Personal Resilience Space Map 2.0

Instructions: 

This survey is not about one’s intent, it is about actual behavior.

When answering the questions, imagine seeing yourself or the person you are rating in real situations. When you assign a score, assign it based on how much of this behavior you or they demonstrate through their behavior in these situations. These questions are designed to create the position where you can examine yours or others behavior from an objective point of view.

Remember, the results, feelings or thoughts you have about the survey may not be the truth, but your best guess at this point, please take into consideration the context of your personal life when answering these questions or discussing them with your coach.

If you don’t understand the question or don’t think it applies leave it marked ‘NA’.

• Please complete A & B Questions before beginning the survey
• Before submitting the survey, please give us your name and email address!

 

On the left: Mark only 1 of the statements in each group of 10 statements as to what is the most important belief or behavior to YOU about how the world works for the person you are rating.

On the right: Consider each of the following words or statements as beliefs and how "frequently" they are demonstrated through the person's behavior, with 1 being never and 10 being always.

IMPORTANT: IF YOU DON'T THINK OR FEEL THAT THE STATEMENT HAS ANY RELATIONSHIP TO THE PERSON'S BEHAVIOR, OR YOU DON'T KNOW WHAT IT MEANS, THEN SELECT "NA" = Not Applicable.

THERE ARE NO RIGHT OR WRONG ANSWERS only your opinions

Your opinions will be revealed to everyone involved and discussed with the leader to increase engagement

Again, ON THE LEFT, mark the statement that is most important to you about this person

Is physically fit

Is guided by wisdom of people around them

Willing to push the limits

Bounces back from setbacks

Strategizes through difficulties

Allows others to help

Avoids over-generalization

Includes others in problem solving

Takes direction from one’s elders

Causes interaction between people

Creates a system of inclusion

Views inclusion as strategic

Joins other groups

Includes many levels in problem solving

Able to use raw force

Feels power in being a part of a tribe or group

Seldom quits

Systemizes power through rules and procedures

Influences others

Gains power by collaborating

Able to make use of many forms of power

Can draw a line between right and wrong

Views history as a source of guidance

Makes rules even when it alienates others

Able to postpone gratification

Puts strategy before tactics

Collaborates through others

Identifies different levels of accountability

Can create a return to investment in almost any situation

Seeks the opinion of experience

Initiates

Balances personal power against system authority

Knows when to throw in the towel and abandon something

Shows authority comes from ability to reach out

Demonstrates that authority has a variety of layers

Responsible to strategic needs

Gives responsibility a bigger than me quality

Takes personal responsibility

Views responsibility as a system design

Acts as if strategy is responsibility

Equates social responsibility as a point of leverage

Acts as if responsibility is different at various levels

Adjusts quickly based on cues

Notices patterns in neighbors

Takes a leadership role when necessary

Molds rules to a stratified design

Adapts others strategically

Explores consensus for options

Makes conscious choices 

Considers how natural responses are appropriate

Uses power decisively to unite

Macro manages strategic win-win-win scenarios

Facilitates a collective experience

Finds order in chaos