behavioural styles

Understanding Behavior

Styles

Understanding Behavior

Styles

DISC Personal Profile

Understanding Behavior Stylesutilizes the

“DISC Personal Profile”

ObjectivesObjectives

At the end of this session, you will be able to:

Identify your work behavioral style.

Increase your appreciation of different work styles.

Identify and minimize potential conflicts with others.

Create the motivational environment most conducive to success.

JoHari WindowJoHari Window

Open

I KnowYou Know

Open

I KnowYou Know

Hidden

I KnowYou Don’t Know


Open

I KnowYou Know

Hidden


Blind

I Don’t KnowYou Know


Open

I KnowYou Know

Hidden


Blind

I Don’t KnowYou Know

Unknown

I Don’t KnowYou Don’t Know


Description ofDescription ofthe Personal Profile Surveythe Personal Profile Survey

• The Personal Profile System is not a test.

• There are no “bad” survey results.

• It measures your self-perception.

• It describes only normal behavior.

• It is an educational tool, not a clinical tool.

• Interpretations describe tendencies of behavior

Description of Survey, continuedDescription of Survey, continued

The survey contains 3 levels of interpretations:

• General Highlights

• Dimensional Intensity Index

• Classical Profile Pattern

DD Dominance

II Influence

SS Steadiness

CC Compliance

Four Basic ProfilesFour Basic Profiles

Behavioral Characteristics ofBehavioral Characteristics of“D” - Dominance“D” - Dominance

Decisive actions and decisions

Likes control

Dislikes inaction

Prefers maximum freedom to manage

Cool, independent, competitive

Low tolerance for feelings and

attitudes

Works quickly and impressively alone

Seeks esteem, self-actualization

Administrative skills

High Behavioral TendenciesHigh Behavioral TendenciesHigh Behavioral TendenciesHigh Behavioral Tendencies

High ego strength

Impatient

Change agent

Fears being taken advantage of

Motivated by directness, confrontation

DDDD

Some DescriptorsSome DescriptorsSome DescriptorsSome Descriptors~~ Restless~~ Competitive~~ Independent~~ Self-reliant~~ Wants immediate

results~~ Adventurous~~ Assertive~~ Likes power and

authority~~ Likes prestige and

challenge

~~ Vigorous~~ Causes action~~ Tends to dominate~~ Pioneering~~ Wants direct answers~~ Outspoken~~ Strong-willed~~ Wants freedom from control

& supervision~~ Decisive~~ Persistent~~ Argumentative

DDDD

Negative ConditionsNegative ConditionsNegative ConditionsNegative Conditions

Require following policies and procedures

Tell them exactly how you want the job done.

Give them lots of examples to make your points understood.

Require documentation for everything.

DDDD

What to RememberWhat to RememberWhat to RememberWhat to Remember

A high “D” may want authority, challenges, prestige, freedom,

varied activities, difficult assignments, logical approaches

and an opportunity.

DDDD

Behavioral Characteristics ofBehavioral Characteristics of

“I” Influence“I” InfluenceSpontaneous actions

and decisions

Likes involvement

Dislikes being alone

Exaggerates and generalizes

Dreams and gets others to dream with them

Jumps from one activity to another

Works quickly and excitingly with others

Seeks esteem and belonging

Persuasive skills


Very emotional

People oriented

Disorganized

Fears loss of social approval

Motivated by flattery

IIII

Some DescriptorsSome DescriptorsSome DescriptorsSome Descriptors~~ Inspiring~~ Convincing~~ Likes change~~ Playful~~ Wants freedom from

detail~~ Charming~~ Exciting & stimulating~~ Wants freedom of

expression~~ Talkative

~~ Likes participating in groups

~~ Often dramatic~~ Likes working with people~~ Likes recognition for

accomplishments~~ Generates enthusiasm~~ Likes stimulating others~~ Desires to help others~~ Persuasive~~ Confident

IIII


Assign tasks that require long periods of intense concentration.

Place them in a work environment that requires them to always be serious.

Assign very detailed tasks to them.

Place in a non-participating environment

IIII

A high “I” may want social recognition, popularity, people to talk to, freedom from

control and detail, favorable working conditions, recognition of abilities, an

opportunity to help others and a chance to motivate others.

IIII


Behavioral Characteristics ofBehavioral Characteristics of

“S” - Steadiness“S” - SteadinessMakes decisions

carefully

Likes close personal relationships

Dislikes interpersonal conflict

Supports and actively listens to others

Doesn’t pay much attention to goal setting

Has ability to gain support from others

Works slowly and cohesively with others

Seeks security and belonging

Counseling skills


Loyal

Family oriented

Possessive

Fears loss of security

Motivated by use of traditional procedure

SSSS

Some DescriptorsSome DescriptorsSome DescriptorsSome Descriptors

~~ Dislikes conflict~~ Takes time to listen~~ Likes security and stability~~ Obedient & thorough~~ Takes time to make

decisions~~ Wants others to agree~~ Accommodating~~ Patient with others~~ Demonstrates loyalty~~ Satisfied and generous

~ ~ Neighborly~~ Expects credit for

accomplishments~~ Considerate of other’s needs~~ Wants to be appreciated~~ Minimal work

infringements on home life~~ Wants guarantees before

change~~ Likes status quo unless given

reason for change

SSSS


Give assignments that require them to place pressure on others.

Give assignments that require a different approach each time they are done - give them

guidelines.

Place them in conflict situations.

SSSS

A high “S” may want status quo, security of situation, time to adjust,

appreciation, identification with group, limited territory, and areas of

specialization.

SSSS


Behavioral Characteristics ofBehavioral Characteristics of “C” - Compliance“C” - Compliance

Cautious actions and decisions

Likes organization, structure

Dislikes involvement

Ask questions with specific detail

Prefers objectives, task oriented work environment

Wants to be right, relies on data collection

Works slowly & precisely alone

Seeks security, self-actualization

Problem solving skills


Perfectionist

Sensitive

Accurate

Fears criticism, especially of their work

Motivated by being permitted to proceed the “right way”

CCCC

Some DescriptorsSome DescriptorsSome DescriptorsSome Descriptors~~ Orderly~~ Diplomatic~~ Agreeable~~ Obliging~~ Accuracy~~ Humble~~ Devout~~ Utilizes critical thinking~~ Likes controlled

circumstances ~~ Likes assurance of security

~~ Checks for accuracy~~ Soft spoken~~ Likes status quo, unless

assured of quality control~~ Prefers no sudden or abrupt

changes~~ Performs precise work~~ Respectful~~ Follows prescribed directive &

standards~~ Well-disciplined~~ Cautious

CCCC


Require quick decisions on important matters.

Require them to enforce unpopular rules.

Place them in unstructured situations where no performance guidelines exist.

Don’t allow enough time to check for accuracy.

CCCC

A high “C” may want security, no sudden changes, personal attention,

little responsibility, exact job description, controlled work

environment, status quo, reassurance, and to be a part of a group.

CCCC


When Working with a “D”When Working with a “D”

• Be clear, specific, brief and to the point.

• Stick to business

• Come prepared with all requirements, objectives, support material in well organized “package”.

• Present the facts logically, plan your presentation efficiently.

• Ask “what”, not “how”.

• Provide alternatives & choices for making their own decisions.

WorkingWorking, continued . . ., continued . . .

• Provide facts & figures about probability of success, effectiveness, options.

• If you disagree, take issue with facts, not the person.

• If you agree, support results, not the person.

• Motivate and persuade by referring to objectives and results.

• Outline possibilities for person to get results, solve problems, be in charge.

• After talking business, depart graciously.

When Working with an “I”When Working with an “I”

• Provide favorable, friendly environment.

• Leave time for relating, socializing.

• Provide chance for them to verbalize about ideas, people and their intuitions.

• Provide details in writing, but don’t dwell on them.

• Ask for their opinions, ideas regarding people.

Working, Working, continued . . .continued . . .

• Provide ideas for implementing action

• Provide time for stimulating and fun activities.

• Provide testimonials of experts on ideas.

• Offer special, immediate and extra incentives for their willingness to take risks.

When Working with an “S”When Working with an “S”

• Start, however briefly, with a personal comment.Break the ice.

• Show sincere interest in them as people. Find areas of common involvement; be candid and open.

• Patiently draw out personal goals, and work with them to achieve these goals; listen, be responsive.

• Present your case softly, non-threateningly.

• Ask “how” questions to draw their opinions.


• If you agree easily, look for possible areas of early disagreement of dissatisfaction.

• If you disagree, look for hurt feelings, personal reasons.

• Move casually, informally.

• Define clearly (preferably in writing) individual contributions.

• Emphasize how their actions will minimize their risk.

When Working with a “C”When Working with a “C”

• Prepare your “case” in advance.

• Provide straight pros and cons of ideas.

• Stick to business. Support ideas with accurate data.

• Make an organized contribution to their efforts; present specifics and do what you say you can do.

• Take your time, but be persistent.

• Draw up a scheduled approach to implementing actions with step-by-step timetable; assure them that there won’t be surprises.


• If you agree, follow through.

• If you disagree, disagree with the facts, not the person.

• Give them time to verify reliability of your action; be prepared to provide many explanations in a patient, persistent manner.

• Provide solid, tangible, practice evidence.

• Indicate guarantees over long period, but provide options.

When Working with a “D”, don’t . . . When Working with a “D”, don’t . . .

• Don’t ramble on or waste their time.

• Don’t try to build personal relations.

• Don’t forget or lose things; don’t be disorganized or messy; don’t confuse or distract their mind from business.

• Don’t leave loopholes or cloudy issues - if you don’t want to be zapped.

• Don’t ask rhetorical questions, or useless ones.

• Don’t come with a ready-made decisions,nor make it for them.

Don’t, Don’t, continuedcontinued

• Don’t speculate widely or offer guarantees or assurances.

• If you disagree, don’t let it reflect on them personally.

• If you agree, don’t reinforce with “I’m with you”.

• Don’t dDon’t direct or order.

• Don’t do an “epilogue” bit after finishing business.

When Working with an “I”, don’t . . . When Working with an “I”, don’t . . .

• Don’t legislate, muffle or stop gaps.

• Don’t be curt, cold or tight-lipped.

• Don’t drive on to facts and figures, alternatives, abstracts.

• Don’t leave things hanging in the air, or they’ll hang there.

• Don’t waste time trying to be impersonal, judgmental,task-oriented.


• Don’t dream” with them, though, or you’ll lose time.

• Don’t kid around too much, or “stick” to the agenda too much.

• Don’t talk down to them.

• Don’t be dogmatic.

When Working with an “S”, don’t . . . When Working with an “S”, don’t . . .

• Don’t rush headlong into business or the agenda.

• Don’t stick coldly or harshly to business. On the other hand, don’t lose sight of goals by being too personal.

• Don’t force them to respond too quickly to your objectives; don’t say “Here’s how I see it”.

• Don’t be domineering about facts and figures, they will not participate in debate.


• Don’t manipulate or bully about facts and figures. They will not participate in debate.

• Don’t patronize or demean by using subtlety or invective.

• Don’t be abrupt or rapid.

• Don’t be vague. Don’t offer opinions and probabilities.

• Don’t offer assurances and guarantees you can’t fulfill.

When Working with a “C”, don’t . . . When Working with a “C”, don’t . . .

• Don’t be disorganized or messy.

• Don’t bDon’t be circuitous, giddy, casual, informal.

• Don’t rDon’t rush the decision-making process.

• Don’t bDon’t be vague about what’s expected of either of you; don’t fail to follow through.

• Don’t dDon’t dilly-dally.

• Leave things to change or luck.


• Don’t provide special personal incentives.

• Don’t threaten, cajole, wheedle, coax, whimper.

• Don’t use testimonies of others or unreliable sources; don’t be haphazard.

• Don’t use someone’s opinion as evidence.

• Don’t use gimmicks or clever, quick manipulations.

INCREASE your “D”INCREASE your “D”

• Express emotions (emote) more often,

• Make faster decisions.

• “Tell” more often.

• “Ask” less often.

DECREASE your “D”DECREASE your “D”

• Ask for opinions of others.

• Negotiate decision-making.

• Listen without interrupting.

• “Control” less.

• Allow others to assume leadership.

Style ModificationStyle Modification

INCREASE your “I”INCREASE your “I”

• Be more outgoing and friendly.

• Be more enthusiastic.

• Express emotion (emote) more often.

• Spend time on relationships.

DECREASE your “I”DECREASE your “I”

• Talk less.

• Restrain your enthusiasm.

• Made decisions based on facts.

• Get to the point.


INCREASE your “S”INCREASE your “S”

• Initiate conversation.

• Be more loyal.

• Act on your convictions.

• Work on your listening skills.

• Become more apathetic.

DECREASE your “S”DECREASE your “S”

• Make quicker decisions.

• Be willing to take risks.

• Listen to others.

• Become more self-sufficient.


INCREASE your “C”INCREASE your “C”

• Make non-emotional decisions.

• Gather information, define, clarify, test your assumptions.

• Develop standards.

DECREASE your “C”DECREASE your “C”

• Be less concerned about control and security.

• Relax your standards.

• Open yourself more to emotional appeals.


Thank You…..Thank You…..

behavioural styles

Documents