Pamela wants to obtain as much useful self-knowledge as she can, so she obtains a personal evaluation from a counseling psychologist. among the findings from a personality standpoint, are that pamela scores high on (a) extraversion, (b) openness, (c) agreeableness, (d) conscientiousness, and (d) optimism. she scores low on the personality factors of (a) neuroticism, (b) self-monitoring, (c) risk taking and thrill seeking. among the findings related to cognitive ability, pamela scores quite high on practical intelligence and linguistic intelligence. she scores average on analytical intelligence, and quite high on emotional intelligence. imagine yourself as pamela’s supervisor, and you want to build an effective working relationship with her. you have given pamela a key role in a project of major significance to your team. a useful approach in dealing with pamela would be toa. move slowly in forming a working relationship with her, follow up frequently on your requests, and impose strict deadlines. b. give her a lot of freedom, do not nag, and be particularly friendly and warm toward her. c. closely monitor her progress, encourage her to try far-out ideas, and focus your conversation on the task. d. be careful not to express your anxiety and fears about the project, and look out for her saying things that she thinks you want to hear. imagine yourself as a coworker of pamela, working together on a key project. the two of you are responsible for one of the most analytically challenging parts of the project. as you work with pamela, you are best advised toa. ask her to focus on the part of the project involving the most difficult elements. b. not ask her advice about the part of the project requiring the most common sense. c. not ask her to do the most work on the written parts of the project. d. ask her advice on how clients might react emotionally to the output of the project.