Descrição

Retorna um relatório completo e detalhado de uma avaliação comportamental, incluindo traços primários, padrão, páginas descritivas, níveis de energia, estresse e informações do usuário avaliado. O relatório é segmentado em várias páginas, cada uma com informações específicas sobre o perfil do avaliado.

Cabeçalhos

Parâmetros de Rota

Respostas

Sucesso - 200

{
    "status": "success",
    "assessment_id": 123,
    "language_id": 1,
    "primary_trait": "Dominance",
    "secondary_trait": "Urgency",
    "pattern": "Standard",
    "assessment_type": "work",
    "assessment_result1": {
        "Deviation_P1": "-1",
        "MaxNum_P1": "35",
        "MinNum_P1": "21",
        "FAvgD_P1": "34",
        "FAvgE_P1": "23",
        "FAvgP_P1": "20",
        "FAvgC_P1": "27",
        "EAvg_P1": "26",
        "EAdj_P1": "24",
        "DAvg_P1": "34",
        "DAdj_P1": "35",
        "PAvg_P1": "30",
        "PAdj_P1": "21",
        "CAvg_P1": "36",
        "CAdj_P1": "28"
    },
    "assessment_result2": {
        "Deviation_P2": "2",
        "MaxNum_P2": "33",
        "MinNum_P2": "17",
        "WFAvgD_P2": "35",
        "WFAvgE_P2": "31",
        "WFAvgP_P2": "26",
        "WFAvgC_P2": "19",
        "EAvg_P2": "30",
        "EAjd_P2": "29",
        "DAvg_P2": "32",
        "DAjd_P2": "33",
        "PAvg_P2": "32",
        "PAjd_P2": "24",
        "CAvg_P2": "30",
        "CAjd_P2": "17"
    },
    "page1": {
        "header": "SOAR Global Institute",
        "primary_trait": "Dominance",
        "secondary_trait": "Urgency",
        "pattern": "Standard",
        "paragraph1": "Your responses to the survey indicate you are a person who is:",
        "paragraph2": "\n                Decisive, assertive, a risk taker who is quite innovative and competitive. A doer who gets involved and takes action to drive results. You are less confident in the ability of others than your own. You are willing to act on the environment to control it.",
        "paragraph3": "It also indicates:",
        "paragraph4": "that you are action oriented and do not like delays or waiting. You tend to experience a sense of urgency with yourself and others. You learn quickly and like a lot of variety in your environment. You like new, exciting situations that have a fast pace.",
        "Note1": "*The wider the pattern, the more emphatic your primary and secondary behavioral traits will be.",
        "Note2": "Wide Pattern = Primary Trait is 39 or higher",
        "Note3": "Standard Pattern = Primary Trait is between 30 and 38",
        "Note4": "Narrow Pattern = Primary Trait is between 27 and 29"
    },
    "page2": {
        "header": "Your Basic Temperament - How You Feel You Really Are:",
        "paragraph1": "This page describes the high trait in your profile. It is the one farthest above the midline. The high trait has the most influence on your behavior and motivation and the low trait is the next most important. The impact of these traits is also dependent upon their distance from the midline.",
        "paragraph2": "The Decision Making Dominant\n \n \n\n\nThe Dominants emotional makeup:\n \n  People whose high trait is Dominance tend to be assertive, self-assured, and have an inquiring mind. They are more things than people oriented, like to be in control and to make their own decisions. They are good at getting things done and tend to be very results oriented.\n \n  \n\n\nThe Dominant at home:\n \n  You like to be in charge and make decisions. You are direct, frank and factual in communications and may come across stronger than you realize. You want others in the family to be active and focus on getting things done. You can be pleasant and generous as long as things are going your way.\n \n  \n\n\nThe Dominant at work:\n \n  You are most productive when you make the decisions and are not under close supervision. You will only work for people you respect. You are confident in what you can do. You like to get involved and take action. You will delegate the detail work, but will be reluctant to delegate decision making authority. You always want to take on more, and at times, you may take on so much that you become a workaholic.\n \n  \n\n\nThe Dominant in society:\n \n  You tend to have a few close friends rather than a lot of acquaintances. However, when you commit yourself to a friendship, you take it seriously and feel strongly about it. When involved with a group, you prefer to take a lead role and get things done. You want to correct wrongs and will challenge the status quo."
    },
    "page3": {
        "header": "Trait Combinations",
        "paragraph1": "The other three traits and their location in your profile are listed on page 1 of the printout and are portrayed on the graph. These traits have a direct effect on your high trait and how it is used. There are also various combinations of traits that directly affect your behavioral style. You should be able to identify with most of the following:",
        "paragraph2": "The combination of Dominance as your high trait and Patience as the low trait in your profile indicates the following:\n \n  You are very fast in actions, ambitious and must stay busy to be content. You are a self-starter who is impatient with both yourself and others. You want everything done yesterday. You have a strong drive to be right and are quick to identify mistakes and point them out. Your impatience with the mediocrity of other people leads you to be quite critical of others.\n \n  \n\nThe combination of Dominance as high trait and Conformity at or above the midline indicates the following:\n \n  You are very creative within structure. You are prone to be authoritative and analytical and you like to work in and build systems. You have a strong need to be in control at all times. You possess a curious, inquiring, and analytical mind. You tend to be cautious of the new, but are loyal and conscientious to those whom you respect. You are sensitive to criticism, a perfectionist, and hate to be wrong. You are very interested in your own specialty, and excel in your field of endeavor by working carefully and skillfully.\n \n \n\nThe combination of Dominance as your high trait and Extroversion below the midline indicates the following:\n \n  You have limited confidence in people until they prove themselves. You tend to be slow to delegate detail work or authority, (especially authority), and will only do so by degrees. Your communication style is direct and factual. You tend to be a thinker, introspective, serious and reserved. You tend to make your own decisions and do the details yourself."
    },
    "page4": {
        "header": "Additional Insights",
        "paragraph1": "Listed below are additional insights into your basic temperament. Hopefully, they will provide you with an even better understanding of yourself and the others with whom you live, work or have social interaction. You should be able to identify with most of the following:",
        "paragraph2": "Your Communication Style: Fast and To-the-Point.\n \n  You tend to be direct and candid and you like that kind of directness from others. You have little tolerance for aimless discussion or second-rate work. You can come across as very authoritative and self-disciplined, and your verbal expression indicates skepticism of the new or untried. You work out your ideas in a creative, thorough, accurate manner, and then give the results to others in a direct, to-the-point fashion.\n \n  \n\nYour Leadership Style: Organizer.\n \n  You accomplish your leadership role by assuming an attitude of direct control and by conveying to others what you think needs to be done. You are inwardly directed, prefer to think matters through alone, and show great confidence in your ability to accomplish almost anything. You tend to take on more and more and are reluctant to delegate both the details and authority. You make quick decisions, are very organized, and you want things done your way.\n \n  \n\n\nYour sensitive areas and potential reactions:\n \n \nToo many external controls and close supervision make you feel closed in ... you prefer a lot of freedom. Vacillating or incompetent leadership and too much emphasis on trivia is demotivating. You also dislike vague or unclear responses to your questions or inquiries. If some or all of these things are taking place, and you feel forced to accept it, you will react in a very direct manner. You will do whatever you feel is necessary to get out of the situation ... and you may become autocratic and/or dictatorial in an effort to gain control."
    },
    "page5": {
        "header": "Motivational Needs",
        "paragraph1": "This page lists some things that are very motivating to you based on your profile. The wider the pattern, the more intense the need. These motivators come from being a high Dominant:\n \n  \n• a generous amount of freedom from controls and supervision. \n \n• day to day challenges. \n \n• tangible results from your efforts. \n \n• in a position to make decisions. \n \n• direct answers and candor in communications. \n \n• be able to measure results in monetary terms (keep score).\n  \n• to be in charge and responsible for the results achieved.\n  \n• participate in competitive activities/sports. \n \n• probe into technical and/or mechanical things.\n \n\n \n  \n\nIn contrast, these things tend to demotivate you:\n \n  \n• a lack of challenging things to do.\n  \n• too much close supervision. \n \n• vague or unclear responses to questions.\n  \n• vacillating, wavering leadership. \n \n• lack of significant goals.",
        "paragraph2": "These motivators come from Extroversion below the midline:\n \n  \n• a limited amount of emotional exposure.\n  \n• time alone to think creatively and figure things out. \n \n• to be respected as a person and taken seriously.\n  \n• socializing in a circle where people are known one-on-one.\n  \n• time to prepare for group presentations.",
        "paragraph3": "These motivators come from Patience below the midline:\n \n  \n• fast responses in communications. \n \n• a fast pace with a lot of variety. \n \n• freedom from set routines. \n \n• new environments in which to work or play. \n \n• assignments that require a fast pace and quick action.",
        "paragraph4": "Motivating factors from Conformity above the midline:\n \n  \n• a structured environment.\n  \n• a worked out system for getting the job done.\n  \n• security, training and quality products.\n  \n• praise for specific accomplishments. \n \n• time to do things right with an emphasis on quality."
    },
    "page6": {
        "header": "Effective And Ineffective Use Of Strengths",
        "paragraph1": "The traits in your basic temperament can also be referred to as strengths. The dictionary defines temperament as \"a pattern of innate characteristics associated with ones special physical and nervous organization, and primarily genetic in nature.\" The negative side, or weakness, of any of these strengths is when they are focused on self and used strictly for selfish purposes (getting your own way). A mature, effective person will also consider the needs of others. An immature (ineffective) person focuses so much on self that the needs of others are not considered. When comparing people with the same basic nature, you may find one who is successful and respected and another who is unsuccessful and considered a threat to society. The difference lies in how they use their strengths.\n \n  \n\nEffective behavior\n \n  Effective Dominants will help those lacking assurance to set concise goals, and define what needs to be done. They take charge of situations where their expertise warrants and provide direct, clear feedback when results are not being achieved. They take an active, problem solving approach, but maintain an awareness of the feelings and needs of others. They inspire others by their ability to stand for what is right even in the face of ridicule and scorn.\n \n  \n\nIneffective behavior\n \n  Ineffective, immature Dominants issue arbitrary, counter productive, or self serving commands that irritate and/or demean others. They stand over and closely direct others in order to stay in control even if they do not know as much about it as the person they are directing. They can be very critical and thereby dishearten others when they really want to motivate them.\n \n  \n\n\nAction Plan:\n \n \nDominants need to realize that they are not always right. They need to take more time to deliberate before deciding and be sensitive to the needs of others and how their decision will affect them. The need to control must be sacrificed to the good of all concerned. Love and maturity can be defined as \"doing unto others as you would have others to do unto you.\""
    },
    "page7": {
        "header": "Energy Level",
        "paragraph1": "Energy Level\n \n  \n\nYour energy level (as determined by this program) is measured by tabulating your responses to the adjectives on the survey card. This gives an indication of your innate capacity to handle various types of tasks and schedules before wearing out and needing to replenish your energy.\n \n  Research confirms that a demanding environment requires a person with a greater capacity (energy) than does a less demanding environment. Persons with a lower energy level who are in a demanding, high energy environment, may experience burnout; while a person with a high energy level in a less demanding environment would probably be bored. This is not a scientifically accurate measurement, however, it gives you a better understanding of your own energy level as compared to others.\n \n  \n\nTypically, your vitality/energy will be used up more rapidly when in a stressful situation than when things are going smoothly. Your energy can be replenished in several ways, including food, sleep, and relaxation. When you run out of energy, the following symptoms tend to appear:\n \n  \n\n1. Increased susceptibility to accidents.\n \n\n2. Increased susceptibility to mental errors.\n  \n\n3. More trouble concentrating on one thing. \n \n\n4. Inability to handle stressful situations. \n \n \n\nThe range of energy is:\n \n  \n\nBelow Average - Average - Above Average - High - Very High",
        "paragraph2": "Your responses to the survey card indicate that your energy level is HIGH. This indicates that you should be able to handle fairly demanding environments and schedules. Typically, people with this level of energy are able to accomplish their goals without feeling exhausted. You should also be able to handle longer hours and stress related situations when it is required of you."
    },
    "page8": {
        "header": "Rol Adjustment",
        "paragraph1": "This program uses your responses to the role adjustment part of the card to calculate your adjustments at work. This reflects your perception of how others expect you to act at work. Typically, your responses describe what was happening about 4 to 8 weeks prior to taking the survey. As you read this section, reflect on what was happening during that 4 to 8 week time frame. Refer to your trait graph. The lines in blue give you a visual indication of the changes you have been making in order to adjust to your environment. Normally, about 80% of those profiled can identify with their changes. The paragraphs below summarize the trait movement and give you some possible reasons for those adjustments.",
        "paragraph2": "Dominance moving upward:\n \n \nIndicates that you are trying to be more controlling or assertive and forceful than would be natural for you. It could mean you are being required to take more risks or make more decisions than usual. It could also be that you are being more creative or have been placed in a leadership role.",
        "paragraph3": "Extroversion moving upward:\n \n \nIndicates that you are making an effort to be more friendly, outgoing and sensitive in terms of people. Maybe you are being more communicative in general, or working to develop better people skills. It may also mean that you are making more group presentations or are more involved in teamwork.",
        "paragraph4": "Patience moving upward:\n \n \nIndicates that you feel the need to slow down and wait on others or wait for certain things to happen. It could mean that you are doing more long range planning and setting up priorities. It could also mean that you are trying to be more casual and easygoing, not pushing as hard as would be typical of you.",
        "paragraph5": "Conformity moving downward\n \n \nIndicates that you are delegating or eliminating more details. It could also mean that you are concentrating more on the future and looking at the big picture. It may also indicate that you are being more open minded, taking more risks or not being as systematic or as traditional as would be typical."
    },
    "page9": {
        "header": "Role Adjustment Response - At Work",
        "paragraph1": "Pressure, tension, stress and strain are things that we all experience in life and cannot be avoided. There is the every day pressure of getting to work on time, meeting the needs of family members and, in general, coping with life. Virtually all human activity involves a certain amount of pressure and stress. A moderate amount of stress stimulates to action and achievement. However, excessive stress can become distress, which is both negative and demotivating. This profiling program gives you an indication of how you felt about meeting the expectations of others in the recent past.\n \n  \n\nThe program uses the following range of responses:\n \n  \n\nGood - Somewhat Stressed - Very Stressed - Anxious \n \n \n\n\nThe good response indicates that you felt confident in your ability to meet the expectations of others. \n \n \nThe somewhat stressed and very stressed responses indicate that you were experiencing some degree of difficulty in dealing with the expectations of others. \n \n \nThe anxious response indicates your perception that others are expecting more of you than you feel capable of handling. Another possibility is that you are somewhat self-critical and others are more confident in your abilities than you are.\n  \n \n\n\nNote: There is no direct correlation between how much you are moving your traits (the lines with arrows on the graph) and how you are responding to it. Your trait movement may be quite dramatic and yet you may be very confident in your ability to meet the expectations of others, or just the opposite could be true. Your response to your environment will change from time to time depending on your perception of how things are going.",
        "paragraph2": "However, your answers on the survey card indicate that recently your response was GOOD. This indicates that you have been satisfied with the way things are going and you are confident of your ability to continue to meet the expectations of others."
    },
    "user_view_results": "full",
    "date_conclusion": "2025-06-06 14:58:13",
    "user_id": "4",
    "first_name": "João",
    "middle_name": "",
    "last_name": "Silva",
    "email": "joao.silva@example.com",
    "full_name": "João Silva",
    "organizations": [
        { "org_id": 1, "org_name": "Empresa Exemplo" }
    ],
    "groups": [
        { "group_id": 2, "group_name": "Equipe Alpha", "org_id": 1, "org_name": "Empresa Exemplo" }
    ]
}

Erro - 404 (Avaliação não encontrada)

{
  "status": "error",
  "message": "Assessment not found."
}

Códigos de Resposta

• 200 - Relatório retornado com sucesso
• 404 - Avaliação não encontrada

Detalhes dos Campos Principais

• primary_trait: Traço comportamental primário identificado.
• secondary_trait: Traço comportamental secundário identificado.
• pattern: Padrão do perfil (Amplo, Normal, Estreito).
• assessment_type: Tipo da avaliação (ex: work, family, school).
• assessment_result1: Dados brutos do perfil P1 (natural).
• assessment_result2: Dados brutos do perfil P2 (adaptado).
• page1 a page9: Estruturas de texto e informações para cada página do relatório.
• user_view_results: Nível de acesso do usuário ao relatório.
• date_conclusion: Data de conclusão da avaliação.
• full_name: Nome completo do avaliado.
• organizations: Lista de objetos com org_id e org_name das organizações do usuário, ou null se não houver.
• groups: Lista de objetos com group_id, group_name, org_id e org_name dos grupos do usuário, ou null se não houver.