The OODA Loop is is an idea that arose within the US military in the 1960s. It was developed by Colonel John Boyd. But the principles are broader than military theory, and managers can get a lot from them.
When I first learned about the OODA Loop, there was very little available to read about it. A few highly technical papers by military strategists, and copies of Boyd’s original seminar notes.
Now, there is a lot more available on the web. But almost all of it still focuses on the military applications. I want to see what the OODA Loop offers us more widely.
There are few models that are as beloved of management trainers as Robert Dilts’ Logical Levels of Awareness.
It is popular among those who have learned it as part of formal NLP training, through reading books, or by osmosis. The logical levels model is pervasive and hard to miss if you are alert to these things.
So, in this article, I want to explain what it is, how it came about, and why it is a big idea that merits your attention as a manager.
For hundreds of years, there has been little to challenge traditional hierarchies for their ability to organise at scale. Holacracy is doing just that.
It’s a form of Adhocracy, which we covered in an earlier article. But, whilst we are way past ‘peak adhocracy’, it seems that holacracy is is thriving.
Holacracy is a modern attempt to reform traditional hierarchies. It keeps the aspect of senior level overviews and subordinate focus. But it gives a far greater autonomy to individuals, and a more substantial decision authority to small teams at the focus of operations and change.
There are more models of leadership than you can shake a stick at. So how should you know which is the best? That’s the question that is answered by Situational Leadership.
The principle of Situational Leadership is simple. There is no one best approach to leadership. To lead well, you must adapt your approach to the situation.
Situational Leadership has deep roots. And let’s start by setting aside our certainty that people have been managing and leading by adapting their approach to the people in front of them, for centuries. The academic study of this approach goes back to the 1950s.
John Grinder and Richard Bandler are credited as the co-founders of NLP. This is a basket of behavioural, therapeutic, and influencing techniques that comes in and out of fashion in the organisational world.
However, in the self-help world, its ups and downs are less pronounced – it has continually received accolades and steadily grown its influence.
So here then is the central dilemma of NLP for managers and professionals: how important is it? And therefore, how seriously do we need to take Bandler, Grinder, and their ideas of NLP?
John Grinder was born in 1940, and studied psychology at the University of San Francisco. After graduating with a BA, he joined the US Army as a Captain in a special forces unit. He then joined a US intelligence agency, before studying for a PhD in linguistics at The University of California, San Diego.
Grinder completed his PhD in 1971, and after a short time in George Miller’s lab at Rockefeller University, he joined UC Santa Cruz as an Assistant Professor in Linguistics. His research interest was the then very new and fashionable transformational grammar pioneered by Noam Chomsky.
In 1972, a psychology student called Richard Bandler came knocking, looking for help with a research project in which he was transcribing hours of Gestalt Therapy sessions. Bandler wanted help in analysing Fritz Perls’ language.
This was the start of a collaboration that led to the founding of Neuro-Linguistic Programming. The story of their collaboration, and of the other people involved – it was far from a two-person endeavour – is well documented elsewhere. So too is the acrimonious breakdown of their working relationship, and the court actions over ownership of the NLP name and ‘brand’.
The upshot of this, by the way, is the court’s decision that NLP is a generic term and no one can own it. This meant that, after the split, Grinder could continue to develop his own new ideas, which he came to call ‘New Code’ NLP in contrast to the earlier work he did with Bandler, which he refers to as ‘Old Code’.
Grinder has authored many books with Bandler and others, and continues to teach NLP, through his own business (Quantum Leap) with his wife, and for other NLP schools.
Richard Bandler was born in 1950. His first few years were spent in New Jersey, before moving to California. He studied Philosophy and Psychology at US Santa Cruz, where he graduated in 1973.
There, Bandler met John Grinder and other early collaborators in developing what became NLP.
Bandler and Grinder became close colleagues studying and teaching the communication patterns of a number of therapists, like Fritz Perls, Virginia Satir, and Milton Erikson. They gathered a number of other interested researchers and teachers around them.
Inevitably, as what they were teaching became more popular – and therefore more commercial – tensions arose. Like Grinder, Bandler formed his own business and continued to teach and develop new ideas. He too still teaches NLP, along with hypnotherapy, around the world.
Bandler and Grinder were co-authors of a number of the seminal books in the emerging subject of NLP. None are aimed at ‘lay’ readers. They are written for aspiring and experienced practitioners and, even having studied NLP and received Practitioner and Master Practitioner certificates, I find them barely readable.
There are many more modern books aimed at introducing NLP to interested readers. Browse your favourite book site and take your pick.
Neuro-Linguistic Programming: NLP
So, what is NLP? It stands for Neuro-linguistic Programming (yeah, I know), and it is fundamentally an assorted bag of methods and models designed to help understand communication and behaviours and elicit behavioural change.
At the root – and this is something Grinder constantly emphasises – is the idea of modelling. Whatever you want to be able to do, find an example of someone who does it to a level of excellence. Document everything they do, say, and think when they are doing it. Then try out being exactly like they are. Start to strip away elements, to find out what parts make no difference and which parts, when lost, become significant.
You’ll end up with a core of beliefs, behaviours, and communication patterns that materially affect your outcomes. Fritz Perls, Virginia Satir, and Milton Erikson were the first people extensively studied in that way.
From them, Bandler and Grinder extracted two of the biggest and most influential models within the NLP corpus: The Meta Model (from Satir and Perls) and The Milton Model (from Erikson).
The Meta Model
The Meta Model documents language patterns that allow the therapist, coach, salesperson (choose your role) to spot patterns of thinking in the other person. A long list of linguistic patters betray distorted perceptions, generalisations, and subconscious deletions of possibly relevant information. By challenging these, coaches and therapists can open up new possibilities to the person they are helping, and salespeople can breakdown objections to buying.
Bandler and Grinder’s primary books that originally documented this were The Structure of Magic, volumes 1 and 2.
The Milton Model
Milton Erikson was a masterful user of hypnosis in his therapy. Indeed, his style is sometimes called Eriksonian Hypnosis. Once again, Bandler and Grinder documented his language patterns. They found a similarity to the meta model, but that Erikson was being deliberately vague, to elicit gaps in thinking, through which he could insert therapeutic suggestions. The Milton model can help move a listener into a more receptive state. Again, this is useful to therapists, coaches and salespeople.
Bandler and Grinder’s primary books that originally documented this were Patterns of the Hypnotic Techniques of Milton H. Erickson, M.D. volumes 1 and 2.
Evaluation of NLP
NLP is like Marmite: it evokes love and hate reactions in broadly equal measure. And its popularity goes through peaks and troughs – big ones for business, smaller troughs for the self-help industry. It is currently a multi-million dollar industry world-wide.
Three factors are perhaps responsible for the extreme views:
NLP is presented with a lot of complex and intimidating jargon. Indeed, the name Neuro Linguistic Programming suggests a level of mind-control which can intimidate or seduce. Some wonder if the jargon is merely designed to create a quasi-academic glamour the discipline does not deserve.
Some practitioners make extravagant claims for what NLP can achieve. Everything from magical sales efficacy to curing phobias, to curing serious mental and physical illnesses.
There is a limited research base. A lot of the evidence for the efficacy of NLP techniques is anecdotal, and many serous academic therapists have offered detailed critiques.
On the other hand, there are also three good reasons to learn more about NLP:
Many people find that much of it really does work. The ideas are taken from observations of effective behaviour. You can apply the modelling process to find out how to replicate the results of your best performers
NLP is respectful of our potential. It encourages personal responsibility and asserts that we can all access the resources we need to make the changes we want
The criticism that much of NLP is ‘just common sense’ can also be seen as a strength. By codifying common sense, we make it more accessible.
You can find much in NLP that is of value to you; and much that is not. If you are prepared to be selective and evaluate each tool on its merits, NLP is a powerful resource.
Here’s a video I did for another business that will echo much of what’s here.
Psychologists and, before them, philosophers have spent centuries trying to divide us into types. Whilst their attempts have had somewhat less of the hocus-pocus and downright prejudice to them than the racial typographies of some early ethnographers, many systems have advanced little beyond Hippocrates’ theory of four temperaments based on the bodily humours.
Rigour in Personality Testing
It wasn’t until the twentieth century that scientists had the statistical tools to analyse and understand personality with any rigour. Even so, the strongest, most widely used personality classification system – the so-called ‘Big Five’ Personality Factors – is still a matter of much research and debate as we reach approach the third decade of the twenty first century.
So perhaps the biggest change that the twentieth century wrought was not in reliability, but in accessibility and application. Personality assessment tools became widely popular and, through the second half of that century, widely used in workplaces to support selection, group development, team-building, personal development, marital counselling, and a range of other uses. Not all of the uses have been endorsed by the developers of these tools. And not all tools are widely supported by the more rigorously trained academic community of psychology.
The Myers-Briggs Type Indicator
And so we come to Katherine Briggs and her daughter, Isabel Briggs-Myers. Their tool, the Myers-Briggs Type Indicator, is very widely used. Every day, trainers and development professionals introduce it to new cohorts of staff and managers. These employees often take full self-evaluation questionnaire and are then told what this means about them and their colleagues.
The moments of insight are a joy to watch. The MBTI certainly seems to capture something of our personality, and explain something of our behaviours. But does it? This remarkably resilient and successful tool started through nothing less than a mother’s desire to understand her daughter’s choice of husband. What mother can’t empathise with that?
Katherine Cook Briggs
Katherine Cook was born in Michigan, in 1875 and was home schooled. Her father was an academic. She went to college to study agriculture and stayed on as a teacher and academic. She married prominent physicist and administrator, Lyman Briggs.
As her daughter grew up, Briggs became interested in children’s educational and social development. This led her to create a vocation test for children, which she thought could guide a child’s future well-being. This thinking focused on four personality types: meditative, spontaneous, executive, and sociable. These are still present among the wider set of 16 MBTI types.
Her quest was to find one unifying theory, and she considered ideas from many philosophers, scientists, and psychologists. Her own big breakthrough was when she discovered the work of Carl Jung. He advocated for four principal psychological functions by which we experience the world: sensation, intuition, feeling, and thinking. This, along with our orientations to extroversion or introversion, give us the Jungian Personality Types, which Briggs and her daughter developed into their own type indicator model.
Isabel Briggs was born in 1897, and was home schooled by her mother. Following her mother’s discovery of Jung’s work, Briggs-Myers (now married) became interested in the work too, focusing on how character and personality influence the type of work we might thrive in. Together, they developed their framework and the questionnaire that goes with it. They began a long program of observation and discussion, refining their interpretation of Jung’s work.
During World War II, Briggs Myers wanted to help reduce conflict among people, but more pragmatically also to understand why some people hated their jobs in the military and others thrived.
It wasn’t until 1945 that they did some solid empirical research. With the help of Lyman Briggs, they ran their first MBTI assessment on around 5,500 George Washington Medical School students. Briggs Myers studied the results for years, searching for patterns among dropouts and successful students.
The Outcome of the Work
Briggs was the primary driving force and inspiration behind the creation of the MBTI from Jung’s original work. Briggs-Myers created the physical test itself, and did the work on validation and interpretation.
The result was one of the best-known and widely used personality tools, the Myers-Briggs Type Indicator. Wikipedia reports that an estimated 50 million people have taken the MBTI. Whilst it is not widely endorsed by the academic community, and is based on largely desk-research and theorisation, rather than empirical trials, the MBTI remans popular. This is doubtless due to the ease of superficial understanding.
The Myers-Briggs Type Indicator – MBTI
The MBTI classifies personality types along four pairs of categories. Briggs-Myers and Briggs claimed that we all fit into one of the 16 possible combinations of personality type, and that we have a dominant preference in each pair.
The Type Indicator is a test to assess which personality type offers the ‘best fit’ with the assertion that knowing your personality type that will help you succeed in life. The three original pairs of preferences from Jung’s typology (Extraversion and Introversion, Sensing and Intuition, Thinking and Feeling) are supplemented by a fourth pair (Judging and Perceiving), added by Briggs-Myers.
This is a phenomenally rich model and there are many excellent resources online. So here, we’ll only attempt a very superficial outline of the types.
Extraversion (E) or Introversion (I)
This axis refers to where where we get our energy from, and where we direct our attention. This can be on people and things in the outer world; extraversion. Or it can be on ourselves and our inner world; introversion.
Sensing (S) or Intuition (N)
This axis refers to how we like to deal with information. People with a Sensing preference tend to focus on the basic information, whilst the Intuiting type prefers to interpret the information, and add meaning.
Thinking (T) or Feeling (F)
This axis refers to how we like to make decisions. Thinkers like to make objective decisions, using logic and rationality. The feeling style is more subjective, considering special circumstances, and how people feel.
Judging (J) or Perceiving (P)
This axis refers to how we like to dealt with experiences and circumstances. The judging style prefers to make a choice, and stick with it. The Perceiver likes to stay open to new information and options, and respond flexibly.
Assessment of the MBTI
The MBTI correlates poorly with more robustly researched psychological traits or types models, like the Big Five Personality factors. So why do so many people readily endorse their MBTI type? The answer, I think, lies in a combination of two factors.
Firstly, while not a strong correlation with rigorous typographies, it is derived from extensive observation and the factors that make up the MBTI undeniably exist – regardless of whether they are truly the ‘right’ fundamental elements of personality.
And secondly, we have our old friend, the Forer Effect. This is the tendency of people to rate sets of statements as highly accurate for them personally even though the statements are highly general and could apply to many people. If this sounds worrying, it is. The Forer Effect (sometimes known as the Barnum Effect (after showman and huckster PT Barnum) is also the basis of much mentalism and fraudulent cold reading.
The MBTI definitely has value as a personal and executive development tool. But if the trainers and specialists who deploy it do not make its limitations clear, they are doing your organisation a disservice.
If you are looking for one simple model that can more than pull its weight in understanding management, then look no further. Robert Blake and Jane Mouton developed their Managerial Grid in the 1950s and early 1960s. Its simplicity captures vital truths about management styles and their implications.
Every manager should understand the basics of the Managerial Grid. Even if you are not familiar with it, there’s a good chance you will recognise its organising principle. And if you don’t, then read on. This is fundamental stuff.
Robert R Blake
Robert Blake was born in Massachusetts, in 1918. He received a BA in psychology and philosophy from Berea College in 1940, followed by an MA in psychology from the University of Virginia in 1941. His studies were broken by the war, where he served in the US Army. On his return, he completed his PhD in psychology at the University of Texas at Austin in 1947.
He stayed at the University of Texas as a tenured professor until 1964, also lecturing at Harvard, Oxford, and Cambridge Universities. In the early 1950s, he began his association with his student, Jane Mouton, which led to their work together at Exxon, the development of the Managerial Grid, and co-founding of Scientific Methods, Inc in 1964. The company is now called Grid International.
Robert Blake died in Austin, Texas, in 2004.
Jane S Mouton
Jane Mouton was born in Texas, in 1930. She got a BSC in Mathematical Education in 1950, and an MSc from Florida State University in 1951. She then returned to the University of Texas, completing her PhD in 1957. She remained there until 1964 in research and teaching roles.
It was at the University of Texas that she met Robert Blake. They were hired by Exxon to study management processes after Blake collaborated with Exxon employee, Herbert Shepard. The work led to their development of the Managerial Grid and, in 1961, to the founding of Scientific Methods, Inc (now Grid international).
Jane Mouton died in 1987.
The Managerial Grid
In many ways, Blake and Mouton’s Managerial Grid is a development of the Theory X, Theory Y work of Douglas McGregor. The two researchers were humanists, who wanted to represent the benefits of Theory Y management.
They did so by defining two primary concerns for a manager:
Concern for People
Concern for Production
(sometimes referred to as Concern for Task)
Although their work is often simplified to a familiar 2 x 2 matrix formulation, it was a little more subtle. They created two axes and divided each into nine levels, to give a 9 x 9 grid. It was the extreme corners, and the centre, of this grid that they labelled and characterised. They recognised that most managerial behaviours fall within the grid, rather than at the extremes.
The Five Styles on the Grid
The five styles they originally identified are at the corners and in the centre. They are still best known by the first labels Blake and Mouton published for them (shown in italics in our illustration). Blake did later refine those labels, as well as define two additional styles. This was after Jane Mouton died, in 1987.
Impoverished Management | Low Results/Low People
This is an ineffective management style, in which an indifferent manager largely avoids engaging with their people or the needs of the job at hand. Such managers reason (wrongly) that if you don’t do much, little can go wrong, and you won’t get blamed. The Peter Principle suggests managers rise to their level of incompetence, and here is the style we may see as a result.
This style is only suitable as a calculated decision to be hands off and delegate to a highly capable and strongly motivated team. Even then, a retreat into the very corner is not appropriate.
Produce-or-Perish Management | High Results/Low People
Authoritarian managers want to control and dominate their team – possibly for personal reasons, or an unhealthy psychological need. They don’t care about their people, they just want the results of their endeavours. Away from the extreme, this Theory X-like approach can be suitable, in a crisis.
The theory X origin of this behaviour mean managers here prefer to enforce rules, policies and procedures, and can view coercion, reprimands, threats and punishment as effective ways to motivate their team. Short term results can be impressive, but this is not a sustainable management style. Team morale falls rapidly and compromises medium and long-term performance.
Middle-of-the-Road Management | Medium Results/Medium People
This is a compromise and, like all compromises, it is characterised as much by what the manager gives up as by what they put in. A little attention to task and a bit of concern for people sounds like balance, but it also reflects a level of impoverishment – not much concern for either.
This is neither an inspiring, nor developmental approach to management and can only be effective where the team itself can meet the leadership deficits it leaves behind. A good manager could only legitimately use this approach where this one team is a low priority among other competing demands, and the manager is confident they can manage themselves to a large degree. If not, mediocrity will be the best result the manager will achieve from this strategy.
Country Club Management | High People/Low Results
Sometimes, you need to rest your team, take your foot off the accelerator, and accommodate their needs. These may be for a break, for team-building, or for development, perhaps.
However, as a long term strategy, it is indulgent, and leads to complacency and laziness among team members. There is little to drive them, yet we know pride in achievement, autonomy, and development are principle workplace motivators. Without a sufficient focus on production, the team will get little of any of these.
The work environment may be relaxed, fun, and harmonious, but it won’t be productive,. The end point will also be a lack of respect, among team members, for the manager’s leadership.
Team Management | High Production/High People
According to Blake and Mouton, the Team Management style is the most effective approach. This is routed in McGregor’s Theory Y. It is the most solid leadership style, with a balance of strong concern for both the means and the end.
A manager using this style will encourage commitment, contribution, responsibility, and personal and team development. This builds a long-term sustainable and resilient team.
Peaks and troughs in workload and team needs will mean a flexible manager with stray away from the corner from time to time, either towards accommodating or dictatorial styles. But this flexibility and their general concern for both dimensions will prevent them from an unhealthy move right into the corners.
When people are committed to both their organisation and a good leader, their personal needs and production needs overlap. This creates an environment of trust, respect, and pride in the work. The result is excellent motivation and results, where employees feel a constructive part of the company.
Two Additional Styles
After Mouton’s death, Blake continued to refine the model, adding two additional styles.
Some managers are highly opportunistic, and are prepared to exploit any situation, and manipulate their people to do so. This style does not have a fixed location on the grid. Managers adopt whichever behaviour offers the greatest personal benefit. It is the ultimate in flexibility, and is highly effective.
What matters is motivation. Some managers are highly flexible for reasons of great integrity others for purely self-serving reasons.
The loaded label represents a flip-flopping between accommodating ‘Country Club management’ and dictatorial ‘Produce-or-Perish management’. At each extreme, this managerial style is prescriptive about what the team needs and how they will supply it.
The subtlety of sound team management adapting to the team’s needs is not present. Such managers rarely welcome a team trying to exercise its own autonomy. They will feel it as an unwelcome challenge.
Among many types of model of leadership is one that is particularly useful to practical day-to-day managers: situational leadership. And by far the best version of this idea was developed by two UCLA professors, Robert Tannenbaum and Warren Schmidt. Their 1958 article (reprinted in 1973) is one of the most reprinted from Harvard Business Review.
Robert Tannenbaum was born in 1916, in Colorado. He studied at The University of Chicago, gaining an AB in Business Administration in 1937, and his MBA in 1938. The following year, he started his PhD in Industrial Relations also at Chicago, but his studies were interrupted by the war.
After serving as a Lieutenant in the US Navy, he returned to his PhD, which he defended in 1948. From there, he went to teach at the UCLA’s Anderson School of Management, where he remained until his retirement in 1977.
Warren H Schmidt
Warren Schmidt was born in 1920, in Detroit, and took a Bachelor’s degree in Journalism at Wayne State University. He then became ordained as a Lutheran minister.
He changed direction again, and after gaining his PhD in Psychology at Washington University, he went to teach at the University of Southern California and UCLA’s Anderson School of Management, where he met Tannenbaum.
By the by, Schmidt is the first of our Management Thinkers and Doers who has won an Oscar. In 1969, he wrote an Op Ed piece for the LA times, titled ‘Is it Always Right to be Right’. This was well received and turned into a short animated movie, narrated by Orson Welles. It won the Academy Award for Best Short Animated Film in 1970.
The Leadership Behaviours Continuum
In what is regarded as a classic 1958 Harvard Business Review article, ‘How to Choose a Leadership Pattern‘, Robert Tannenbaum and Warren H Schmidt set out a range of leadership behaviours. They set out seven distinct stages on a continuum, which vary from telling team members their decision, through selling their idea and consulting on the problem, to handing over decision-making.
Equally valuable is their assessment of how a manager can decide how to lead and choose which of the styles will work best. They argue you must consider three forces:
Forces in the manager Your values and style, and your assessment of the risk
Forces in the team-members Your assessment of their readiness and enthusiasm to assume responsibility
Forces in the situation Time pressure, the group’s effectiveness, organisational culture
This article is a foundation for what is now known as ‘Situational Leadership’, and the two trademarked models developed by Paul Hersey and Kenneth Blanchard.
The Seven Leadership Behaviours
1. Manager makes the decision and announces it
This is a purely authoritarian style of leadership, with no consideration given to other points of view. Most appropriate in a crisis, the manager sets clear instructions and expectations.
2. Manager ‘sells’ their decision
The manager takes the role of decision-maker but advocates their decision, appealing to benefits to the group. Valuable when you need the group’s support.
3. Manager presents their decision and invites questions
The manager is still in control, but allows the group to explore the ideas to better understand the decision. The manager answers to their team, without committing to honour their opinions.
4. Manager presents a tentative decision, subject to change
Now the group’s opinions can count. The manager identifies and resolves the problem, but consults their team before making their own decision.
5. Manager presents the problem, gets suggestions and then makes a decision
Still the manager retains ultimate decision-making authority. But now, they share responsibility for finding the solution with the group, who can influence the final decision.
6. Manager defines the limits within which the group makes the decision
Now decision-making sits with the team. The manager defines the problem and sets boundaries within which the group can operate, which may constrain the final decision.
7. Manager allows group to make decision, subject to organisational constraints
The group has as much freedom as the manager is able to grant them. The manager may help the group and again, commits to respect the decision the group arrives at.
Social Styles form a model of personality that focuses on our outer behaviour, rather than the inner you. Its founders described it as ‘the you that’s on display’.
In the early 1960s, two industrial psychologists, David Merrill and Roger Reid wanted to understand whether they could predict managerial, leadership and sales performance. To do this, they explored how people behave in social situations. They chose not to concern themselves with why.
Starting with BF Skinner’s ideas of behaviourism and James Taylor’s structured list of behavioural descriptions, Merrill and Reid discovered that people’s behaviour follows two continua, which they labelled: assertiveness and responsiveness.
Assertiveness and Responsiveness
Assertiveness styles range from ‘asking’ behaviours to ‘telling’ behaviours, while our responsiveness varies from ’emoting’, or displaying our feelings, to ‘controlling’ our emotions.
From these two dimensions, they defined four behavioural styles that we each display. As with other models, we each have our preferences, but can display all of the styles from time to time.
The value of the model lies in using it to assess the people around you, and knowing how to get the best from people with each preference.
Merrill and Reid labelled our ability to adapt to other people’s styles as ‘versatility’.
Four Quadrants: The Social Styles
The four quadrants that the two dimensions of assertiveness and responsiveness create, give the four social styles.
The analytical style of interaction asserts itself by asking, rather than telling. It is also characterised by a high level of emotional control. It values facts, logic and accuracy, presenting a disciplined and unemotional – some would say cold – face to the world. This manifests in a deep need to be right about things, and therefore a highly deliberative, data-driven approach to decisions. As with all styles, there is a weakness, which is a lack of willingness to state a position until the analytical person is certain of their ground.
The driving style is the typical task-oriented behaviour that prefers to tell rather than ask and shows little concern for feelings. It cares more about results. This is a fast-paced style, keen to make decisions, take power, and exert control. Often unco-operative, this is an efficient, results-driven behaviour, the inevitable compromise of which is to sacrifice personal relationships in the short term and, in extremis, in the long term too. The weakness of this style is evident: a frequent unwillingness to listen and accommodate the needs of others.
The expressive style is also assertive, but uses feelings to achieve its objectives. The behaviour is highly spontaneous and demands recognition and approval, and favours gut instinct in decision-making. At its best, this style comes across as charismatic, enthusiastic and idealistic. At its worst, however, the expressive style can be seen as impulsive, shallow and even manipulative.
The amiable style expresses concern for people above all else. Keen to share emotion and not to assert itself over others, building and maintaining relationships dominate behaviour. These concerns manifest a slow, deliberate pace, coming across as sensitive, supportive and dependable. The corollary is a certain nervousness about, and even a resistance to, change. This arises from a deep need for personal security. The weaknesses of this style are the reverse of the strengths of the opposite quadrant: a low willingness to initiate change, and take action.
Assessment of Merrill and Reid’s Social Styles
Is this just another four box model?
Well, yes and no. In its current form, the company that David Merrill formed, Tracom, uses the model with a third, fully-integrated dimension: versatility. This is about how the four styles manifest in the real world, to meet other people’s needs. It is closely related to ideas of Emotional Intelligence.
Even as ‘just another four box model’, it’s a good one. As a result, it has been widely emulated. A very similar model by Tony Alessandra uses the styles of Thinker, Director, Socialiser and Relater to replace Merrill and Reid’s four social styles, and dimensions of relationship and task orientation, to replace responsiveness and assertiveness.
Both models have considerable power in helping managers understand their behaviours and those of other people around them. And by adapting their style, the models allow managers to get the best from any social situation. And work is, of course, if nothing else… social.