presented by jamey musgrove. disc dimensions of behavior is a personality profile system. it is one...
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DiSC TrainingPresented by Jamey Musgrove
DiSC Dimensions of Behavior is a personality profile system. It is one of the most successful and widely used personal and professional development instruments ever created. It has been used by over 30 million people around the world and has an acceptance rate of over 95%.It is a powerful tool that is easy to understand and helps simplify the complexity of human behavior.
What is DiSC?
The DiSC model of human behavior was first published in the 1920’s by Moulton Marston.
What is DiSC?
As an early pioneer in the field of psychology, he studied the affect of will and power on personality and behavior.
Marston’s research led to a number of modern theories, but he is best known for:
Assisting Universal Studios transition from silent to talking moviesServing as an advocate for women’s rightsCreating the comic book heroine Wonder WomanDeveloping the original DiSC theory model
William Moulton Marston
Marston studied the correlation of raised blood pressure and the resulting physical body changes.In his desire to find a way to prove a person’s innocence, his studies led to the invention of an innovative little machine in 1915…The first functional polygraph lie detector.
William Moulton Marston
He first used it in World War I.
From Marston’s desire to develop a unit of measurement for mental energy (the energy of behavior and consciousness), came his DiSC model of human behavior.Based on his four-dimensional model, the Personal Profile System was created and first published in 1972.The model divides behavior into four distinct dimensions.
Marston - DiSC
Dominance
Influence
Steadiness
Conscientiousness
DiSC
Understand your behavioral tendencies (and those of your team) and develop an understanding of how your behavior affects others.Improve team dynamic through more successful interactions.Resource for insight and approach when dealing with communication challenges.Improve interaction with prospective residents
Why DiSC Training?
For the individual employee, DiSC helps them to:
Learn how their behavior impacts their effectivenessDiscover their behavioral strengthsRecognize and value behavioral differences in others and adjust approach for more effective communicationEnhance individual performance and contribution to a teamReduce conflict and stress
Why DiSC Training?
Those high in Dominance tend to see challenges to overcome and try to change, fix or control things. High D individuals may be described as:
Dominance
Risk-taker
Decisive
Self-assured
Quick
Self-critical
Inquisitive
Competitive
Adventuresome
Unassuming
Self-reliant
DOMINANCE – Emphasis is on shaping the environment by overcoming opposition to accomplish results
Dominance
Tendencies include:• getting immediate results• causing action• accepting challenges• making quick decisions• questioning the status quo• taking authority• managing trouble• solving problems
Desired environment includes:• power and authority• prestige and challenge• opportunities for indiv. accomplishments• wide scope of operations• direct answers• opportunities for advancement• freedom from controls/supervision• many new and varied activities
Dominance
Needs others who:• weigh pros and cons• calculate risks• use caution• structure a predictable environment• research facts• deliberate before deciding• recognize the needs of others
To be more effective, needs:• to receive difficult assignments• to understand that they need people• to base techniques on practical exp.• to receive an occasional shock• to identify with a group• to verbalize reasons for conclusions• to be aware of existing sanctions• to pace self and to relax more
Those high in Influence tend to see a favorable environment in which they can have influence with others. High I individuals may be described as:
Influence
Trusting
Enthusiastic
Emotional
Impulsive
Pleasant
Persuasive
Gregarious
Self-promoting
Influential
Sociable
INFLUENCE – Emphasis is on shaping the environment by influencing or persuading others
Influence
Tendencies include:• contacting people• making a favorable impression• being articulate• creating a motivational environment• generating enthusiasm• entertaining people• viewing people/situations with optimism• participating in a group
Desired environment includes:• popularity, social recognition• public recognition of ability• freedom of expression• group activities outside of the job• democratic relationships• freedom from control and detail• opportunities to verbalize proposals• coaching and counseling• favorable working conditions
Influence
Needs others who:• concentrate on the task• seek facts• speak directly• respect sincerity• develop systematic approaches• prefer to deal with things instead of people
• take a logical approach• demonstrate follow-through
To be more effective, needs:• to control time, if D or S is low• to make objective decisions• to use hands on management• to be more realistic appraising others• to make priorities and deadlines• to be more firm with others, if D is low
Those high in Steadiness tend to see a favorable environment which they want to maintain. They try to be cooperative, supportive and agreeable. High S individuals may be described as:
Steadiness
Complacent Team-Person Predictable
Passive
Patient
Relaxed
Loyal
Serene
Possessive
Inactive
Possessive
STEADINESS – Emphasis is on cooperating with others to carry out the task.
Steadiness
Tendencies include:• performing in a consistent manner• demonstrating patience• developing specialized skills• desiring to help others• showing loyalty• being a good listener• calming excited people• creating a stable, harmonious work environment
Desired environment includes:• maintenance of the status quo unless given reasons for change• predictable routines• credit for work accomplished• minimal work infringement on home life• sincere appreciation• identification with a group• standard operating procedures• minimal conflict
Steadiness
Needs others who:• react quickly to unexpected change• stretch toward the challenges of accepted tasks• become involved in multiple tasks• are self-promoting• apply pressure on others• work comfortable in an unpredictable environment• help prioritize work• are flexible in work procedures
To be more effective, needs:• conditioning prior to change• validation of self-worth• information on how one’s effort contributes to the total effort• work associates of similar competence and sincerity• guidelines for accomplishing the task• encouragement of creativity
Those high in Conscientiousness tend to see an unfavorable environment which they do not want to try to change. They try to work within established rules, guidelines and procedures to ensure accuracy and quality. High C individuals may be described as:
Conscientiousness
Fact-finder Diplomatic
Systematic
Perfectionist
Restrained
Accurate
Courteous
Conventional
Careful
High standards
CONSCIENTIOUSNESS – Emphasis is on working conscientiously within existing circumstances to ensure quality and accuracy.
Conscientiousness
Tendencies include:• attention to key directives and standards• concentrating on key details• thinking analytically, weighing pros & cons• being diplomatic with people• using subtle or indirect approaches to conflict• checking for accuracy• analyzing performance critically• using a systematic approach to situations or activities
Desired environment includes:• clearly defined performance expectations• valuing quality and accuracy• reserved, business-like atmosphere• opportunity to demonstrate expertise• control over those factors that affect their performance• opportunity to ask “why” questions• recognition for specific skills and accomplishments
Conscientiousness
Needs others who:• delegate important tasks• make quick decisions• use policies only as guidelines• compromise with the opposition• statue unpopular positions• initiate and facilitate discussions• encourage teamwork
To be more effective, needs:• opportunity for careful planning• exact job descriptions and performance objectives• scheduled performance appraisals• specific feedback on performance• to respect people’s personal worth as much as their accomplishments• to develop tolerance for conflict
D who is good at directing and deciding, may become autocratic.i who is good at promoting and persuading, may oversell and manipulate.S who is steady and agreeable, may give in despite their needs.C who is good at analyzing and checking, may become perfectionistic and indecisive.
Strengths Overused Can Become Weaknesses
Out of the 15 most commonly occurring profile patterns, Greystone Field Marketing results fell into the following 7 categories:
Patterns
Appraiser Persuader Counselor Practitioner Inspirational Promoter Perfectionist
Emotions Is Driven to look good.
Goal Victory with flair.
Judges others by Ability to initiate activities.
Influences others by Competitive recognition.
Value to the organization
Accomplishes goals with the team.
Overuses Authority; ingenuity.
Under Pressure Becomes restless, critical, impatient
Fears “Loss” or “failure”; others’ disapproval
Would increase effectiveness with more
Individual follow-through; empathy when showing disapproval; steadier pace
APPRAISER
Emotions Being approachable; showing affection and understanding
Goal Friendship; happiness
Judges others by Positive acceptance of others; ability to look for the good in people
Influences others by Personal relationships; “open door” policy
Value to the organization
Remaining stable and predictable; developing a wide range of friendships; listening to others’ feelings
Overuses Indirect approach; tolerance
Under Pressure Becomes overly flexible and intimate; is too trusting without differentiating among people
Fears Pressuring people; being accused of causing harm
Would increase effectiveness with more
Attention to realistic deadlines; initiative to complete the task
COUNSELOR
Emotions Accepts aggression; downplays need for affection
Goal Control of their environment or audience
Judges others by Projection of personal strength, character, and social power
Influences others by Charm, direction, intimidation; use of rewards
Value to the organization
Acts as a “people mover”; initiates, demands, compliments, disciplines
Overuses Attitude that “the end justify the means”
Under Pressure Becomes manipulative, quarrelsome, or belligerent
Fears Weak behavior; loss of social status
Would increase effectiveness with more
Genuine sensitivity; willingness to help others succeed in their own personal development
INSPIRATIONAL
Emotions Displays competence; is restrained and cautious
Goal Stability; predictable accomplishments
Judges others by Precise standards
Influences others by Attention to detail; accuracy
Value to the organization
Is conscientious; maintains standards; controls quality
Overuses Procedures and “fail-safe” controls; overdependence on people, products, and processes that have worked in past
Under Pressure Becomes tactful and diplomatic
Fears Antagonism
Would increase effectiveness with more
Role flexibility; independence and interdependence; belief in self-worth
PERFECTIONIST
Emotions Trusts others; is enthusiastic
Goal Authority and prestige; status symbols
Judges others by Ability to verbalize; flexibility
Influences others by Friendly, open manner; verbal adeptness
Value to the organization
Sells and closes; delegates responsibility; is poised and confident
Overuses Enthusiasm; selling ability; optimism
Under Pressure Becomes indecisive and is easily persuaded; becomes organized to look good
Fears Fixed environment; complex relationships
Would increase effectiveness with more
Challenging assignments; attention to task-directed service and key details; objective data analysis
PERSUADER
Emotions Wants to keep up with others in effort and technical performance
Goal Personal growth
Judges others by Self-discipline; position and promotions
Influences others by Confidence in their ability to master new skills; development of “proper” procedures and actions
Value to the organization
Is skilled in technical and people problem-solving; displays proficiency and specialization
Overuses Over-attention to personal objectives; unrealistic expectations of others
Under Pressure Becomes restrained; is sensitive to criticism
Fears Predictability; no recognition as an “expert”
Would increase effectiveness with more
Genuine collaboration for common benefit; delegation of key tasks to appropriate individuals
PRACTITIONER
Emotions Is willing to accept others
Goal Approval, popularity
Judges others by Verbal skills
Influences others by Praise, opportunities, favors
Value to the organization
Relieves tension; promotes projects and people, including him or herself
Overuses Praise, optimism
Under Pressure Becomes careless and sentimental; is disorganized
Fears Loss of social acceptance and self-worth
Would increase effectiveness with more
Control of time; objectivity; sense of urgency; emotional control; follow-through on promises, tasks
PROMOTER
Recent New-HiresPosition Hire Date Pattern D I S C
MA 8/2/2010 Appraiser 7 25 12 19
MA 9/8/2010 Appraiser 9 21 11 22
SD 3/15/2010 Counselor 12 19 17 11
SLC 10/11/2010 Objective Thinker 11 12 15 21
PMIC 6/1/2010 Perfectionist 3 14 26 18
SLC 1/18/2010 Persuader 18 27 7 6
PMIC 3/29/2010 Practitioner 8 23 14 17
PMIC 1/18/2010 Practitioner 2 25 17 21
SLC 8/2/2010 Practitioner 11 19 15 17
HS CRC 6/7/2010 Promoter 12 27 10 12
MD 2/22/2010 Promoter 16 23 11 11
MD 8/2/2010 Promoter 15 27 3 8
PMIC 3/29/2010 Promoter 11 21 14 14
DiSC profiles provide insight into leading and motivating individuals in the following areas:
─ Communication style─ Motivators/de-motivators─ Dealing with conflict and stress─ Decision-making─ Problem-solving─ Approach to selling
Leadership Tool
Final Thoughts
An individual’s success is dependent upon his or her motivation and ability to adapt.
Success ≠ certain behavioral pattern
Success is an individual knowing themselves, understanding others and adapting to the needs of the situation.
Going Forward
Remember, behavior can change, be adapted, and is situation-specific.
This is a valuable resource – take advantage of the
information it contains!
QUESTIONS?