometimes how closely he mirrors my reactions, my way of thinking, even the way I process emotions. It’s made me think a lot about how behaviors and patterns get passed down without realizing it. I’m also the oldest sibling in my family, and I’ve always taken on that responsible, “fix-it” kind of role. Now I see my son doing the same thing, especially when things feel stressful or uncertain. Bowen’s focus on sibling roles makes a lot of sense when you see it playing out in real life.

    I also like the ideas behind Strategic Therapy. It’s less about digging around forever in the past and more about figuring out how to make change happen now, which can be refreshing when people are feeling overwhelmed and stretched thin.

    **7.**

    When we look at the family structure, an initial assessment is always appropriate so that the issues can be establish.  Once this is done then you would need a strategic therapist to fine the root cause of the family break up and focused on problem solving.  Still, the therapist should never resort to possible pointing out "Big I's" and " little Yous".  I feel that they do a great job in getting to the root of the situation.  When me and my son was in therapy, they separated us so that they could get a clearer picture of what was the family problem.  At first, I was not forthcoming with responses to questions, but as the sessions progressed, I was able to let go of some of my feelings that initially made it difficult to response.

         With regards to Bowenian, which is a comprehensive framework for understanding how families function as emotional units, with interconnected members influencing each other's behaviors and relationships across generations.  This concept was developed by Murray Bowen, and it emphasized eight interlocking concepts, included differentiation of self, triangles, and multigenerational transmission, nuclear family emotional system, mutigenerational transmission process, family projection process emotional cutoff, sibling position, and societal regression.  Personally, I believe that birth order plays a significant role in how children see themselves through their parents' eyes and how they see themselves in their own eyes.

         Inconclusion, strategic therapist plays a vital role in helping the family unit identify their problems and how to come to a positive resolution.