disc examination of conflict modes

DiSC Communication

Gaining Greater Understanding

Why?To Avoid Train Wrecks!

Communication Styles

First, seek to understand yourself, then to understand others.

What are some ways we can increase our understanding in relationships and communication?

Most communication (70-90%) is through non-verbal body language.

How might learning more about non-verbal communication help?

EXAMPLES?


Why Do We Communicate?Pain or pleasure?

• To get something we want (+)• To avoid things that cause problems (-)• For attention• To show distress• To show preference for what we like or don’t like

What’s Driving My Decisions?• Attitudes are our driving force. It’s how we think that

influence our choices. For example, you may not feel like getting up early one morning, but you make a conscious choice to do so to meet a commitment. This choice may be motivated by your values or your needs.


Why Do We Do What We Do?Key Points Affecting Behaviors – Generally these factors are outside of their DiSC profile.

OUTSIDE FACTORS:• Cultural Background• Environment• Education• Religion• Health and/or Addictions• Work Experience• Finances


Why Do We Do What We Do?Key Points Affecting Behaviors – These factors are all components of a person’s DiSC profile.

INSIDE FACTORS:• Inherited Personality Traits (DiSC)• How One Thinks (DiSC)• One’s Ability to Communicate (DiSC)


Why Do We Do What We Do?

KEY POINT: What you think is happening is more important than what is happening.

You act and feel in certain ways because of how you view things happening around you. Your picture may be slightly distorted or just plain wrong. It may be right. However, it doesn’t matter, because you act on how you think things are.


Conflict Arising From Feelings of Disrespect

Disrespect and the resulting loss of control over decisions are the top reasons for conflict— and can cause feelings of fear (anger), panic, frustration and insecurity.

How can you de-escalate the situation?


How can you de-escalate the situation?

Respect is communicated by

paying close attention to people’s feelings and preferences. It is shown by giving appropriate feedback without judging, asking appropriate clarifying questions, using positive verbal, body language, active listening skills, making time to be with the person, and finding out how that person defines respect.


• D= Dominance

High D’s are ready outgoing communicators. You can recognize them by their confident and forceful style. Without “awareness” training, they also tend to speak more than they listen and tell more than they ask. D’s are likely to make strong statements, be extremely direct and to the point –and can be blunt. They tend to speak quickly and at a relatively high volume. Their body language is quick and energetic.

Who do you know who is this style?


• I= Influence

High I’s are outgoing and demonstrate considerable verbal dexterity. You can recognize them by their energetic expression. Engaging and effective motivators, they possess a natural ease in communication. Their speech tends to be adaptive, informal, filled with stories, anecdotes and personal reactions. They often digress from the primary topic of conversation. They speak with lots of inflection and variety, are animated, use facial expressions and exhibit much hand/body movement. They are contact oriented and often touch people when speaking to them.



• S= Steadiness

High S communicators are known for being natural listeners. You can recognize them by their steady, low-level delivery and less forceful tone of expression. In general, they speak more slowly and at a lower volume than a D or I. They ask more questions than they state, and tend to reserve opinions until they have processed the information. Their body language is relatively deliberate and controlled.



• C= Compliant

High C’s communication tends to be fact and task-oriented. More formal and reserved, they rarely share their feelings. They are sometimes people of few words, asking questions rather than making statements, but at other times can overwhelm with facts and details. High C’s speak with less inflection and fewer variations in pitch. They tend to speak more slowly and at lower volumes. Their body language is restrained and deliberate, as to not giveaway any information until they have processed it and decided.


A Style Recommendation

Thoughtful empathy is the best strategy in all communication situations.• Be aware of their preferences,

situation, environment, timetable, style and their needs. Understanding their expectations is also helpful.

Style Tendencies

D

• High Sense Of Personal Self-Esteem/Worth• Task-Oriented• Motivated By Directness• Basic Fear- Being Taken Advantage Of• Basic Flaw- Lack of Concern For Others Views/Feelings

Style Tendencies

I

• Highly Optimistic• People-Oriented, Relationship-Oriented• Motivated By Social Recognition/Appreciation• Basic Fear- Social Rejection• Basic Flaw-Disorganized

Style Tendencies

S

• Highly Pragmatic, Team Player• People-Oriented and Relationship-Oriented• Motivated By Proven Established Practices• Basic Fear- Loss of Stability• Basic Flaw- Possessiveness, Stubbornness, Willingness to

Receive

Style Tendencies

C

• Values Accuracy, Precision, Quality-Control• Task-Oriented• Motivated By Adherence to Standards• Basic Fear- Criticism Of Their Work• Basic Flaw-Overly Critical Of Self And Others,

Demanding

Reserved

Style Desires

•DAuthority Challenge Prestige

Freedom Variety Growth Opportunities

Ideas Results Bottom-Line Answers

-Provide direct answers, to the point -Outline solutions to get results-Ask “what” questions -Stick to business at hand-Outline bullet points -Stress logic of featured ideasStick to business -Stress benefits to solutions

Style Desires

•IRecognition Freedom from Control Prestige

Favors Freedom from Detail Inclusion

Ideas Action/Experiences Socializing

-Provide favorable and friendly environment -Opportunity to verbalize ideas-Provide details in writing -Provide performance incentives-Provide a participatory relationship -Offer ideas for turning talk-Help with time management, gently into action

Style Desires

•SSecurity Time to Adjust Identification w/group

Appreciation Sincere Interest Repeated Work Patterns

Specialization Limited Territory Clear Procedures

-Focus on “how” questions -Be patient in drawing out their goals-Sincere interest in them as a person -Value their work abilities-Clearly state goals, roles, procedures and their place in overall plan.-Present departures in a non-threatening manner to give them time to adjust. -Emphasize how their role will minimize risk and enhance current practices.

Style Desires

•CCautious Controlled Environs Needs Reassurance

Specificity Precise Expectations Work Autonomy

Systematic Fact-Based Decisions Explanation

-Provide logical factual answers that are to the point: Pros and Cons!-Support ideas with accurate data-Be prepared to explain in detail in a patient, persistent and diplomatic manner.-If agreeing, be specific. If disagreeing, emphasize disagreement is with the facts, not the person. -

Style Tendencies

The Ideal D i S C Team!

• High D - who will generate ideas and insist on results• High I - who will go out and promote those ideas• High S - who will make certain plans are carried out and

will bring stability to the group• High C - who will make certain that key details are

covered and the project is done well.

Style Tendencies

Power in the ideal D i S C Team!

• Make no mistake about shared power. • To assume otherwise is to take a risk at your own peril. • Yes, D’s and I’s have more perceptible influence based on their

characteristics.• The S’s and C’s have a quiet power based on their profiles for

modes of operation and factual astuteness. That is a balancing influence overcoming D and I verbosity. Underestimate them at your own peril.

BreakOut

The Platinum Rule

• Do unto others according to their DiSC style, not yours!

Thanks!

What DiSC are you?

Let’s Get To Know One Another [email protected]

mailto:MJC?subject=Disc%20Profile%20Inquiry

disc examination of conflict modes

Leadership & Management