Please provide the Answer of the Question 1-42, the content is below.

The 1,1 Style: Indifferent (Evade & Elude): The 1,1-oriented style, located in the lower left corner of the Grid, represents the lowest level of concern for both results and people. The key word for this style is neutral. The person operating from a 1,1 orientation is the least visible person in a team; he or she is a follower who maintains distance from active involvement whenever possible. A 1,1 person carefully goes through the motions of work, doing enough to get by, but rarely making a deliberate effort to do more. 1,1 survival is enabled and even inadvertently caused by highly structured workplaces where the boundaries of effort are rigid and communication is minimal. Over time, the entire culture of a company can become firmly entrenched in a 1,1 style because of an overbearing struc ture that blocks independence and creativity. A stereotypical example of this is the govern- ment agency where everyone is treated like a number. This sort of workplace allows the 1,1 to blend in without attracting attention. In fact, he or she often seeks work that can be done in isolation in order to carry on without being disturbed. The 1,1 relies heavily on instructions-he or she depends on others to outline what needs to be done. Reliance on instructions prevents the need to take personal responsibility for results: "No one told me to do that." If problems arise, the 1,1 ignores or overlooks them (unless the instructions specify how to react), or points them out to someone else, but with little or no effort to offer a solution. With no instructions, he or she simply carries on with the attitude that "This is not my problem." If the 1,1 person were to suggest a solution, others might expect him or her to carry it out, which is not worth the risk. The 1,I feels it is safer to wait for someone else to notice and take action. People do not usually start out embracing 1,1 values, but end up changing into that style over time as a way to recover from an ineffective and/or dominating person or culture. The 9,1 leadership style, for example, often forces people into the 1,1 corner. The low concern for people present in the 9,1 style can be devastating to individual and team morale, leaving peo-ple feeling trapped into submission. A 9,1 leader who lashes out or discounts people for sug- gesting creative ideas eventually breaks the spirit of others involved. The resulting attitude is, "I give up. Let him do what he wants-I'll just do my job and keep my mouth shut." People will only fight back and defend themselves so many times before retreating into a 1,1 corner as a way to survive. The 1,1 style can also develop when resources are lacking. This can include a person who is promoted but is unprepared for the new responsibilities. He or she may have always had direct supervision in the past and may now be expected to start exercising more independent initia- tive and individual leadership. Without the necessary resources in the form of training, experi- ence, or skill, a previously proactive person can become immobilized by the pressure to perform and gradually end up changing into 1,1. The lack of available resources can also create a 1,1 style in people who become "burned out" from overwork. A person can start out in an organization with a highly effective, proactive style of participation, but either voluntarily takes on or is given too much work until the origi- nal style is overcome through burn-out and exhaustion. The 1,I style can also develop when a 1,9 or 5,5 leader constantly discourages people from tackling tough issues and taking risks. Over time, with little reward for increased participa- tion, people become indifferent: "Why should I work harder when no one else around here cares about results?" The Paternalistic Style (Prescribe & Guide): The Paternalistic-oriented style PAT results from two individual Grid styles coming together in a way that produces a unique, joined style. The two styles merge in the same interdependent way that the two concerns do in the other Grid styles. Relationships between the paternalistic- oriented person and co-workers are like those between parent and child, where reward comes from the 1,9 influence to nurture, and punishment comes from the 9,1 influence to dictate behaviors. The resulting style is a person who commands action and results by providing guidance, praise and reward, and subtle punishment. The paternalist represents one of the most prevalent and powerful leadership styles in success- ful companies. The style represents a "new and improved" version of the traditional autocratic leader. He or she demonstrates all of the strength, determination, and courage that brings about results, yet also considers people in the process. Paternalists are often viewed as benev- olent autocrats-as people who don't just want to control others, but who want them to smile and say, "Thank you!" He or she often has a proven track record of accomplishments and wants to share that expertise by taking care of everyone in what he or she perceives to be a helpful and supportive way. The paternalist comes across as overbearing by imposing help regardless of whether it is wanted or even needed. The trouble is that by doing too much, the paternalist creates dependence in others by limiting their ability to contribute. As a result of the 9,1 influence, the paternalist holds himself or herself up to high standards of performance and expects the same from others. A person who complies with these demands receives rewards in the form of praise, advantage, and benefits, behavior which is more characteristic of the 1,9 style. The "cooperative" team member is still expected to main- tain the high standards of performance, but receives more support, encouragement, and over- all "help" from the paternalist along the way. A person who does not comply receives more of the 9,1 treatment exemplified by increased scrutiny, a stance that communicates "Prove to me you are worthy of my support," and "This is for your own good" regarding expectations for performance.Good intentions blind the paternalist to the forcefulness of his or her behaviors. This blind- ness is further compounded by the fact that people say only what the paternalist wants to hear: "I think that's a great idea, sir!" The paternalist often preempts people with his or her own ideas. This has the effect of deflating whatever enthusiasm the other person may have had regarding his or her own idea, especially when the paternalist is higher up in authority. For those being "helped," it becomes tiresome to have someone taking charge of their lives, making decisions for them, and reaping the rewards of their hard work. They feel like children who have grown up but whose parents refuse to see them as the capable adult individuals they truly are. The paternalist seeks to create a workplace where he or she is revered and respected as a strong, capable, caring leader. He or she also wants to be seen as a mentor, a guardian, and an "everyman" (a superior person who can mingle with less worthy people in a caring, friendly, and compassionate way). The paternalist encourages people to depend on him or her to think for them: "They need me to take control of this project." "With my help, you can do a great job on this project." A favorite phrase used by a paternalist is, "I think you should ..." and a phrase often heard from others is, "Tell me what you think." The standard of excellence established by the paternalist can be succinctly described as "my way." He or she establishes standards of performance and behavior that mirror his or her own values with an undercurrent of constant judgment which shows disapproval of people who deviate from that image. If the paternalist prefers a special format for proposals, people are expected to praise and copy the format. If he or she makes presentations with a certain for- mula, then he or she approves when others adopt it. The paternalist may even go so far as to expect people to share the same interests as, or even dress and talk like, him or her. Indepen dence and individuality that challenge the paternalist's preference are resisted with comments such as, "That's an interesting idea, but I think it would be better if you did it my way next time." These kinds of comments can be very subtle but also very powerful by simply using a tone of voice that implies judgment: "So that's the way you want to go with this?" The Opportunistic Style (Exploit & Manipulate): The opportunist-oriented style OPP can use any other style found on the Grid. The opportunist approaches every situa- tion with the underlying attitude of "What's in it for me?" and then takes on what- ever style is most likely to result in private advantage. The person operating from an opportunist orientation stands out from every other Grid style because the expressed levels of concern shift as needed to create a convincing facade. The inconsistency in the approach used makes the style difficult to identify in the short term. Depending on the perceived advantage, the opportunist may come across as strong and capable of leading others, vulnera- ble and needing guidance, or politically oriented. The style chosen depends on the people and situation faced in conjunction with the potential gain perceived. The opportunist approaches teamwork like a game that he or she must win. The key to suc- cessful opportunism is the ability to persuade people to support selfish objectives without revealing the underlying motives. The opportunist doesn't want to bother with traditional ways of building trust and respect-the traditional approach is too slow and the rewards uncertain. He or she prefers to "cut to the chase" and secure this trust and reap the results as quickly as possible. To accomplish this, the opportunist appeals to people personally and professionally. Once he or she has capitalized on the trust, the opportunist feels little obligation to continue the relationship unless there is potential future gain; he or she has "won" and can move on without the encumbrance of long-term commitments.The method of appeal may take the form of any Grid style. The opportunist may take the 9,1 or paternalistic approach of appearing confident and capable, so that people feel encouraged to follow and be supportive. Another approach is to appear innocent and submissive in a 1, 1. 1,9 or 5,5 way. This prompts people with higher levels of concern for results to take the opportunist under his or her wing. This "submissive" approach could be valuable for gaining information from a paternalist. In order to gain another loyal follower, a paternalist might eventually come to see the opportunist as a confidante. The 9.1 person is easily seduced by an opportunist who appears to work twice as hard as everyone else with little concern for making friends. In every case, once the selfish objectives are reached, the opportunist feels no further loyalty or obligation. The opportunist approaches every team activity as a "deal." He or she takes action only when something is expected in return-there is no such thing as a selfless act. The opportunist may make this fact clear up front, to establish obligation: "I'll do this for you, but you owe me." Or, nothing may be said until later, when he or she needs something from that person: "I did that for you, and now I need something." More often the reminder of obligation is subtle, such as, "Remember when I helped you out last week? I could really use your help now." If some- one asks the opportunist for help, he or she weighs the request against what that person has done in the past: "You helped me last week, so I owe you." The 9,9 Style: Sound (Contribute & Commit): The 9,9-oriented style is located on 9,9 the top right corner of the Grid figure and integrates a high concern for people with a high concern for results. The difference between the person operating from a 9,9 orientation and the other six Grid styles is that the 9,9 person sees no contra- diction in demonstrating a high concern for both people and results. He or she feels no need to restrain, control, or diminish the concerns for people or results in relationships. The conse- quence is a freedom to test the limits of success with enthusiasm and confidence. The 9,9 atti- tude leads to more effective work relationships based on what's right rather than who's right. The full integration of concern for people and results is in contrast to the levels of control evi- dent in each other style. The 9,1 person feels that a high concern for results reduces the expression of a high concern for people. The 1,9 person feels the reverse -that a high con- cern for people is more important than results. The 5,5 feels that a high concern for either is too risky, and prefers to remain at a middle level to maintain the status quo. The 1,1 sees any high concern as unrealistic and too demanding. The paternalist expresses a high concern for results and for people, but is unable to relinquish control and allow others to make their own contribution. The opportunist sees a contradiction in working with others in the first place and so uses people and organizations to further selfish goals. The 9,9 style is firmly entrenched in logical reasoning and common sense business thinking: If you have a problem, get it out into the open and work through it. This person is truly object tive, and is not afraid to tackle tough issues openly and honestly. This approach brings strength and focus to team resources and potential results, but can also lead to dramatic resist- ance in a culture unfamiliar with the style. Although effective, the 9,9 style can come across as forceful and blunt in a team or company where the culture dictates playing politics, smoothing over conflict, or always deferring to one or more people in authority regardless of how sound or unsound their actions might be. Over time, however, 9,9 actions demonstrated in a team overcome any fears that prevent people from embracing the style.Grid Styles in Action Examine each of the 42 statements that follow and decide which Grid Style you think the statement represents. Record your answers in the space provided. Keep the reading portion closed during the entire activity. (The opportunistic style is not represented in the statements.) Scoring is as follows: +3 points for each correct -3 points for each incorrect answer 0 points for each unanswered questions Complete this step by 9.9 PAT 9 5,5 9 1. When something goes wrong around the office, it's always someone else's fault. 2. When someone needs or asks for help, I am likely to reply, "That's not my job." 3. If there is conflict or disagreement, I divert attention to more agreeable topics. More than any of the other styles, mine is most likely to be unconcerned with conflict. If you want to stay in favor with me, you will listen to my advice and follow it. When gathering information, I am primarily interested in "the facts." 7 I try to appear superior or impressive by overloading others with information and details. When calling someone's attention to a mistake, I offer positive comments at the same time to "soften" the critique. I can be convinced to change my mind on an issue if I am presented with a fac- tual, logical argument.Grid Styles in Action 9.9 PAT 9 5,5 10. "No news is good news" is a good rule for communication around the office. 11. I am more likely to support a position if the majority of my co-workers are in favor of it. 12. No matter how well a project goes, there is always room for improvement. 13. Loss of composure, regardless of the situation, is annoying and unacceptable. 14. When gathering information for a report, I try to avoid including things that might be unpleasant. 15. When asked for an opinion on an issue, I usually respond in a way that avoids taking any position at all. 16. When decisions need to be made, adhering to how it has always been done in the past is standard operating procedure. 17. I am the one most likely to be found "checking up" to see if others are perform- ing as I think they should. 18. When things become tense and pressure is applied, I am the one most likely to lash out at others. 19 In seeking solutions, I solicit the opinions of others in a way that says their thoughts are valued and can be given openly. 20. The best way to settle conflicts between co-workers is to split the difference. 21. I am quick to back off a position if others appear to be upset by it. 22. If someone makes suggestions about possible improvements in my work, I make it clear that such "suggestions" are unacceptable and "out of line." 23 If I make a mistake, I just shrug it off and consider it to be of no consequence. 24 Although keeping the receptions area looking nice is not my job, I am not lim- ited by my job description and put the reception area in order when necessary. 25. In a discussion or disagreement, winning a point is what matters the most. 26. A comfortable, pleasant working environment is more important than how peo- ple actually do their jobs.9.9 PAT 9 5 5 9 27. During meetings and when working on projects, I work to see that others under- stand and come to appreciate my input. 28 When I'm caught up on work, I see no reason to look for other things to do. 29 Even though things may get hectic and rushed at times, remaining calm and working things through is the most successful approach. 30. Going along with what others think, regardless of any reservations I may have, is generally the safest approach. 31. Changing the subject to more pleasant topics like friends and family is the best way to case tension in difficult situations. 32. When it comes to expressing convictions, I don't mind hurting a few feelings. 33 Coaching and prodding are effective methods of getting others to do things the way I want them done. 34. When confronting conflicts, I do not allow it to become a personal matter. 35 Reviewing someone's performance is largely a waste of time since things sel- dom change anyway- 36. Whenever there is conflict or disagreement, the best way to handle it is to look at time-tested practices 37. I know that effective individual behavior is critical to the success of the entire team 38. When things are going badly or people are out of sorts with each other, I try to shift attention to something positive that will bring everyone back together. 39 When there is conflict, I feel I am no longer in control and others have lost respect for me. 40 Cooperating and working with others is all right as long as no one gets in my way. 41 I willingly undertake extra duties as a way of pleasing my boss and co-workers. 42 When gathering information in preparation for a project or meeting, I place more importance on how others will interpret it rather than on the value of the information itself