SOCIAL STYLES

Social styles theory, originally developed by Merrill and Reid (1981) and expanded by Wilson Learning Corporation (UA/Wilson, 1989), states that there are four basic “styles” or preferred ways of interacting with others. These styles are distinguished by certain behaviors that others can observe and report. Merrill and Reid believe that each person’s social style is a way of coping with others that is learned in childhood. One habitually becomes most comfortable with that style in oneself and others. Understanding of one’s own style and those of one’s colleagues can help to improve relationships and reduce tension and misunderstandings. A primary goal of social-styles training is to help individuals to develop versatility in dealing with others.
One’s social style is measured by one’s position in relation to three behavioral dimensions: assertiveness, responsiveness, and versatility.

^? The Assertiveness scale measures the degree to which a person attempts to influence the thoughts, decisions, or actions of others. Some people do this directly; they tell. Merrill and Reid and Wilson Learning both use the terms “Tell Assertive” in labeling this group. Other individuals ask. Merrill and Reid see this type as not attempting to influence others; they call it “Ask (Nonassertive).” Wilson Learning sees this type as attempting to influence others indirectly and labels it “Ask-Assertive.”

^? The Responsiveness scale measures the degree to which one openly expresses one’s feelings to others or controls one’s feelings. Merrill and Reid call those who control or reserve their feelings “Control (Nonresponsive).” Wilson Learning calls them “Control-Responsive.” Other individuals are more apt to express their feelings to others. Merrill and Reid and Wilson Learning both use the terms “Emote Responsive” in referring to this type.

^? The Versatility dimension is measured by the individual’s ability to be adaptable in dealing with others (in order to relate most effectively to their styles) versus the tendency to be rigid and inflexible, behaving solely according to one’s own preferred style. One goal of social styles training is to enable individuals to understand and deal more effectively with people of all styles.

The Social Styles Matrix^*

Drivers

Drivers rank high on the assertiveness scale (they “tell”) and low on the responsiveness scale (high “control”).

ⁿ They are action- and goal oriented.

ⁿ Their need is for accomplishment and results.

ⁿ They have a quick reaction time, and are decisive, independent, disciplined, practical, and efficient.

ⁿ They use facts and data.

ⁿ They tend to speak and act quickly.

ⁿ Nonverbally, because they are assertive, they tend to lean forward and point and make direct eye contact. However, because they control their emotions, their bodily posture is rigid and they control their facial expressions.

^? They do not want to waste time on personal talk or preliminaries and can be perceived by other styles as dominating or harsh and severe in pursuit of a goal.

^? They are comfortable in positions of power and control.

^? In times of stress, drivers may become autocratic.

^? Their need for growth is to slow down enough to listen.

Analyticals are low in assertiveness (they ask) and low in responsiveness (high control).

^? They are most concerned with being organized, having all the facts and being careful before taking action.

^? Their need is to be accurate and to be right.

^? They are precise, orderly, and methodical and conform to standard operating procedures, organizational rules, and historical ways of doing things.

^? They have a slow reaction time and work more slowly and carefully than Drivers. They are perceived as serious, industrious, persistent, and exacting.

^? They are task oriented.

^? They use facts and data.

^? They tend to speak less and more slowly than Drivers.

^? Nonverbally, because they are nonassertive, they tend to lean back and use their hands less than Drivers. They do not make direct eye contact. Because they also are low on the responsiveness scale, they control their facial expressions.

^? Other styles may see them as stuffy, indecisive, critical, picky, and moralistic.

^? They are comfortable in positions in which they can check facts and figures and be sure they are right.

^? In times of stress, analyticals tend to avoid.

^? Their need for growth is to learn to decide and declare.

Expressives are high in both assertiveness (they tell) and emote-responsiveness.

^? They enjoy involvement, excitement, and interpersonal action. They are sociable, stimulating, and enthusiastic and are good at involving and motivating others.

^? They are idea oriented.

^? They have less concern for routine and are future oriented.

^? They have a quick reaction time.

^? They have a need to be accepted by others.

^? They tend to be spontaneous, outgoing, energetic, and friendly.

^? They are focused on people rather than on tasks.

^? They use opinions and stories rather than facts and data.

^? They speak and act quickly and vary their vocal inflection.

^? Nonverbally, because they are assertive, they tend to lean forward, point, and make direct eye contact. Being responsive, they also tend to use their hands when they are talking, to have a more casual bodily posture, and to have an animated expression. Their feelings often show in their faces.

^? They may be perceived by others as excitable, impulsive, undisciplined, dramatic, manipulative, ambitious, overly reactive, and egotistical.

^? Under stressful conditions, expressives tend to resort to personal attacks.

^? Their need for growth is to check things out before they respond.

Amiables are low on the assertiveness scale (they ask) and high on the emote-responsiveness scale.

^? They have a need for cooperation, personal security, and acceptance.

^? They are uncomfortable with and will avoid conflict.

^? They value personal relationships, helping others, and being liked. Thus, some Amiables will sacrifice their own likes or desires in order to win approval from others.

^? They prefer to work with other people in a team effort, rather than individually.

^? They have an unhurried reaction time and little concern with effecting change.

^? They are friendly, supportive, respectful, willing, dependable, and agreeable.

^? They are people-oriented.

^? They use opinions and stories rather than facts and data.

^? They tend to speak slowly and softly; however, because they are more responsive, they use more vocal inflection than Drivers or Analyticals.

^? Nonverbally, because they are nonassertive, they lean back while talking and do not make direct eye contact. But because they are responsive, they tend to have a more casual posture and an animated expression.

^? They may be perceived by other styles as conforming, unsure, pliable, dependent, and awkward.

^? An Amiable’s reaction to stress is to comply with others.

^? The Amiable’s need for growth is to initiate.

Shared Behaviors Among Social Styles

Implications of the Theory

The purpose of identifying one’s own social style and learning about others’ is to learn why other people act the way they do and to learn to be more tolerant of individual differences and more versatile in order to get along better with others. Social-styles theory indicates that some “rubs” or clashes are inevitable between people with different styles, particularly between those with no shared characteristics. However, these misunderstandings or annoyances can be minimized and managed if those involved understand why they exist.
Accompanied by the proper training, this theory provides an effective way to help people to understand how they are perceived by others, how they perceive themselves, and how they can better understand, accept, and interact with both business and personal contacts. It is especially useful in team building and team development, managing superior/subordinate relationships, job recruitment and selection, and interpersonal-relationship training in both organizational and personal settings.

SOCIAL STYLES