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The Morgan Group Corporate
Culture and Personality Assessments
Test Interpretation – Your Personality
This survey tests your
personality in several dimensions:
1.
The “DISC” personality tests is a
well known standard that measures some basic personality characteristics
and preferences
2.
The “HIFD” test measures how you like
to make a decision.
3.
The “PAC” test indicates
how you may interact with others.
4.
The “VAK” test measures how you
prefer to communicate and process information
We each have multiple roles in our lives
(business, family, community). Please answer each test assuming a
particular role, e.g. your role in business. You may enter a name and/or
role of the person being evaluated, if you wish. You may find it interesting to take
this “for someone else”.
You may also take it several times.
If you are attending a seminar, take
each test at least once and then you may want to print out this page and
bring it with you to your seminar.
Personality Test - DISC
Select the personality
type you would like to learn more about:
This test separates personality along
2 axes, task vs. relationship focused, and assertive vs. unassertive. While you may have a
“dominant” personality, one has to interact with all types.
The most successful people will move
within their “comfort zone” to interact in a manner as close to
the other person’s style as possible. Hence, it is important to know both
your own personality, and to recognize the DISC personality of another person.
Once you know a person’s
personality, you can modify your method of interaction, (within your
comfort zone, of course). The
descriptions in the links may help you with understanding how to communicate
with a specific DISC type.
Dominant (Driver)
High D’s are determined, demanding and decisive. They are independent and self
directed. They know what they
want, and want it yesterday.
They focus on facts, logic and results. They are risk takers and make fast
decisions. They are not people
oriented, and often “tell” instead of
“asking”. They
appear stubborn and impatient.
In a favorable environment, they are great leaders. In an unfavorable environment, they
can be overbearing asses. In
most organizations, the successful managers are high D’s.
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Attributes:
Adventuresome
Competitive
Daring
Decisive
Direct
Innovative
Persistent
Problem solver
Result-oriented
Self-Starter
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Value to the Team:
Bottom-line organizer
Forward-looking
Challenge-oriented
Initiates activity
Innovative
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Ideal Environment:
Freedom from controls, supervision
An innovative and futuristic oriented environment
Forum to express ideas and view-points
Non-routine work
Work with challenge and opportunity
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Tendency Under Stress:
Demanding
Nervy
Aggressive
Egotistical
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Possible Limitations:
Overuse of position
Set standards too high
Lack tack and diplomacy
Take on too much, too soon, too fast
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Emotion of the High D: Cold - Anger
Motto: “Let’s do it
now”
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Influencer (Expressive)
High
I’s are enthusiastic, dramatic and inspiring. They are impulsive, fun loving,
spontaneous, innovative and creative.
They rely on intuition and hunches. They can be very persuasive. They like big pictures, not
details. They like recognition
and visibility. In an
organization, high I’s are the salespeople.
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Attributes:
Charming
Confident
Convincing
Enthusiastic
Inspiring
Persuasive
Sociable
Trusting
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Value to the Team:
Optimism and enthusiasm
Creative problem solving
Motivates others towards goals
Team player
Negotiates conflicts
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Ideal Environment:
High degree of people contacts
Freedom from control and detail
Freedom of movement
Forum for ideas to be heard
Democratic supervisor with whom he can associate
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Tendency Under Stress:
Self-promoting
Overly optimistic
Gabby and unrealistic
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Possible Limitations:
Inattentive to details
Be unrealistic in appraising people
Trust people indiscriminately
Situational listener
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Emotion of the High I: Optimism - Nuts
Motto: “Trust me, it’ll work
out”
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Steady Relater (Amiable)
High
S’s are warm, friendly and dependable. They are very loyal and dedicated
employees – very team and people oriented. They are sensitive to feelings and are
soft spoken and good listeners.
They avoid conflict and controversy, and seek group consensus. They avoid risk, and like
guarantees. In the presence of
a high D, they may become passive-aggressive. In an organization, high S’s
are found in HR and Customer Service.
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Attributes:
Amiable
Friendly
Good Listener
Patient
Relaxed
Sincere
Stable
Steady
Team Player
Understanding
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Value to the Team:
Dependable team player
Work for a leader and a cause
Patient and empathetic
Logical step-wise thinker
Service-oriented
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Ideal Environment:
Stable and predictable environment
Environment that allows time to change
Long-term work relationships
Little conflict between people
Freedom from restrictive rules
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Tendency Under Stress:
Non-demonstrative
Unconcerned
Hesitant
Inflexible
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Possible Limitations:
Yield to avoid controversy
Difficulty in establishing priorities
Dislike of unwarranted change
Have difficulty establishing priorities
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Emotion of the High S: Unemotional - Passive-aggressive
Motto: “Let’s keep things the
way they are”
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Cautious Thinker (Analytical)
High
C’s are objective, deliberate, serious, exacting and persistent. They like order and structure. They focus on analysis of facts, and
attention to detail. They are
skeptical, and often demand proof.
They are good planners, problem solvers, and well organized. They avoid risk, and can be
impersonal and detached. In an
organization, these are often the engineers or technical professionals.
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Attributes:
Accurate
Analytical
Conscientious
Courteous
Diplomatic
Fact-Finder
High Standards
Mature
Patient
Precise
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Value to the Team:
Maintains high standards
Conscientious and steady
Defines, clarifies, gets information and tests
Objective - "The anchor of reality"
Comprehensive problem solver
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Ideal Environment:
Where critical thinking is needed
Technical work or specialized area
Close relationship with small group
Familiar work environment
Private office or work area
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Tendency Under Stress:
Pessimistic
Picky
Fussy
Overly critical
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Possible Limitations:
Be defensive when criticized
Get bogged down in details
Be overly intense for the situation
Appear somewhat aloof and cool
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Emotion of the High C: Stoic - Fear
Motto: “How was it done in the
past?”
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Test Interpretation – Decision Style
Your absolute scores
mean nothing; the relative numbers are what are important. Most people tend
to have a higher score for one type than the others. If you find that you
don't have a strong result, or if you have high scores in H and F, or I and
D (which are opposite types), you may want to retest focusing more
carefully on one particular role in your life. You can take the tests as
many times as you like. You might enjoy having someone who someone who
knows you well enter their impressions of you as well.
The Decision Style Test -HIFD
People make decisions differently. Some need lots of data to make a
decision, others need very little information. Some people focus only on a single
result of the decision, usually related to a specific goal, while others
consider multiple outcomes of the decision (how it meets the goal, how it
impacts other people including the decision maker). Many people are so locked in their
own decision style, that they have difficulty accepting that others may
have a different style.
Hierarchic
A "Hierarchic"
person likes massive amounts of data, carefully analyzed, to arrive at
one optimized solution. They value perfection, precision, thoroughness, and
control of what is going on. Their planning is long range, and they will
prescribe both the methods and the outcome. They have very personal goals,
which they hope to attain with elaborate strategies. They like intricate,
hierarchical organizations, a wide span of control, and elaborate policies
and procedures. The like long detailed communications. Brief reports are
sent back for more data. Hierarchics motivate through information, logic,
and analysis. Leadership is based on competence. They will consult
subordinates, but will still make unilateral decisions.
Integrative
An "Integrative"
person needs lots of data, analyzed repeatedly, and generates several
different (feasible) conclusions. Integratives produce these several
conclusions simultaneously, as opposed to Flexibles, who produce them
sequentially. Integratives like to explore, get all the data, and to be creative.
They produce long-range plans with lots of detail and analysis, but change,
alter, and improve these plans constantly. They are concerned with both
personal and organization goals, and try to reconcile them. They prefer
loose, fluid organizations that can be constantly adapted to demand. They
love matrix organizations. Communications are long and elaborate, with a
lot of discussion. Brief reports are shunned; the usual response is
"we need more data". They influence, rather than lead, and this
is based on trust. They allow everyone to participate in decisions, which
are made based on feelings, facts, and opinions. They influence others to
be motivated because of their empathy, understanding, and sense of
fairness.
Flexible
A "Flexible" person needs minimum data, but tends
to shift focus, reinterpret the data, and generates different conclusions.
Flexibles value action, speed, adaptability, and variety. They prefer not
to plan, but rather "play-it-by-ear" on a reaction basis.
Flexibles pursue several self-focused goals, but since their objectives are
influenced by what others think, their goals change frequently, and depend
on who is present. They prefer loose, fluid organizations, with few rules.
They are comfortable with the resulting confusion, because it gives them
ultimate control, because of their creativity and flexibility. They like
brief, concise communication and reports. However, they prefer receiving a
wide variety of possible solutions, from which to choose, instead of a
"one-best" solution. Decisions are made on a participate basis,
considering the feelings of those involved. Leadership is based on liking and
charm. They use only positive incentives to motivate.
Decisive:
A "Decisive"
person needs minimum data to arrive at one satisfactory solution.
Decisives are concerned with speed, consistency, efficiency, action, and
results. They tend to develop tightly controlled plans, usually short range
with firm deadlines. They focus on one or two goals, usually benefiting the
organization over themselves. Communication tends to be brief and to the
point. Written reports should be in summary format, focus on results, and recommend
action. Long detailed reports are often sent back, or turned over to
someone else to summarize. Decisives accept authority based on position in
the organization. They motivate through a combination of reward and
punishment, carefully documented and proscribed. They love measurables.
Decisions are unilateral, and subordinates are expected to carry them out.
Test Interpretation – Human Relations
Your absolute scores
mean nothing; the relative numbers are what are important. The categories
you score highly in will be the states that you are most comfortable in.
All categories are defined below.
If you find that you don't have a strong
result, you may want to retest focusing more carefully on one particular
role in your life.
You can take the tests as many times as
you like. You might enjoy having someone who someone who knows you well
enter their impressions of you as well.
The Human Relations Test:
People are comprised of
3 parts, which are called the "ego states". There are 3 basic ego
states; Parent, Adult, and Child. We learn to behave in each of these
states, by the conditioning we receive in life. His conditioning acts like
a tape recorder. The brain records it, and then plays it back when
stimulated later in life.
The Parent ego state:
The Parent tape turns on
at birth, and turns off about age 6 or so. This tape collects words like should, ought, don't, must, no, good, bad, right, wrong.
"You should" is a favorite Parent expression. The tape also
collects words like “I love you”, and “does it hurt-let
me kiss it”. The parent
tape has two sides:
Critical Parent (CP):
This CP ego state is
judgmental, moralizing, and self righteous. It is the opinionated and
prejudicial part of a person's personality. The CP sets standards for
performance, and expects it of others. It is viewed as bossy and
know-it-all. It is opinionated, and quick to inform. When someone is wrong,
the CP will let them know. The CP "tells". CP use the word
"you" a lot.
Nurturing Parent (NP)
The NP ego state is
caring and helpful. From here, we offer comfort and support, The NP helps
others and offers solutions to problems. The NP will help others
"discover" a better way, rather than telling them what to do. The
NP establishes trust. The NP "asks".
The Adult ego state (A):
The Adult (A) is good at
gathering data and finding solutions. It is objective and analytical. It is
calm and objective under pressure. The A seeks to find logical
explanations. However, the A is more likely to get lost in the details, and
may miss the big picture. Also the A will often miss the
"emotional" part of an interaction. Most normal interactions,
where information is being transferred, are Adult interactions. The words
are who, what, where, when and how. The Adult "answers questions"
factually.
The Child ego states:
The child is the feeling
part of the ego; scared, mad, sad, and glad. It uses the word "I"
a lot, as in "I want". It holds all of your creativity, impulses,
risk taking, love, fears, guilt, shame, revenge, and dependence. The child
state has 3 parts:
Natural Child (NC)
The natural child wants
to have fun. It is uninhibited, and enjoys a good laugh or joke. The NC is
free of the Parent influence, it does what comes naturally. It can be
affectionate, sensuous, giving, fearful, self-indulgent, and aggressive.
Rebellious Child (RC)
The rebellious child as
an adult becomes the manipulative side of the ego. It is very
attuned to interpreting the parent figure, and reacting. It has a strong
intuition. It can usually figure out how to get its way. The RC can talk
anyone into anything. In fact, the RC as an adult, often talks excessively,
often pedantically. In the presence of a strong CP, a RC will often be
argumentative. The person who "won't shut up", is often in a RC
state.
Adaptive Child (AC)
The AC has a high need
for approval. It avoids confrontation, avoids making others uncomfortable.
It is trusting, obedient, unassuming, polite, and controlled. The AC is
often a "perfect" employee, never late, never argumentative,
always trying to please, and not delivering results. "Yes-men"
have high AC. The AC would never say no, and often gets in trouble because
of this inability. Customers love high AC in salesmen, since they can often
preempt their loyalty.
This can get very interesting, as we try
to communicate, or "conduct a transaction". For example, a
statement from a CP state will elicit a RC response. ("You
should…", "Not in your lifetime"). "Transactional Analysis" is
the study of these communications, and how they affect our emotions, and hence
our decisions.
Test
Interpretation - Communication
Your absolute scores
mean nothing; only the relative numbers are important. Where you score the
highest is probably your preferred mode of communication. It’s not
unusual to be balanced across all styles or to be very strong in one.
You can take the tests as many times as
you like. You might enjoy having someone who someone who knows you well
enter their impressions of you as well.
The Communication Test - VAK
How your brain is wired to communicate is called
“neural-linguistic programming” or NLP. The 3 primary modes are:
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Visual -
(pictures)
o
Auditory -
(words)
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Kinesthetic
- (feelings)
Most people can communication in all 3
modes, although, like handedness, they prefer one as dominant. Some people have different preferred
modes for receiving and sending information. Some people process incoming
information visually, but are very auditory when giving information.
Be aware of the differences in people.
The most effective people adjust their method of communication to the
language of the listener. When in doubt, use all 3 modes of NLP - e.g.
"What do you need to see or hear to feel comfortable making a
decision?"
In a presentation to a group, use words,
pictures, pass around a sample.
Visual:
Visual people comprise slightly more than 50% of the
population. They are fast, in a hurry, Type "A" people. First-Borns
tend to be highly visual. Visuals want to see things. They are
"visionaries", and bigger picture thinkers. They are not detail
oriented. They speak with their hands. Most CEO's are high visuals. They
tend to be impatient especially of other types, who process more slowly.
They like maps, drawings, written material. They will "look up"
to remember.
Auditory
Auditory people comprise about 25% of the population. They speak
more slowly than visuals, and with less inflection of the voice. They like
to talk things through, to hear about a problem. They are good listeners,
and will be detail oriented. They do not tend to use their hands when
speaking. Many technical professionals, especially computer programmers,
are auditory. They make decisions on spoken logic. They will use auditory
words, "I hear you, let's talk". They
like to think things over, or discuss in more detail. They often have
radios in the background. They like a list of directions, rather than a
map. Their eyes will move level to the side when remembering.
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Kinesthetic
Kinesthetic people comprise less than 25% of the population. They
are very body aware; of how they look, how they feel. They speak most
slowly of the three groups. They will often touch the listener. (Visuals
almost never touch). They will often not speak in a group until they "feel comfortable". They tend to follow
their "gut" instinct. They take a long time to make decisions.
They often are uncomfortable going someplace they haven't been before, and
tend to navigate from landmarks. (Take a left where the church used to be).
When they remember, their eyes look down.
Situational NLP
Most of us have a
portion of all 3 modes of operating. One will usually be dominant. However,
in certain situations we will respond differently. Even the most visual
person will usually respond kinesthetically to his/her child. However, some
people are strongly dominant in one method, and may respond in a manner
that is "inappropriate", or hinders communication.
Some questions will elicit a specific
NLP response, because of the language of the question. "Where do you
see yourself in 5 years"-(V); "What did you hear from
so-and-so"-(A), "What is you favorite thing to wear"-(K)
How to recognize a DISC personality type
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Dominant
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Influencing
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Steady
Relater
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Cautious
Thinker
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Desk
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organized
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messy
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controlled disorder
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perfect
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Organization
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some
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poor
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somewhat
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excellent
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Awards
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displays
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displays prominent
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group awards
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private
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Family Pictures
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Glamour
prestige
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Fun
good times
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family
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few or none
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Office Equipment
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power pieces
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very little
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same as the rest
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high tech
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Shoes
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loafer
expensive
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loafers
tassels
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Tie
simple
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conservative
black/brown
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Suite/Outfit
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Expensive/
Disorder
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Stylish -
Matches
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Simple/Plain
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Conservative
Match
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Jewelry
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display power
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stylish
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limited
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very little
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Tie/Scarf
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power/
flamboyant
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stylish/new
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plain
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conservative
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Other
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flamboyant
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stylish/
new
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plain
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conservative
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Vehicle
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power car
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new/
sharp
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family vehicle
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practical
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Brief Case
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shows power
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what’s new
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regular
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conservative
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Conversations-
Speech Speed
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fast
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very fast
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slow
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very slow
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Volume level
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loud
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louder
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soft
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