KYKO is an acronym for “know yourself, know others.”

Adapted from Sun Tzu Art of War.

 

It is an integrated five dimensional model of personality to map out the patterns of behavior and to find solutions to problems caused by human differences.

KYKO use the medical approach to address human problems. A doctor’s approach to identify a disease is to send you to the diagnostic department to undergo a series of relevant tests. The relevant tests will provide you with information on your physical health The doctor makes use of the information to identify and confirm the disease before administering a treatment. KYKO uses the same approach to address and find solutions to psychological problems caused by human differences.

 

KYKO is a solution provider. It is made up of two components.

 

1. KYKO Psychometric Instrument (KPI) is a diagnostic tool to map out the pattern of behavior to address a problem/problems. The assessment tool is specifically designed identify an issue or a  problem.  It is made up of a range of 150 to more than 400 items to map out the patterns of behavior. Each item is either a self-report statement or an observer report statement. The subject or respondent is required to evaluate himself or herself by means of self-report statements on a Likert scale of 1 (Strongly Disagree) to 7 (Strongly Agree). Alternately, assessors can be entrusted to evaluate the subject by answering all the observer report statements or items on a Likert scale of 1 (Strongly Disagree) to 7 (Strongly Agree)  based on their experiences, interactions and observation of a subject or significant other to get a report.

Apparently, the first part of KYKO report is diagnostic. It provides useful information  for the organization to find solutions to a specific problem or problems caused by human factors.

 

2. KYKO People Management Information System (KPMIS)

The second part of the KYKO report is to provide solutions to the problems identified in the diagnostic tool/s. It provides recommendation, guidance, advice, etc.,  for the users to grow their potentials. It also assist the authority to  generate options and find solutions to the problems caused by human differences.

 

Knowing yourself is enlightenment.

                                                                  Ralph Waldo Emerson (1803 – 1882)

 

“Knowing yourself is true wisdom.  Mastering yourself is true power.”

                                                                  Lao-tzu, Tao te Ching (sixth century B.C.)

 

Do you know who you are and what you want in life? Many of us go through life reacting to our environments and just letting things go by instead of making conscious choices on what we are and what we want. If you do not know yourself, how can you set goals and plan a course of action to achieve what you want.

 

To know yourself you must develop a strong self-concept.

Understand your:

• cognitive self, such as your thought processes, your values and belief system, your needs and wants, your strengths and weaknesses, likes and dislikes and how you make decisions;
• affective self, such as your moods, reactions and responses to what is happening around you, your emotions and depth of feelings that affect your state of mind, your sensitivities in your interpersonal relationships;
• executive self which includes your positive and negative ways in dealing with issues, relating and connecting with others, adapting to what is around you.

 

Knowing yourself is the key to self-improvement. It gives you the capacity to learn from your mistakes as well as your successes. It enables you to keep growing, becoming and being a fully functioning person able to contribute meaningfully to society and the world at large.

 

Knowing yourself helps you to:

1. discover yourself so that you can develop your potentials for success;
2. identify your strengths and shortcomings and gain an insight into your developmental needs;
3. use your strengths optimally to accomplish your personal goals;
4. identify a career that fits your personality;
5. align the dimensions of your personality with significant others to influence and make things happen and to solve problems dealing with others;
6. understand the dynamics of people management;
7. acquire practical people management and business skills;
8. mobilize resources to assist you to achieve life goals and your organization’s vision and mission.

 

“Knowing others is intelligence; Mastering others is strength”

Lao-tzu, Tao te Ching (sixth century B.C.)

 

You are learned and wise if you know how to size up others and influence them to meet common goals. Knowing others is the key to influencing, convincing, persuading and getting others to make things happen and get things done.

 

Knowing others helps you to:

1. identify others’ strengths and shortcomings;
2. use others’ strengths to make things happen;
3. identify others’ core areas for improvement and develop their potentials through training and development;
4. manage interpersonal relationships with others;
5. mobilize people resources to achieve the bottom lines;
6. identify the best people in the market and recruit them into your organization;
7. match the right persons with the right jobs;
8. size others up to get them to assist you to influence, persuade, motivate and use others to get things done through, with and for others.

 

Psychological foundation

KYKO is an integrated model of personality developed from multiple theoretical constructs via the psychodynamic, social cognitive, humanistic, traits, behaviorism, evolutionary and existential schools of thought incorporating the needs and deprivation theories.

 

KYKO combines the compatible theories and concepts of contemporary psychologists to interpret human differences.

 

KYKO Premises

 KYKO was developed by Bernard A.T. Tan based on the following premises:

 

1. Behavior is motivated by the inner states such as desires, needs, wants and motives. (Psychodynamic and Need Theorists).

Bernard posits that behavior becomes tangible and observable when the inner states are energized.  When we are hungry we look for food. When we are thirsty we look for water. When we want to be safe, we lock our gates and house, follow rules and regulations, buy insurance and save money for the rainy day.  When we need companions, we look for our friends, attend parties and join some clubs to share hobbies and interests. When we want to project our image, we share our success stories, use a big car, live in a bungalow and buy branded stuff.

 

2. Behavior is a function of our genes – (Biological & evolutionary perspectives on personality)

Our behavior has descended from the family tree of a common ancestor. We inherited specific traits from the genes of the members of our family tree. It could be from our parents or grandparents or even from a grand uncle. We vary in the expression of our behavior because of variations in our genes. Bernard believes that some of our dominant traits are inherited. For example, we are stubborn because we have inherited the stubborn gene from a member of a family tree of our ancestors. Thus the old adage that leaders are born is partially true.

 

3. Behavior is a function of our environment

Our environment in a significant way shapes our behavior. The environment provides us with good and bad experiences that is stored in the sub-conscious mind. In a favorable environment, we experience pleasures and develop most of the better parts of us. A person must experience love in order to give love. In an unfavorable environment, we experienced pains and develop the lesser parts of us. When we are bullied we learn to fight back and be rebellious. When our family members are sacrificed in a war, we tend to seek revenge on our enemies. Such behavior is controlled by our feelings. If you are nice to me I will be nice to you. Likewise if you are nasty to me I will be nasty to you. (Psychodynamic and Pain and Pleasure theory).

 

Our behavior is also controlled by our thinking. We learn through our bad experiences to create a gap between stimulus and response.  The gap acts as a mediator for our intellect to analyze the consequences our responses giving us a choice between giving a nice or nasty response to favorable or unfavorable stimuli in the environment. Our experiences taught us to be open to experiences and be flexible in adapting to people and the situations to make things happen. (Social Cognitive Theory).

 

4. Behavior is a function of cognition (Social Cognitive Learning Theory)

Cognition is defined as the act or process of knowing encompassing attention, perception, memory reasoning, judgment, imagining and thinking. We learn through books, documents, observation, remodeling and from a significant other. Our learning and knowing determines our behavior. Thus the old adage that leadership can be trained is partially true.

 

5. Human beings lie in the continuum of relatively healthy to unhealthy in their mental and psychological dispositions. Sigmund Freud Psychodynamic Theory).

According to Sigmund Freud, one’s psychological health is a function of the environment.  A favorable and conducive environment helps us to self-actualize and enhance our psychological health. On the contrary, an unhealthy or toxic environment de-actualizes, causing us to deteriorate in our mental disposition in line with the postulation of Sigmund Freud that a human being lies in the continuum of relatively normal and abnormal. Bernard posits that human personality is not static; it is dynamic and is constantly changing for better or worse with new experiences.

 

1. Human personality lies in the continuum of relatively simple and complex (Incorporation of the Behaviorism, Cognitive theory, Genetic and Evolutionary theory and Walter Mischel situational perspective of personality theory).

 

Simple or Static personality has a recognizable pattern of behavior found in simple humans that is persistent and consistent across situations and over time. On the contrary, dynamic personality patterns of behavior are found in complex humans where the patterns of behavior vary between situations and across time.

 

Complex or dynamic personality may inherit some smart genes from the family line of their ancestors. Deprivation of dominant desires and basic needs could also further develop the dynamic aspects of our personality for our survival and growth. Mischel posits that behavior is a function of personality and interpretation of the situation.

 

 

7. Human beings lie in the continuum of relatively aggressive and submissive. (Needs and Social Learning Theory)

 

Human beings lie in the continuum of relative sociable and asocial (Needs and Social Learning Theory)

 

8. Human beings lie in the continuum of relatively pragmatic and adventurous (Needs and Social Learning Theory).

 

No two human beings are alike even if they are identical twins growing up in the same environment due to genetic differences. (Phenomenological perspectives on personality).

 

Bernard believes that every human being is unique like our thumb print. He disagrees to putting a number on the typology of personality. He posits that the number of “personalities” is infinite.

 

Based on the above premises and the integration of the wisdom of the compatible views of contemporary psychologists, a five dimensional model of personality was established.

The current, existing personality profilers available in the market use one or two theories to predict human differences. Using one or two theories is akin to one or two blind men trying to guess what an elephant is like. Assuming that the elephant is our personality, we could see only one or two windows into our personality. Even though the theories are validated, they would not be able to predict our personality comprehensively as they could only see the partial picture of human personality.

 

KYKO profiler integrates the six schools of personality theories to develop a five dimension model to enable us to see a more complete picture of the elephant thus enabling us to see a more complete and comprehensive picture of our personality to predict human differences.

 

KYKO Five Dimensional Model of Personality

KYKO five dimensional personality model was established based on the above premises developed from multiple theoretical constructs and the compatible view of renowned, well tested group of psychologists. Bernard attempts to combine their compatible views to predict patterns of behavior. The five dimensional of personality profile are as follows: –

 

1. Self-Actualizing Dimension – developed from the premise that human beings lie in the continuum of relatively normal and abnormal.  

Self-Actualization is defined as the need, want or desire for achievement, growth, fulfilment and to find meanings in life.  Self-actualization is a term that has been used in various psychology theories, often in slightly different ways.

 

Kurt Goldstein

Kurt Goldstein is the pioneer in introducing the concept of self-actualization. He defined self-actualization as the motive to realize all of one’s potentialities. He posits that an individual has the tendency to actualize his or her capabilities optimally to maximize his or her abilities to determine the path of his or her life.

 

Abraham Maslow

Abraham Maslow in his five levels of hierarchy of needs put self-actualization as the highest level.  Maslow explicitly defines self-actualization to be “the desire for self-fulfillment, namely the tendency for one to become actualized in what one is potentially. This tendency might be phrased as the desire to become more and more what one is, to become everything that one is capable of becoming”.  The late famous pop singer, Michael Jackson is a clear example of a personality with a high desire for fulfillment. He perfected the art of singing and dancing due to his great passion, joy and satisfaction of entertaining others.

Personalities with high desire for fulfillment have the following characteristics among others:

 

They

• have high drives
• take initiatives
• show great enthusiasm
• become highly motivated intrinsically
• are active and energetic

 

On the contrary, personalities with low desire for fulfillment

• work grudgingly
• lack initiatives
• have low drives
• show boredom
• are not motivated
• lacks energy
• lack interests
• become passive and phlegmatic

 

Clayton P. Alderfer 
Clayton P. Alderfer in his reaction to Abraham Maslow’s five levels of hierarchy of needs developed a three-level hierarchy of needs known as Existence. Relatedness and Growth needs. He put growth needs as the highest level. He posits that one has to grow one’s potential continuously in order to be creative, productive and do meaningful tasks.

 

Based the above Alderfer’s concepts, Bernard redefined growth needs as the need, desire and want to seek knowledge, skills, competencies and treat learning as a life-long process.

Personalities with high growth needs will have the following characteristics:

 

• are eager to grow one’s potentials
• take initiatives to learn new things
• are trainable
• seek continuous self-improvement
• want to progress in life
• personalities with low growth needs
• show no interests in self-development
• are indifferent to training
• reluctant to improve oneself
• not willing to learn

 

David Mc Clelland 
Mc Clelland in his Achievement Motivation theory proposed that there are two groups of people – the high achiever and the low achiever. The high achievers have an intense desire to accomplish goals in life while the low achievers are not bothered about chasing after goals. Bernard incorporates David Mc Clelland’s need for achievement as part of self-actualization – a prerequisite to grow one’s potentials in order achieve one’s life goals.

 

Personalities with high need, want and desire for achievement have the following characteristics:

 

• work long hard hours
• chase after goals
• responsible and committed to their job
• accountable for one’s actions
• focus on producing results

 

On the other hand, personalities with low need want or desire for achievement

 

• work at a slow pace
• avoid taking responsibilities
• are reluctant to chase after goals
• are not result oriented
• lack commitment

 

Carl Rogers

Rogers posits that we, as human beings have underlying “actualizing tendencies”, which aim to grow and develop our capacities and move us toward autonomy. This tendency is directional, constructive and a process for us to live a good and meaningful life. He conceives self-actualization as the peak of human development when a person becomes a fully functioning man. Bernard believes that when a person reaches this stage he or she has reached the highest level of maturity seeking goodness and wisdom and living a constructive, useful and meaningful life. Personalities who reach the peak of human development have the following characteristics:

• strong values system
• good Intellectual skills
• high integrity

• accept reality – living in the present rather than be affected by the past and worrying about the future

• highly ethical
• positive attitude
• possess strong principles
• honest and trustworthy
• treat others fairly
• work about building a better tomorrow

 

Personalities who are immature and underdeveloped tend to drift along aimlessly; living a frustrated life filled with uncertainties, guilt, remorse and anxieties. They have the following characteristics:

 

• prone to temptation
• weak values system
• untrustworthy
• negative attitude
• unethical
• low integrity
• without principles
• infringing others’ rights
• distorted thinking

 

2. Egocentric Dimension – developed from the premise that human beings lie in the continuum of relatively assertive and submissive. 

Egocentric is defined as a desire or need for power, status, dominance, pride, respect, recognition, and to control the environment – the part of a person’s self that is distinct and focused on self-image. Personality psychologists often deliberate on the interpretation of egocentric needs.

 

Abraham Maslow 

Abraham Maslow in his fourth hierarchy of needs posits that egocentric needs is the desire for self-esteem. Maslow noted two versions of esteem needs, a lower one and a higher one. The lower one is the need for the respect from others, the need for status, fame, glory, recognition, attention, reputation, appreciation, dignity, even dominance. The higher form involves the need for self-respect, including such feelings as confidence, competence, achievement, mastery, independence, and freedom.

 

David Mc Clelland 
Mc Clelland in his 3-factor theory conceives egocentric needs as the desire for power. This need is indicated by a person’s desire to dominate and control the behavior of others. Such persons prefer jobs that provide them an opportunity to acquire leadership with power. There are two aspects of power accordingly to Mc Clelland. These are positive and negative. Positive use of a power is necessary when one desires to achieve results through the efforts of others. The negative use of power is possible when a person uses power for personal aggrandizement.

 

Henry Murray
Henry Murray focused his study on the basic needs in personality which he called psychogenic needs. He posits that these needs are innate and are largely at the unconscious level of our minds. Murray develop a list of egocentric needs as listed below:

• Power – the need to take charge and lead others
• Ambition – the need to chase after position and status
• Recognition – the need to display achievements and gaining social status
• Aggression – the need to attack and provoke others
• Dominance – the need to control the environment

 

Bernard combines the compatible views of Maslow, Mc Clelland and Murray to develop the egocentric dimension of KYKO model. He defines the egocentric personality as a need, desire and wants for power, status, fame, image, recognition, respect, dominance and to take charge and control the environment.

 

Personalities with a high egocentric dimension have the following characteristics:

• want to make decisions and lead
• enjoy competing with others
• seek authority and status
• want praises and recognition
• believe they have the power to make things happen
• are confident
• Live up to their image
• want prestige
• seek challenges in life.
• are status-conscious
• buy branded goods
• live in style
• want to be in the limelight
• Confident and persistent to accomplish what they set out to do

 

On the other hand, personalities with a low need for power, esteem, or taking charge or control others and the environment:

• are gentle
• accommodative and lenient
• lack confidence
• are indecisive
• subservient
• soft-natured
• permissive
• humble and shy
• keep a low profile
• avoid being in the limelight

 

2. Sociocentric Dimension – developed from the premise that human beings lie in the continuum of sociable and asocial. 

Sociocentric is defined as the need for love, care, belongingness, companionship, affiliation, social interaction and social-acceptance.

 

Abraham Maslow

Maslow interprets sociocentric needs as the desire for love and belongingness in his third level of hierarchy of needs. As an individual, we need to love and be loved by others. As social creatures, we need love, affection and sense of belonging with our friends and work groups. Our love and belonging needs include friendship, intimacy and desire to have a family.

 

Henry Murray

Murray conceives sociocentric needs as the desire for intimacy, to experience warmth, closeness, and communicative exchanges and to spend time with other people. His list of affection needs is as shown below:

 

• Affiliation: Spending time with other people.
• Nurturance: Taking care of another person.

• Play: Having fun with others.
• Succorance: Being helped or protected by others.

 

David Mc Clelland 

 

Mc Clelland views sociocentric needs as the need for affiliation, friendship, interaction and to be liked. Personality with a high need for affiliation enjoys social interaction, working in group, making and sharing his or her interests with others.

 

Clayton Alderfer

Alderfer conceives sociocentric in his Relatedness needs as a desire for social involvement with family, friends, co-workers and employers.

 

Bernard incorporates the concepts of Maslow, Mc Clelland and Murray and Alderfer to develop the sociocentric dimension of KYKO model. He defines sociocentric as a need, want and desire for love, care, belongingness, affiliation, social interaction and acceptance. People with high need for love, care, and companionship are compassionate and have a deep well for feelings. They

 

• like companionship and shower affection on them
• are emotional and sensitive
• are  romantic and sentimental
• seek social activities
• make a lot of friends
• have  empathy
• help, cooperate and support friends
• like to work things out together in teams
• like partying
• emphasize espirit de corps
• promote group identity and cohesiveness
• believe in working synergistically and symbiotically

 

Alternatively, people with low need for love, care, affiliation and companionship are unemotional, individualistic and prefer to work things out on their own. They

 

• avoid social functions
• have few friends
• like to do things alone
• find difficulty in expressing their feelings
• avoid parties
• are  impersonal
• are  aloof and detached
• enjoy doing solitary activities

 

3. Security Dimension – developed from the premise that human beings lie in the continuum of relatively pragmatic and adventurous.

The term security connotes the meaning of safety, protection, and well-being and out of danger.  Security is defined as the need for safety, orderliness, system, structure and protection from dangers

 

Abraham Maslow
Maslow in his second level of the hierarchy of needs interprets security needs as a desire for personal security from crime, financial security, health and well-being, and a safety net against accidents/illness and the adverse impacts.

 

These needs have to do with people’s yearning for a predictable, orderly world in which  injustices and inconsistencies  are under control, the familiar frequent and the unfamiliar rare. In the world of work, this safety needs manifest themselves in such things as a preference for job security, grievance procedures for protecting the individual from unilateral authority, savings accounts, insurance policies, and the like.

 

Henry Murray
Murray interprets security as materialistic needs – a desire for obtaining and keeping things and making things neat and organized. His list of materialistic behaviors is as below:

Acquisition: Obtaining things.
Construction: Making things.
Order: Doing things in a neat and organized manner.
Retention: Keeping things

 

Clayton Alderfer
Alderfer’s notion of security is manifested in his existence needs, the first two levels of Maslow – physiological and safety needs.

 

Bernard incorporates the concepts of Maslow, Murray and Alderfer to develop the fourth dimension of KYKO model. He defines security needs as a desire for safety, order, structure, system and protection.

 

People with high need for security want safety, order, system, certainties and protection.

• Follow rules and regulations
• Save monies for the rainy day
• Do things in systematic and methodical order
• Plan, organize and schedule their activities
• Buy insurance to protect themselves and to safeguard their future
• Prefer the status quo and would resist changes
• Want certainties of what they are doing
• Obey the laws and traffic rules

 

On the contrary, personality with low need for security want autonomy and freedom and are adventurous and carefree. They

 

• are likely to beat the traffic rules
• prefer to work in a dynamic and turbulent environment
• prefer changes
• indifference in insuring themselves
• disorganize, unscheduled and messy
• unmethodical and unsystematic in doing things
• spend monies lavishly
• tend to violate rules and regulations
• experiment with rules and regulations

 

5. Complexity Dimension – developed from the premise that human personality lies in the continuum of relatively static (simple) and dynamic (complex)

Complexity is defined as the need to change, influence and adapt for survival and to satisfy dominant needs.

 

The complexity dimension was developed based on the premise that human personality lies in the continuum of dynamic and static.

 

Dynamic personality portrays a pattern of behavior that varies across situations and over time. Static personality portrays a pattern of behavior that is persistent and consistent across situations and over time. The former pattern of behavior is complex, quite unpredictable and unrecognizable while the latter is simple, predictable and recognizable.

People with high need for survival and to satisfy dominant needs have a helicopter vision, see things from many angles and know many ways of making things happen. They

 

• are analytical and insightful
• see the world with many possibilities
• are flexible in their dealings
• size up people and situations
• are adaptable to people and the environment
• are able to influence and persuade and convince others

 

On the other hand people with low need for survival and to satisfy dominant needs have tunnel vision and see only one way of getting things done. They

 

• lack foresight
• are docile and fixed
• are straightforward and naïve
• are susceptible to others’ influences
• are gullible and too trusting
• maintain the status quo
• hold on to traditions and customs

 

Conclusion

Clearly, the interpretations of KYKO personalities in the five dimensions as shown above are supported by a group of tested and renowned psychologists based on their premises and theoretical constructs. Hence, KYKO interpretations of human patterns of behavior by combining the wisdom of contemporary psychologists and are free from personal bias.

 

KYKO Ten Distinct Personality Types

Bernard combines the types and trait approaches to classify people into ten distinctive personality types. Two distinct personality types can be identified from each of the five dimensions.

 

Self-Actualization

High Self Actualizing – Normal Personality Type: – A high desire for achievement, growth, and fulfilment and to find meaning in life. The normal personality type consists of a cluster of distinctive traits, for examples, Hardworking, Responsible, Fair, Ethical, Enthusiastic, Motivated, Self-Improvement, Knowledge Seeker, etc.

 

Low Self-Actualizing – Neurotic Personality Type: – A low desire for achievement, growth, and fulfilment and to find meaning in life. The abnormal or neurotic personality consists of a list of distinctive traits such as Slow Pace, Uncommitted, Low Moral Ethics, Lack Initiatives, Lack Motivation, Not Keen to Learn, etc.

 

Normal-Neurotic Type (Average self-actualizing) consists of a list of distinctive traits such as Erratic, Inconsistent, Moody, Moderate Paced etc.

 

Egocentric Dimension.

High Egocentric Dimension – Assertive Personality Type – A high desire or need for power, status, fame, style, image, recognition, respect, dominance and to control the environment. The Assertive (Aggressive) Personality consists of a cluster of traits such as Dominant, Takes charge, Status- Conscious, Wants  Prestige,  Confidence,  Respectful, etc.

 

Low Egocentric Dimension – Submissive Personality Type – A low desire or need for power, status, fame, style, image, recognition, respect, dominance and to control the environment. The submissive Personality consists of a cluster of traits such as being Permissive, Passive, Gentle, Soft, Humble, and having the Preference to Follow, etc.

 

The In-Between Aggressive and Submissive consists of a cluster of traits such as moderately assertive, moderately gentle, somewhat permissive, neither strict nor lenient, etc.

 

Sociocentric Dimension

High Sociocentric Dimension – Sociable Personality Type – A high desire or need for love, care, belonging, affiliation, social interaction and acceptance. The Sociable Personality consists of a cluster of traits such as Affectionate, caring, helpful, supportive, collaborative, approachable, team player, etc.

 

Low Sociocentric Dimension – Asocial Personality Type – A low desire or need for love, care, belongingness, affiliation, social interaction and acceptance. The Asocial Personality consists of a cluster of traits such as Aloof, Detached, and Prefers to work alone, etc.

 

The In between sociocentric dimension consists of a cluster of traits such Lukewarm relationship, moderately cooperative, average well of feelings, etc.

 

Security Dimension

High Security dimension – Pragmatic Personality Type – a high desire or need for safety, order, structure, system and protection. The Pragmatic Personality consists of a cluster of traits such as – Detail-Oriented, meticulous, careful, loyal, obedient, etc.

 

Low Security dimension – Adventurous personality type – a low desire or need for safety, order, structure, system and protection. The Adventurous Personality consists of a cluster of traits such as Free, Spontaneous, Forgetful, Messy, Careless, Takes High Risk, etc.

 

The In-Between Security Dimension consists of a cluster of traits such as Moderately Organized, Averagely Meticulous, Moderately Careful, etc.

 

Complexity Dimension

High Complexity Dimension – Dynamic Personality Type – A high desire or need for information, influence, adaptation, change and utilizing others for survival and to satisfy dominant needs. The Dynamic Personality consists of a cluster of traits such as Inquisitive, Helicopter Vision, Perceptive, Insightful, Adaptable, Unpredictable, Persuasive, Convincing, Influential, etc.

Low Complexity Dimension – Static Personality Type – A low desire or need for information, influence, adaptation, change and utilize others for survival and to satisfy dominant needs. The Static Personality consists of a cluster of traits such as Lacks Awareness, Tunnel Vision, Open, Predictable, Straightforward, Naive, Gullible, Easily Influenced, etc.

 

The In-Between Complexity Personality consists of a cluster of traits such as Partial Vision, Moderately Flexible, Averagely Influential, etc…

 

KYKO Profiling Instruments measure the high, fairly high, average, below average and low of the five dimensions of one’s personality profile.  The items of the tests are developed from multiple theoretical constructs of the psychologists to ensure the validity of its instrument in its assessment tests.  The items measure the high and low of each of the five dimensions in the form of self-report statements or observer report statements on the 7-point Likert Scale.   The magnitude of each personality type can be derived statistically based on measurement using the Rasch Model.

 

KYKO – An objective psychometric assessment instrument?

KYKO is an objective psychometric assessment tool. Like a chemist who breaks matter into elements, combines the elements into compounds and further combines the compounds to identify an apple, pear or orange, KYKO breaks human qualities into traits and characteristics and combines them to identify the personality profile.

 

Trait is defined as the smallest unit of human quality

 

Characteristic is a combination of traits

 

Profile is a complete picture of a person’s personality

The interpretation of KYKO is represented by the abbreviations of the five dimensions.  SA represents Self Actualization, E represents Egocentric, SO represents Sociocentric, SE represents Security, and C represents Complexity. The magnitude of each dimension is represented by H (High), F (Fairly High), E (Average), B (Below Average) and L (Low)

 

For examples: EC + (Average Complexity), FSA (Fairly High Self- Actualizing) + HE (High Egocentric) + BSO (Below Average Sociocentric) + LSE (low Security) and so on.

 

Interpretation

Below are samples of interpretations for the following:

 

Traits

EC – Partial vision, moderately flexible, etc.

FSA – Reasonably responsible, fairly hard working, etc.

HE – Dominant, confident, etc.

BSO – Quite aloof, prefers privacy, etc.

LSE – Spontaneous, wants freedom, etc.

 

Characteristics

HE+HSA – Push others (HE) for results (HSA)

HSE+HSO – Meticulous (HSE) and Caring (HSO) person

 

Profile 

For example, LM+HSA+LE+FSO+BSE

John is a fairly people oriented manager (FSO) who lacks the confidence (LE) to get his subordinates (LE) to produce results (HSA). He is somewhat lenient (BSE) and straightforward (LM) with his subordinates.

 

Leadership Style

HE+HSA – Autocratic – Do the job my way (HE) and I will be accountable for your actions (HSA)

HE+LSA – Authoritarian – Do the job the hard way

HSO+HSA – Participative – Do the job together (HSO) and we will be accountable for our actions (HSA)

HSA +HSE – Bureaucratic – Do the job (HSA) by the book (HSE)

HSA+LSE – Laissez Faire – Do the job your way (LSE) and I will be accountable for your actions (HSA)

HC – Situational – Leadership styles varies with the people and situations

HC+HSA – Transformational – Leadership style varies with the situation to change the followers for the better

LSA – Neurocratic – Do the job my way but I will not take responsibilities for your actions

 

Career Fit

HC+HSA+HSE – Engineers, Bankers, Financial analysts, etc.

HC+HSA+HSO – Counselors, Training Consultants, Facilitators, etc.

HC+HSA+LSE – Creative Artists, Inventors, Scientists, etc.

 

Position Fit     

HC+HSA+HSE – Administrators

EC+HSA+HSE – Administrative Executives

LC+HSA+HSE – Clerks

 

Job Fit

HSO – jobs dealing with people

HE – Important and challenging and jobs that require the person to direct and to take charge

HSE – Jobs dealing with operations, administrative work

HSA – Jobs dealing with concepts and theories

HC – Jobs requiring analytical skills

HC + HSA – Problem Solving Jobs

 

The same can be done for interpreting

• Strengths
• Improvement needs
• Competencies
• Work interests
• Learning styles
• Training needs
• Occupational aptitude
• Managerial skills such as communication, change management, interpersonal relationship,

Conflict management, etc.

• Entrepreneurial skills
• People skills
• Sales and marketing skills and other personality variables.

 

The list is infinite depending on the information of the personality variables that meet the requirements of the organization.

 

Bernard A T Tan designs products for a specific purposes to address solutions for human resource functions such as Personnel Selection, Job Fit, Career Succession Planning, Career Path, Promotion, Personal Development, Restructuring/Redeployment and Retrenchment.  Bernard A T Tan can also design products to find solutions for Total Human Capital Development particularly for the educational sector.

 

There are two types of KYKO products designed for the educational, public and corporate sectors.

1. Generic products available online – designed through extensive research
2. Customized products – designed specifically to meet the requirements of the organization. Customized products require the organization to communicate clearly the objective of the assessment, and the requirements of a position, for example:

 

Objective: Personnel selection

Position: CEO

Job description:

Duties and responsibilities

Functions

Motivational traits

Competencies and other qualities

 

For the above position (CEO) the following qualities must be identified:

 

High Self- Actualization (HSA) – Normal Personality Type – Goal and achievement oriented, learning to fly, intrinsically motivated and enthusiastic, high integrity and committed to produce the bottom-line.

High Complexity Dimension (HC) – Dynamic Personality Type – A satellite vision of the business environment and a positive manipulator with the ability to mobilize resources and adapt and influence others to make things happen through, with and for others

 

High Security Dimension (HSE) – Pragmatic Personality Type – An excellent administrator with the ability to plan, organize and develop a blue print to achieve strategic goals and objectives efficiently

 

High Sociocentric Dimension (HSO) – Sociable Personality Type – A people oriented manager with excellent people skills, working toward building harmonious, high performance teams to achieve organization vision and mission.

 

High Egocentric Dimension (HE) – Assertive Personality Type – A driver who is confident, decisive and persistent to push self and others to get results

 

KYKO reports drawn from the data bank to interpret the information required are based on the interpretations of the wisdom of contemporary psychologists.