assessment test(s) - disc, tki, kolb
DESCRIPTION
This is a quick overview of three assessments I am familiar with, which are DiSC profile, TKI - Thomas Killian Conflict Mode Instrument, and Kolb - Learning/Thinking/Working Styles.TRANSCRIPT
Pre-employment Test
Resources DISC – examines observable human behavior
TKI – conflict management
Kolb – determines candidates learning style
Competency testing o Business / Scenario Caseso Management Caseso Technical skills
DISC
Personality and Behavioral Style
Testing Resources
What is DISC?o DISC measures your personality and behavioral style.
o It does not measure intelligence, aptitude, mental health or values.
o DISC profiles describe human behavior in various situations, for example:
• how you respond to challenges, • how you influence others, • your preferred pace and • how you respond to rules and procedures.
DISC
DISC Model
Dominance Emphasis on shaping the environment by overcoming opposition to accomplish results
Priorities Getting immediate results Taking action Challenging self and others
Influence Emphasis on shaping the environment by influencing or persuading others
Motivated by Social recognition Disapproval Loss of influence Being ignored
Steadiness Emphasis on cooperating with others within existing circumstances to carry out the task
You will notice Patience Team person Calm approach Good listener Humility
Conscientiousness Emphasis on working conscientiously within existing circumstances to ensure quality and accuracy
Fears Social criticism Slipshod methods Being wrong
Think about what type of personality works well for your department or specific job role.
D & I profiles D
DC – challenge, results, accuracy
Influences others by: High standards, determination
Overuses: Bluntness; sarcastic or condescending attitude
Would increase effectiveness through: Warmth, tactful communication
D - results, action, challenge
Influences others by: Assertiveness, insistence, competition
Overuses: The need to win, resulting in win/lose situation
Would increase effectiveness through: Patience, empathy
DI – action, results, enthusiasm
Influences others by: Charm, bold action
Overuses: Impatience, egotism, manipulation
Would increase effectiveness through: Patience, humility, consideration of others’ ideas
I
ID – action, enthusiasm, results
Influences others by: Ability to think creativity, charisma
Overuses: Impulsiveness, outspokenness
Would increase effectiveness through: Focusing on the details, patience, listening to others
I – enthusiasm, action, collaboration
Influences others by: Charm, optimism, energy
Overuses: Optimism, praise
Would increase effectiveness through: Being more objective, following through on tasks
IS – collaboration, enthusiasm, support
Influences others by: Agreeableness, empathy
Overuses: Patience with others, indirect approaches
Would increase effectiveness through: Acknowledging others’ flaws, confronting problems
S & C profilesS
SI – collaboration, support, enthusiasm
Influences others by: Showing empathy, being patient
Overuses: Kindness, personal connections
Would increase effectiveness through: Saying “no” if necessary, addressing issues
S – support, stability, collaboration
Influences others by:
Overuses: Modesty, passive resistance, compromise
Would increase effectiveness through: Displaying self-confidence, revealing true feelings
SC – stability, support, accuracy
Influences others by: Diplomacy, self-control, consistency
Overuses: Willingness to let others lead, humility
Would increase effectiveness through initiating change, speaking up
C
CS – stability, accuracy, support
Influences others by: Practicality, attention to detail
Overuses: Traditional methods, sense of caution
Would increase effectiveness through: Showing flexibility, being decisive, showing urgency
C – accuracy, stability, challenge
Influences others by: Logic, exacting standards
Overuses: Analysis, restraint
Would increase effectiveness through: Acknowledging others’ feelings, looking beyond data.
CD – challenge, accuracy, results
Influences others by: Strict standards, resolute approach
Overuses: Bluntness, critical attitude
Would increase effectiveness through: Cooperation, paying attention to others’ needs
DISC
TKI
Conflict Management
Testing Resources
Measure’s a person’s behavior in “conflict situations”
Definition of conflict: a) competitive or opposing action of incompatibles:
antagonistic state or action (as of divergent ideas, interests, or persons)
b) mental struggle resulting from incompatible or opposing needs, drives, wishes, or external or internal demands
TKI
TKI
“conflict situations” are those in which the concerns of two people appear to be incompatible.
A person’s behavior in such as situation can be describe as o Assertiveness – the extent to which the person attempts to
satisfy his/her own concernso Cooperativeness – the extent to which the person attempts
to satisfy the other person’s concerns
TKI – styles of behaviorThe two basic scopes of behavior define five different modes: Competing Collaborating Compromising Avoiding Accommodating
TKI styles – Competitive
Competing = assertive and not cooperative
You try to satisfy your own concerns at the other person’s expense
Classic win/lose scenario: you can only win when your adversary does not
TKI styles – Collaborating
Collaborating = assertive and cooperative
Actively seeks to make sure everyone is heard, while still asserting your own position
Tries to find a win-win solution that completely satisfies all parties
TKI styles - Accommodating
Accommodating = unassertive and cooperative
Try to satisfy the other parties concerns while neglecting your own
Attempt to sustain the relationship, by not being assertive and pushing for what you want
TKI styles - Compromising
Compromising = has characteristics of both assertiveness and cooperativeness
Both parties have some “pain points”
Attempt to find a solution that somewhat address both parties concerns
TKI styles - Avoiding Avoiding = unassertive
and uncooperative
Ignore the issues
The conflict is not addressed and sidestepped without trying to address either parties concerns
TKI Conflict Management - insight to your staffs’ conflict
resolution process will enable you to mediate issues/concerns between them
Team Building – improve team performance by quickly resolving problems
Leadership – allows you to identify and develop leaders within your department
Retention – knowing the conflict management style of your employees will make them feel like their voices are being heard resulting in a more engaged employee
Benefits of TKI
KolbLearning Style
Testing Resources Kolb is based on the idea that individuals move through
a process of learning based on experiences and observations, which result in personal concepts, theories, and ideas
Kolb proposed that an individual's learning style was the product of two pairs of preferences we have in how we approach the task of learningo Concrete Experience - CE (feeling) vs Abstract Conceptualization - AC (thinking)
o Active Experimentation - AE (doing) vs Reflective Observation - RO (watching)
Kolb
Kolb’s Learning Cycle Four stages of Kolb’s
Learning Cycle are:o Concrete Experience – CE
(feeling)
o Abstract Conceptualization – AC (thinking)
o Active Experimentation – AE (doing)
o Reflective Observation – RO (watching)
Concrete Experience (CE) This stage of the learning cycle emphasizes
personal involvement with people in everyday situations. In this stage, the learner would tend to rely more on feelings than on a systematic approach to problems and situations. In a learning situation, the learner relies on the ability to be open-minded and adaptable to change.
Abstract Conceptualization (AC)
In this stage, learning involves using theories, logic and ideas, rather than feelings, to understand problems or situations. Typically, the learner relies on systematic planning and develops theories and ideas to solve problems.
Active Experimentation (AE) Learning in this stage takes an active form -
experimenting with changing situations. The learner would take a practical approach and be concerned with what really works, as opposed to simply watching a situation.
Reflective Observation (RO) In this stage of the learning cycle, people
understand ideas and situations from different points of view. In a learning situation the learner would rely on patience, objectivity, and careful judgment but would not necessarily take any action. The learner would rely on their own thoughts and feelings in forming opinions.
Learning Styles Those preferences are a combination of both how we approach
a task and how we respond to and assimilate the experience
In approaching a task (processing) we have a preference for either doing or watching, and
In responding to the experience we have a preference for either feeling or thinking
o The combination of these preferences creates four main learning styles
• Diverging • Assimilating• Converging• Accommodating
Kolb
Learning Styles
Diverger (feeling and watching) – CE / RO
prefers to watch rather than do likes to gather information and
brainstorm will use imagination to problem solve is able to look at things from different
perspectives generates ideas and prefers group
work learning is sensitive, imaginative and emotional will have broad cultural interests is interested in people will listen with an open mind will accept personal feedback.
Assimilator (thinking and watching) – AC / RO
requires good, clear explanation rather than practical opportunity
prefers readings, lectures, exploring models and theories
needs time to think things through will have a concise, logical approach to
learning will organize information clearly and
logically considers ideas and concepts are important creates models/theories will have a preference for abstract ideas and
theories - less focused on people
Converger (thinking and doing) – AC / AE)
solves problems uses learning to find solutions to
practical situations prefers technical tasks likes to experiment with new ideas, to
simulate and to work with practical applications
finds practical uses for ideas and problems
prefers practical problem solving rather than dealing with social or interpersonal issues
Accommodator (feeling and doing) – CE / AE
prefers learning that is "hands-on" acts on "gut" and intuition rather than
logic takes a practical, experiential approach is attracted to new challenges and
experiences relies on others for information and
problem solving rather than carry out own analysis
prefers to work in teams sets targets and actively works to
achieve them
Kolb – cont’d Knowing an employee’s (and your own) learning
style enables learning / instructions to be orientated according to the preferred method
Everyone responds to and needs the stimulus of all types of learning styles to one extent or another
It is a matter of tailoring the experience to best fit with the given situation and the employee’s learning style preferences