Home' Australian Pharmacist : Australian Pharmacist Sept 2013 Contents 54
Australian Pharmacist September 2013 I ©Pharmaceutical Society of Australia Ltd.
SUPPORTING PHARMACY PRACTICE
1. Which of the following statements
regarding personality profiling is
a) The Myers- Briggs Type Indicator
(MBTI) is complex and hence not used
b) Managers should be aware of
employees’ personalities and how they
govern their behaviour.
c) A person’s personality can influence
their ability in customer service,
decision making and organisational
d) None of the above are incorrect.
2. Choose the CORRECT statement
about the DOPE test. Within the
a) Doves whilst avoiding conflict
encourage unity and cooperation.
b) Doves need to be assisted with
c) Doves are generally easy-going,
compassionate but not hard working.
d) Both a and b are correct.
3. Which of the following statements
regarding owls is CORRECT?
a) They are methodical and like to gather
all the information required to make
b) They are excellent record keepers and
love to change and improve systems.
c) They should be assisted in not
becoming slaves to routine.
d) None of the above are correct.
4. Which of the following statements is
a) Eagles like to be in control and work
well with other leaders to plan big
b) Owls are methodical, mathematical
c) Peacocks love to talk and be social
however can lack listening skills.
d) Having a flexible way of responding
to various personalities can assist in
within the pharmacy in which they
will thrive based on their behavioural
characteristics, even if it means taking the
time out to train them.
Application to pharmacy
Understanding different personality types
can help you understand others and
realise that their different behaviours do
not make them wrong. Knowing your own
personality traits can assist in examining
your strengths and weaknesses, and
learning how to accentuate the positives
and minimise the negatives.6 It can help
you understand why some people seem
difficult; what their drivers and fears
are, where their behaviours come from
and what responses will help to achieve
It is important to also develop other skills
in getting on with people, like trying to
be tolerant. The fact that a person doesn’t
gel with someone should not affect the
way they relate to them.7 One should
practise liking people by focusing on their
good points, concentrate only on the
work context and create opportunities to
recognise an individual’s achievements.7
Having a flexible way of responding
to the behaviour of others can help.
For example, if a person is argumentative,
staying calm and citing facts and figures
to present an alternative position can
be useful.7 Keep relationships formal but
friendly, confine interest to work-related
issues and never let a relationship cloud
management responsibilities.7 Lastly it
is important that managers talk to their
employees – discussing things maturely
and in a non-threatening manner, is a first
step to possible resolution.7
While you cannot change another
person’s character, making them aware
of how they are interacting within
the workplace can assist in making
improvements in performance and
interactions. Clashes in the workplace
are often seen because someone
reacts to someone else’s behaviour;
someone has approached things
in a way the other wouldn’t have.
These are the types of things that
cause friction. When people within
a workplace team understand their
own personality and behaviours, and
how they affect the people they work
with, conflict is minimised and more
1. Adams HK. Personality test: dove, eagle,peacock and
owl personality traits. 2013 ; At: http://voices.yahoo.
2. Robbins S, Millett B, Cacioppe RT. Organisational behaviour. 3rd
edn. Sydney: Prentice Hall; 2001.
3. What is your behaviour profile. 2013. At: www.achieve-goal-
4. Morris K. More firms using psychometric profile tests on
potential recruits. The Press; 2007.
5. Right person for right job. Waikato Times. Jul 19 2003.
6. Hunt D. What makes people tick: how to understand yourself
and others. McGraw-Hill Book Company Australia, 1991.
7. Flanagan N, Finger J. The management bible. Toowong: Plum
8. McCrione J. Profiling key to communication.The Press; 2006.
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