Factor 3 Introduced: Difference between revisions
(Created page with "=Introduction= Factor 3 is the third Factor in the profile. It shows how one needs and is motivated to be free to change priorities and be spontaneous when the Factor is low (on the left), versus being in a calm and methodical environment when the Factor is high (on the right). right|350px It's important to understand that the factors are measured along a continuous scale, from one extreme to the other. Using “Low” and “high” is only...") |
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=Factor 3 Labeled With a Number= | =Factor 3 Labeled With a Number= | ||
As with the three other factors, Factor 3 measures drives, behavior, and motivation with opposite meanings. Look at the extremes of Factor 3: on the low end, it means being impulsive; on the high end, being placid | As with the three other factors, Factor 3 measures drives, behavior, and motivation with opposite meanings. Look at the extremes of Factor 3: on the low end, it means being impulsive; on the high end, being placid | ||
Giving a neutral label like "3" and learning | Giving a neutral label like "3" and learning its meaning and use along the continuum has proven more effective than speaking only about the meaning of one side of the continuum with a label that’s already biased by idiosyncratic connotations, as traits do, while ignoring or being vague about the other side of the spectrum. | ||
Once learned, speaking about Factor 3 as low or high at different intensity levels facilitates its use at the individual, job, and organizational levels for comparisons and better-quality deductions. It also facilitates comparisons between factors, an aspect that adds critical nuance to the behaviors inferred from the profiles. | |||
=Factor 3 Low= | =Factor 3 Low= | ||
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=Factor 3 in Personality Research= | =Factor 3 in Personality Research= | ||
A low Factor 3 is of major importance in many business situations where doing things faster is as valued as doing things right. Being fast and proactive is of critical importance to take a leading position in a market and surpass competitors. In the Big Five approach of personality, low 3 emerges at the other end of the Emotional Stability dimension with markers such as tense, nervous, impulsive, or restless. With the Big Four approach, it emerges in the Balance dimension with adjectives such as irritable and quick-tempered. | A low Factor 3 is of major importance in many business situations where doing things faster is as valued as doing things right. Being fast and proactive is of critical importance to take a leading position in a market and surpass competitors. In the Big Five approach of personality, low 3 emerges at the other end of the Emotional Stability dimension with markers such as tense, nervous, impulsive, or restless<ref>De Raad B., Hendricks A. A. J., Hofstee W. K. B. (1992). Towards a refined structure of personality traits. European Journal of Personality, Vol. 6, p. 301-319.</ref>. With the Big Four approach, it emerges in the Balance dimension with adjectives such as irritable and quick-tempered<ref>De Raad, B., Barelds, D. P. H., Timmerman, M. E., de Roover, K., Mlačić, B., Church, A. T. (2014). Towards a Pan-cultural Personality Structure: Input from 11 psychological Studies. European Journal of Personality, 28, 497-510.</ref>. | ||
A high level of factor 3 is present in the Emotional Stability dimension of the Big Five approach to personality, with adjectives such as stable, imperturbable, steady, even-tempered, or controlled<ref> Ibid, De Raad B., Hendricks A. A. J., Hofstee W. K. B. (1992). | |||
</ref>. In the Big Four, it falls under the Balance dimension, characterized by adjectives such as calm, serene, and well-balanced<ref>Ibid, De Raad, B., Barelds, D. P. H., Timmerman, M. E., de Roover, K., Mlačić, B., Church, A. T. (2014)</ref>. | |||
=Notes= | =Notes= | ||
Latest revision as of 17:42, 22 February 2026
Introduction
Factor 3 is the third Factor in the profile. It shows how one needs and is motivated to be free to change priorities and be spontaneous when the Factor is low (on the left), versus being in a calm and methodical environment when the Factor is high (on the right).
It's important to understand that the factors are measured along a continuous scale, from one extreme to the other. Using “Low” and “high” is only a language convention for positioning the factor. There is no judgment of being right or wrong attached to being low or high on the scale. In fact, all positions offer something different and potentially positive for the person and their environment. The position on the scale reflects how intense a factor is. The four factors are arranged vertically and connected by lines, as shown on the right. This profile helps explain how the factors interact. These features make the factor model distinct from type- or trait-based models by accurately depicting behaviors, as well as the thoughts, emotions, and growth that accompany them. Once measured and displayed in the adaptive profile, the factors also show how a person adapts and engages in different contexts.
Factor 3’s Intensity
The measurement scale shown below and above the factor is the standard deviation (also called sigma). The distance from the middle, the average, makes the behavior more pronounced in either direction: The further Factor 3 is from the average, the more intense and frequent the behavior, strength, and motivation indicated below. People whose Factor 3 is on average will show a neutral tendency or no inclination toward either side. The factor will be analyzed alongside the three others.
Factor 3 Labeled With a Number
As with the three other factors, Factor 3 measures drives, behavior, and motivation with opposite meanings. Look at the extremes of Factor 3: on the low end, it means being impulsive; on the high end, being placid
Giving a neutral label like "3" and learning its meaning and use along the continuum has proven more effective than speaking only about the meaning of one side of the continuum with a label that’s already biased by idiosyncratic connotations, as traits do, while ignoring or being vague about the other side of the spectrum.
Once learned, speaking about Factor 3 as low or high at different intensity levels facilitates its use at the individual, job, and organizational levels for comparisons and better-quality deductions. It also facilitates comparisons between factors, an aspect that adds critical nuance to the behaviors inferred from the profiles.
Factor 3 Low
Factor 3 on the low side measures the need, drive, and motivation to be active and under tension, while constantly changing the pace of activities. An extremely low intensity of Factor 3 will drive a person to act impulsively.
Low 3s strengths include the following: a fine-tuned sense of urgency to take action with drive and zeal. Low 3s prefer change and variety with a nimble ability to multitask with people, projects, and ideas. Low 3s seek fast, ready answers, decisions, and solutions, and are easily accommodating and responsive to requests.
Low 3s are motivated by a varied pace. They seek change in objectives, priorities, environments, contacts, and tasks. Low 3s need recognition for their ability to act quickly in response to unexpected events. They want to be relieved from repetitive, monotonous tasks. A low Factor 3 brings liveliness and vitality to the other three factors.
Extremely Low 3s will appear impulsive and unpredictable. They rush and put pressure on others. They will show difficulties concentrating and appreciating the actual moment. Extremely Low 3s have a tendency do too much in too little time. A low Factor 3 influences the three other factors by bringing them liveliness and vitality.
Factor 3 High
Factor 3 on the high side measures the need, drive, and motivation to be stable, calm, tranquil, composed, and in a predictable environment. The higher the Factor 3, the more stable the person is. An extremely High 3 may even cause the person to look unresponsive.
High 3s’ strengths include being systematic in approach and taking time for measured, proper follow-through. High 3s exercise patience and listen attentively while easily applying themselves to routine and redundant tasks with great focus. They are cautious and careful, planning with a systematic approach.
High 3s are motivated by predictable and unchanging priorities in a stable, routine, and familiar workplace environment. They will need to be relieved of the pressure to deliver in a rush or of frequently changing priorities. High 3s need to be recognized for their long-term commitment.
Extremely High 3 will appear placid, passive, and sedentary. They are reluctant to execute quickly. They do not handle pressure well and will resist changes implemented too quickly. Extremely High 3 stick to the known and predictable. A high Factor 3 influences the other factors by bringing them reliability and steadiness.
Factor 3 at a Job Level
Many jobs typically require a low 3. We find people with a Low 3 in many jobs and at all levels in an organization, including in the C-Suite and on boards of directors. As with the other factors, we find that people with a low 3 are more common in some jobs than others. A low level of Factor 3 is critical in jobs such as trading, sales, IT help desk, or curative maintenance (as opposed to preventive maintenance).
Many jobs typically require a high 3. We find High 3s in many different jobs and at all levels in an organization, including in the C-Suite and on boards of directors. As with the other factors, we find that people with a high 3 are more common in some jobs than others. A high level of Factor 3 is critical in many jobs that require attention to detail and consistency over time, such as a clerk, data entry, bank teller, lab tech, postman, educator, craftsman, librarian, or programmer.
Factor 3 at an Organizational Level
Since an organization’s dynamics are typically explained in a flat two-dimensional 2x2 matrix, which is the easiest to understand and use, rather than a too-abstract four-dimensional space, only the high side of Factor 3 is used in this representation. The grid includes all possible combinations of the four factors, totaling 24, which helps regroup all of an organization’s individual profiles. The high 3-quadrant on the top-left, which regroups profiles with a factor 3 higher than all other factors, is called Group 3. All other aspects of the low 3 will appear at varying degrees of intensity in the three other quadrants, as shown in the illustration on the right.
Typical organizations in Group 3 are health care companies and support units within organizations, whose main characteristics include loyalty of people as long-term team members, self-managing work teams, involvement of people, empowerment, participation, and self-reliance, as well as coaching and facilitating, cooperation among people as employees, and incremental improvements[1].
Please note that this typological representation is effective for analyzing an organization’s dynamics. But it is invalid for understanding a person’s natural ways of acting, adapting, engaging, and growing in context. For the latter, the person’s adaptive profile will be needed.
Adapting Factor 3
A High 3 can behave like a Low 3 from time to time. The higher the Factor 3, the more energy it takes and the less interest the person has in behaving like a Low 3. It works the same the other way around: The lower the Factor 3, the less likely the person is to behave at the extreme of the High 3 side.
But when required, people adapt, including in the roles they play in their jobs. When this occurs, the adaptation will be reflected in the Role of the adaptive profile, indicating the extent to which it affects natural behaviors. How the adaptation happens is also indicated by the factor itself. Low 3s will perceive High 3 behaviors as necessary for coping with repetition and a lack of variety. High 3 will perceive low 3 behaviors to deal with urgent matters.
Factor 3 Affecting Other Factors
A low Factor 3 typically makes all the other factors more active. A High 1 - Low 3 will be more spontaneous and action-oriented. A High 2 - Low 3 will quickly and efficiently contact people. A High 4 - Low 3 will promptly formalize and expedite processes. A high Factor 3 softens the expression of the other factors that are on the lower side. A High 3 - Low 1 will react patiently and act modestly. A High 3 - Low 2 will take the time to connect with new people. A High 3 - Low 4 will have a steady, persistent, and easygoing approach.
Low 3s Being Patient
Low 3s can be patient, but differently and not as often as High 3s are. The lower the Factor 3, the higher the need for variety and spontaneity. The less interest the person will show in being patient for a long time.
Factor 3 in Personality Research
A low Factor 3 is of major importance in many business situations where doing things faster is as valued as doing things right. Being fast and proactive is of critical importance to take a leading position in a market and surpass competitors. In the Big Five approach of personality, low 3 emerges at the other end of the Emotional Stability dimension with markers such as tense, nervous, impulsive, or restless[2]. With the Big Four approach, it emerges in the Balance dimension with adjectives such as irritable and quick-tempered[3].
A high level of factor 3 is present in the Emotional Stability dimension of the Big Five approach to personality, with adjectives such as stable, imperturbable, steady, even-tempered, or controlled[4]. In the Big Four, it falls under the Balance dimension, characterized by adjectives such as calm, serene, and well-balanced[5].
Notes
- ↑ Cameron, K. S., Quinn, R. E., DeGraff, J., Thakor, A. V. (2006). Competing Values Leadership. Creating Value in Organizations. Northampton, MA: Edward Elgar Publishing.
- ↑ De Raad B., Hendricks A. A. J., Hofstee W. K. B. (1992). Towards a refined structure of personality traits. European Journal of Personality, Vol. 6, p. 301-319.
- ↑ De Raad, B., Barelds, D. P. H., Timmerman, M. E., de Roover, K., Mlačić, B., Church, A. T. (2014). Towards a Pan-cultural Personality Structure: Input from 11 psychological Studies. European Journal of Personality, 28, 497-510.
- ↑ Ibid, De Raad B., Hendricks A. A. J., Hofstee W. K. B. (1992).
- ↑ Ibid, De Raad, B., Barelds, D. P. H., Timmerman, M. E., de Roover, K., Mlačić, B., Church, A. T. (2014)