Lira Alexander
FIRST STEPS
You must have noticed that different people you experience completely different feelings when communicating and when interacting. With someone it is very easy for you, they understand you perfectly, you easily find mutual language and resolve issues quickly. It is very difficult for you to communicate with others, it is difficult for you to find common ground and agree on something. And if agreements are reached, then the results do not suit you at all. Why is this happening?
It's very simple: ALL PEOPLE ARE DIFFERENT.
And with all this, you probably noticed that there are people who are similar: in behavior, in actions, in manners of behaving. We start trying to classify others already from childhood: some are active bullies, others are quiet, excellent students and louts, funny jokers and interesting storytellers. Over the years, everything begins to change, but even in adulthood, we can determine our distinctive qualities between people. Even the ancient philosophers noticed these differences and similarities and tried to classify the people around them.
HISTORY OF THE BEHAVIOR MODEL
The DISC methodology is based on the four-factor model of the same name and has been used as a practical tool around the world for several decades. To date, with all the fullness of the personnel assessment market, it is difficult to find a more practical and accurate assessment tool.
HIPPOCRATES - 5 V. BC
At the beginning of the 5th c. BC. Hippocrates, observing the behavior of people, noticed that the climate and soil on which a person lives have a direct impact on his character. He identified 4 types of climates and correlated the types of appearances and human characters with climatic conditions a habitat.
Developing his own views, Hippocrates singled out 4 types of temperaments: CHOLERIC, SANGUINE, PHLEGMATIC, MELANCHOLIC, and associated them with 4 bodily fluids: BLOOD, BLACK BILLE, BILLE AND mucus.
CHOLERIC- striving for leadership focused
SANGUINE- optimist, sociable loves entertainment
PHLEGMATIC PERSON- observer, tries to satisfy other people's needs
MELANCHOLIC- strives for order, conservative
CARL GUSTAV JUNG - EARLY XX CENTURY - "PSYCHOLOGICAL TYPES"
In 1921, Carl Gustav Jung, in his work " Psychological types", defined and described four functions that we use in our relations with the real world: Thinking, Feeling, Sensing, Intuition.
Further, he established that each person can be attributed to a certain psychological type, according to which he interacts with the external environment using combinations of the 4 functions described above, and directing his mental energy in the direction of two vectors, called "extroversion" and "introversion".
INTROVERSION/EXTRAVERSION
How we focus on the inner and outer world
THINKING/FEELING
How We Make Decisions
SENSATIONS / INTUITION
How we perceive and interpret information.
WILLIAM MOLTON MORSTON - MIDDLE XX CENTURY - "EMOTIONS OF NORMAL PEOPLE"
The ideas of C. Jung were developed by an American scientist, Doctor of Science Harvard University William Moulton Morston - Dr. William Moulton Marston (May 9, 1893 - May 2, 1947).
W. Morston argued that human behavior can be described in terms of two criteria:
If we place these criteria on axes intersecting at right angles, then four quadrants are formed. Each of the quadrants corresponds to one of the four basic DISC behaviors:
DOMINANCE (Dominance)-, measures how a person copes with emerging problems and difficulties
A person with a high D factor can be described as active, assertive, purposeful, strong-willed, not afraid to solve problems, authoritarian, quick-tempered. A person with a low D factor will be the exact opposite, he will be peace-loving, agreeing, not risking, modest, conservative, cautious in actions, slow in decisions.
INDUCEMENT (Influence/Persuasion), measures how a person communicates and influences others.
A person with a high I is sociable, socially and verbally active, easily closes distance, persuasive, emotional, strongly gesticulating, optimistic, open, friendly, attracting attention.
A person with low I will act and communicate with caution, he is distrustful, emotionally reserved, needs little communication, is prone to criticism, aloof, keeps his distance.
STEADINESS (stability, stability). Describes how a person copes with the rhythm of activity and change.
A person with a high S factor is steady, unhurried, relaxed, predictable, patient, appreciates reliability, acts in a team. He is a good listener and is willing to help others.
A person with a low S factor is active, dynamic, restless, hasty, flexible, restless. He needs minimal structuring of the environment, is able to perform several tasks at the same time.
COMPLIANCE (Obedience / Consent)- This factor describes how a person interacts with established other rules and procedures, how he adapts.
A person with a high C factor is thorough, accurate, diplomatic, attentive to established norms and rules, executive and scrupulous. Inclined to collect and organize information, good analyst.
A person with a low C factor: radical, independent, hard to convince, fearless. He tries to do everything in his own way, he does not appreciate the accepted order. Thinks independently and creatively.
According to W. Morston, each person in his behavior, with varying degrees of intensity, shows signs of each of the four basic styles of behavior. This, in turn, makes it possible to objectively describe different types of behavior that combine the features of the four basic styles. At the same time, the technique makes it possible to describe both conscious or Adapted behavior, as well as less conscious or Natural.
The DISC system is designed to measure the manifestation of DISC factors in the behavior of individuals. At the same time, it takes into account the slightest fluctuations in the indicators of factors, as well as all their possible combinations and mutual influences. The DISC system does not reduce all psychotypes to 16 or 32, but it generates and interprets thousands of charts. Such refinement of measurements makes it possible to identify the most specific, individual characteristics of a person. This is one of the fundamental differences between DISC and other methods.
WHAT'S THE USE OF THIS?
Well, finally we know the system by which we can classify the people around us. And what good is that to us?, you say. It turns out that knowing the type of personality according to the DISC classification, you can evaluate how a specific person:
Makes decisions
Behaves in interpersonal relationships
His ability to persuade
How will he behave in conflict situations?
How will he solve problems?
How does he prioritize?
What rhythm of activity is inherent in him, and how does he relate to change
His stress resistance
How does he adapt to change?
His law-abidingness and diligence
His goals
His individual motivators
His planning style
How does he work in a team?
Does he have empathy?
How flexible is he?
And much more
And when you know so much about a person, you can effectively solve a number of problems:
Effectively build communications with him at home, at work, during sales and negotiations, and just in business interaction
Correctly build motivation for your employees and motivate your opponents in negotiations and in business
Correctly form teams and project teams
You will be able to determine which person, for which position you need and you will be able to accurately select the person you need
You will understand the essence of conflicts and be able to effectively resolve them
And finally, you will understand that for each person you can pick up the same key
All this is of course very interesting, but too complicated and there is simply no time for this.
I do not argue that learning to understand the DISC system is not easy, and for this you need to spend some time, but the whole charm of this system is related to the fact that you can determine a person’s personal profile within 10-12 minutes using a simple questionnaire. This is the success and prevalence of this system in business, especially abroad. Where there is no time for a long assessment of an opponent or candidate, where it is important to make a decision as soon as possible, where every minute of an employee costs a lot of money. The DISC system solves these questions quickly and provides such comprehensive information that sometimes people wonder: How do you know everything about me?
So, to use the DISC system in practice, there are two ways: to study the system, for example, having passed the basic certification, or simply use the electronic questionnaire, which gives the result in the form of understandable, accessible information EXAMPLE REPORT.
The knowledge gained during certification will allow you to determine the type of a person's personality profile without using a questionnaire, and I would like to tell you now about some of the fundamental principles on which the DISC methodology is based.
The DISC system operates with four factors from the abbreviation of which, and the name of the system is built.
Each person in his behavior with varying degrees of intensity shows signs of each of the four factors.
In order to determine the profile of a person, it is necessary to evaluate it according to four factors and determine the manifestation of each of the factors as High or Low.
For example, let's evaluate a particular person: the person is assertive and authoritarian, which describes him as a person with a high D (dominance). When communicating, he is emotionally restrained, keeps his distance, which shows that he has a low factor I (influence). He quickly switches from one thing to another, he is restless. From this we conclude that it has a low S factor (stability). He is attentive to the rules established in the organization, always strictly adheres to them, in his decisions he relies only on facts and figures. All this confirms that he has a high C factor (consent).
There is a specific description for each of the combinations of high and low DISC factors in the system. You can get acquainted with the description of combinations of factors in detail. Each of the combinations gives its owner its own individual characteristics, understanding which, you can use them to solve business problems and just in everyday life. It is not necessary to memorize them all the first time, it is enough to understand what each of the factors is responsible for, and how each of the factors affects human behavior.
For almost a century of existence of the DISC practice, enough information has been collected to clearly recognize the manifestation of each of the DISC factors from the observed behavior of an individual. Let's take your work colleagues and try to identify the dominant factor in each of them based on: workplace environment, writing style, planning style.
|
Work environment |
Items on his desk emphasize his status. If the office allows, it will be a large desk. In the office are his awards, diplomas, "trophies", or items by which you can understand his achievements. |
In his office you will see modern things that remind of past events, Bright objects that attract attention. What a beautiful Eiffel Tower you have, Yes, I bought this on an excursion, can you imagine we went to the tower and a thunderstorm began .... 30 minutes of a fascinating story about Paris you are guaranteed |
Everything to feel at home. Flower. Photo of the wife. Children. Everything is cozy and homey. Look under the table, maybe there are house slippers J |
Everything on his desk is functional, everything is for work. New instructions, schedules, plan execution statistics, everything you need is always at hand He doesn't like to plan. He lives more in the present. |
Puts in front of him short term goals containing a minimum of risk that they will be fulfilled. Can make a plan for each day |
Able to plan and set realistic goals. But they will be without pretensions to grandiosity and risk |
PRACTICE OF APPLICATION
With these simple tricks, you can classify your colleagues. Knowing which factor is dominant among your colleagues, let's try to increase the effectiveness of written communication with them.
Colleague with a high factor D- be specific with him. It is better to omit long introductions, go straight to the point, do not waste his time. Do not ask rhetorical and empty questions. Persuade and motivate him by talking about the benefits and results that he will receive. And in no case do not impose your point of view on him, do not order them. If you have entered into a discussion, let him win, you will win too.
Colleague with a high factor I- Avoid formalities, be positive. Don't be dry and short. It is fashionable to discuss with him, but make sure that it does not turn into an argument. Joke, use the opinion of famous or important people as an argument. Don't insist on facts or hard numbers. Ask for their opinion
Colleague with a high factor S - Do not talk purely about business, show interest in him as a person. Develop communication informally depending on the situation. If he showed a voluntary desire to help you, this does not mean that this will give him satisfaction, it is just difficult for him to refuse
Colleague with a high C factor - Your letter should be well structured, not being disorganized or rambling, showing that all your proposals are thought out in advance. Build trust by looking at the issue from all possible angles. Attach a sufficient amount of supporting, explanatory materials to the letter. Insert graphs, tables, notes. Present strong measurable data. It is important for people with high C to realize that their actions will not lead to erroneous consequences. When giving guarantees, calculate the probability of all risks. Don't rush them to a decision.
So you have taken your first steps in applying the DISC system in your work and life. I hope and know that the results that you will get from using this system will more than pay off the few tens of minutes that you spent getting to know it. If you want to learn more about the system and get even more benefits from using it, you always have the opportunity to get certified by the DISC system and get an international CBA degree. To clarify the possibility of certification in your city, please contact us. You always have the opportunity to get your personal report in the DISC INSUNRISE system REPORT EXAMPLE. Our tools for professional use are always available on our website, and we are always ready to introduce you to their capabilities.
In the following articles in the Getting Started series, we'll look at how to use the DISC system:
Let's analyze different types personalities on the example of famous cartoon characters;
Learn how to properly present bad news to your boss;
Learn how to find the perfect employee;
When needed: to determine the type of employee in order to form the optimal team or link "boss - subordinate".
Instruction
The main condition for a reliable result this test your honest answers. Answer sincerely, not from the position of who you would like to be. Answer as you usually do (if you have been in such a situation) or as you really want to do (if the situation is not familiar to you).
Test
1. You came to visit, where more than 10 people have already gathered. Your reaction:
A) Great! I love noisy companies, you can have fun, make new friends.
B) I like to be in companies, I often find myself in the spotlight. Or it will be possible to light it well, or, at worst, with helpful people get acquainted.
C) I hope that I will meet some acquaintances here, it will be a pleasure for me to talk with them. If everyone - strangers then I will be uncomfortable.
D) I don’t really like noisy companies and go to parties only to make or maintain useful acquaintances. I like to sit and talk with one or two people in peace and quiet.
2. At the same party, you were asked to make a toast. Your reaction:
A) I do not like to draw attention to myself, I hate toasting. I will neither agree nor refuse, but simply somehow evade.
B) I am a good storyteller and I know a couple of cool toasts. Everyone will be delighted.
C) I am not afraid to make toasts, I even enjoy it, I will say something smart and to the point.
D) I will most likely refuse under a convincing pretext. But if I need to make a good impression for the good of the cause, then I can make an appropriate elegant toast.
3. Your boss gave you and your co-worker a task, but didn't assign someone responsible for it. You both relied on each other and forgot about the task. Now your boss scolds you for not completing the task. Your reaction:
BUT) negative emotions which do not show up externally. I am able to control myself, but now I know what to expect from these people, I will be more careful in working with them in the future.
B) A very emotional reaction, the girl may have tears. Well, yes, I am an absent-minded and not very punctual person, but I am not alone (alone) to blame. I will complain about them to all my friends and acquaintances.
C) resentment against a colleague. How could he set me up like that! Resentment against the boss. I will worry about this for a long time, most likely in silence.
D) Anger at the boss because he is an illiterate leader, and / or at a colleague because he set me up. Outburst of aggressive emotions. I'll probably say something to one of them.
4. You have been given an important task. The deadline is in a month, but it can be completed in two weeks. Your reaction:
A) I’d better complete the task as soon as possible and hand it over. And in the eyes of the authorities I will look good, and I will have time for other things.
B) First I need to think about how best to approach this work. Even if I do it in advance, I won’t hand it over right away. Let it lie down, then I will correct the mistakes again. Maybe I'll hand it in the day before the deadline.
C) I'll get to work right away. But, most likely, I will quickly get tired of this work, and I will get carried away with another task. I will abandon this work until the deadline comes. Then I will urgently finish everything, maybe I will even be late with the change.
D) I would like to start doing it right away, but I know that it will not work out that way. There are always more urgent or important things to do, there is always something distracting. Most likely, I will carry out the task until the last minute.
5. Long weekend ahead. You decide to go somewhere. What will you choose:
A) Go to visit relatives or otherwise spend the day with family, spouse (m).
b) Go to the park or to a party with friends.
C) Go karting or play football (cards) with friends.
D) You can go to a concert or exhibition, alone or with a loved one.
6. If you would decide to skydive, what would be the reason:
A) I met a very interesting people(person) who are engaged in parachuting. They persuaded me to join.
B) I need to go through this to achieve an important goal for me.
C) I generally like risk, adrenaline. I want to know what I'm capable of.
D) I am considered quiet. I'm always in the shadows, silent. I want to prove to myself and others that I am not a coward and not a rag.
7. What comments do you hear more often (both at work and at home) addressed to you:
A) "Can't you go faster?" "You're stalling again!" "How much can you discuss the same thing."
B) "Please slow down" "You're rushing everyone again, we're not late anywhere!" Everything is clear to you, but not yet to me. Let's take our time discussing everything."
8. You found out that they decided to promote you. What will you do first:
A) Tell your family and friends about the promotion, arrange a cozy home holiday.
B) Buy yourself some expensive thing in order to arrive at the place of work in a decent form on the first day in a new position (watch, suit, car).
D) Wait to be happy, overspend and ring for a raise until you start working in a new place. After all, the order has not yet been signed.
9. You have an exam tomorrow. Your behavior:
A) It is better to quickly review the material so that there is time for other things that are important to you.
B) It’s better to repeat everything slowly again, even if it takes all night.
C) It is better to sleep well before the exam in order to come to it with a fresh head. You prepared for the exam in advance.
D) Before death you will not inhale. It is better not to think about the exam at all, but to go have fun.
10. What do you think is the main thing for winning, for achieving success:
A) Personal efforts of each. Each person must be responsible for himself, give his best, not hide behind the backs of others.
B) The main thing is teamwork, people can achieve something only together, helping each other, supporting each other.
11. If you decide to open your own business (success and the same profitability are guaranteed), what would you choose (abstract from your profession):
A) A financial consulting firm or a pest control firm.
B) A security firm or gun store.
C) Restaurant or nightclub.
D) Medical center or good offices.
12. You have a new spacious office. How do you decorate its walls:
A) Your photos with famous people or bright modern paintings.
B) A photo of your spouse and children or group photos of your colleagues at a corporate party.
C) Diplomas or neutral paintings.
D) A portrait of the president or an old saber.
13. What do you value most in clothes?
A) The clothes must have some kind of zest, courage.
B) Clothes should look expensive and cool.
c) Clothing should be comfortable.
D) Clothing should be of high quality and appropriate, that is, appropriate for the age, figure and situation in which you wear it.
14. You need to choose a competition in which you will be most comfortable participating and where you have the best chance of winning. What will you choose?
A) Individual competitions, where intelligence is evaluated, and not the speed of reaction (chess, billiards, poker).
B) Individual competitions for speed and courage (skydiving, auto racing, alpine skiing).
C) Team competitions, preferably some unusual ones (football in the mud, all sorts of corporate fun starts).
D) Team competitions where mutual support is required, the interaction of the whole team (university competition to create the best robot, curling).
15. You need to choose a hotel in St. Petersburg. What will you choose?
A) Some decent hotel in the center, so as not to be ashamed.
B) Some cool unusual mini-hotel.
C) A hotel where you have stayed before or which friends will recommend.
D) A hotel with an ideal price / quality ratio. Maybe in an old house in retro style.
Key to the DISC test
Description
The DISC test is used to help the manager correctly determine in which position it is better to use a particular employee. The test helps to form an optimal team or link "boss - subordinate".
The test also helps the employee to understand their behavioral characteristics and their potential.
Key to the test
To analyze the result, find and highlight the answers in the table. Each answer is equal to one point. Determine total points in each line. The dominant behavioral style is the one with the most points.
| Type of | Answer |
| D | 1b, 2c, 3d, 4a, 5c, 6c, 7b, 8b, 9a, 10a, 11b, 12d, 13b, 14b, 15a |
| I | 1a, 2b, 3b, 4c, 5b, 6a, 7b, 8c, 9d, 10b, 11c, 12a, 13a, 14c, 15b |
| S | 1c, 2a, 3c, 4d, 5a, 6d, 7a, 8a, 9b, 10b, 11d, 12b, 13c, 14d, 15c |
| C | 1d, 2d, 3a, 4b, 5d, 6b, 7a, 8d, 9c, 10a, 11a, 12c, 13d, 14a, 15d |
If there is another style that scored the same or 1-2 points less, then this is the secondary style of the assessed one. Its influence must be taken into account when interpreting the result.
Result interpretation
There are four main psychotypes of people:
I - people who are great at making new acquaintances, their profession is communication. They make excellent public relations specialists, they are everywhere, they are able to dissolve in any company;
S - team players. Together they are capable of anything, but absolutely cannot work alone. They are manageable, good workers, but they are practically unable to invent or invent something on their own. Their biggest plus is their inability to betray, they can be relied upon in everything;
C - analytics. People of this type work well with papers, they make good accountants, economists and lawyers. For them, above all - the letter of the law and instructions.
Not so long ago, in one of the issues of our magazine, we considered four communication styles: "conductor", "inspired", "friendly", "analytical"*. I wonder where they came from? Then we hasten to please you - in this article we will talk about another behavioral model, codenamed DISC!
From this article you will learn:
- what is behavioral DISC model
- how HR can apply the DISC typology in practice
- General characteristics DISC types
- Is it possible to diagnose intellectual activity using the DISC model
DISC is a model individual differences, basic motivators and behavioral characteristics of people. This model can be considered universal for use in commercial companies, it was created specifically to facilitate business interpersonal communication.
The DISC model is easy to learn and can be effectively used without having a special psychological education, in contrast to the popular, but rather difficult to interpret, MBTI personality typology.
Dive into theory...
Wu Marston built his behavioral model based on two criteria:
- how a person perceives the world in which he acts (as favorable or hostile);
- how a person acts or reacts in specific situations (active or reactive).
For a more detailed explanation, see the video:
Depending on personal characteristics, each person chooses his own strategy of existence and survival (Fig.):
- DOMINANCE (Dominance)
- INFLUENCE (Influence)
- STEADINESS (Stability)
- COMPLIANCE (Adaptiveness)
Our reference
History and goals of DISC
The first variants of the four-factor model of behavior appeared in the 4th century BC. e. Hippocrates, observing the similarities and differences in the behavior of people, identified four various types behaviors:
1. Guards need to belong to a group;
2. Artisans tend to be free and varied;
3. Idealists strive for individuality and significance;
4. Rationalists gravitate toward competence and knowledge.
But still, the progenitor of modern behavioral typologies is considered to be the theorist of psychology, Carl Jung. In his work “Psychological Types” (1921), he identified eight types of personality based on two attitudes (extraversion or introversion) and types of orientation from the four fundamental functions of the psyche (thinking, feeling , sensations and intuitions).
In practice, it is rather difficult to demonstrate ex-traverted and introverted attitudes as such in a "pure form", but a person's belonging to one type or another becomes more obvious only in connection with one of the above four functions.
As a rule, these four functions are developed differently in humans, one or another function is more developed. Jung called it the leading, or primary, dominant.
Our reference
Behavior is the manner in which a person acts or does not act. Behavior, unlike the psyche, is available for direct observation.
It should be noted that all people at certain moments of life and under certain circumstances can use all four models of behavior to one degree or another. It’s just that one model of behavior (“basic emotion”) manifests itself most clearly in an individual, dominates.
Why do we, the personnel officers, need this?
A perfectly reasonable question. All this knowledge can be useful, for example, when conducting an interview with a candidate, which, in general, is the main task of the company's HR department. Knowing the peculiarities of people's behavior, you can conduct a rapid assessment and determine whether this candidate is “your” or “not yours”? That is, does it meet the requirements of the company? Will it fit into your corporate culture? Will he be able to find a common language with his immediate supervisor? Will other team members accept him?
Or another example. You are called to the "carpet". The success of a "hopeless" case depends on the ability to negotiate. Is your boss self-centered, ambitious and self-sufficient, does not like long speeches (type D)? Be specific with him, get straight to the point. And if the boss is informal (type I), you should not be dry and short. It is quite possible to discuss and “dream” with him about the future of the company, however, you will not know the exact dates for the realization of this very “dream” from him.
And what about co-workers? When you know a lot about the people (their behavior patterns) you work with, you will be able to deal effectively with a range of work issues. You can easily find a common language with both a pedantic accountant and a reckless sales manager. Moreover, this information will help you easily take care of staff satisfaction. And then work will cease to be a "battlefield" for you.
General characteristics of DISC types
Let's look at each type separately. What traits are inherent in individuals with a particular type of behavior?
Behavioral type D (Dominance). Its carriers prefer complex tasks and ambitious goals. Possess strong character. Egocentric, ambitious and self-sufficient. Strive for recognition. Ready to try themselves in different areas, constantly looking for new opportunities. They have significant internal resources and rapid adaptability to different situations. In relation to others, they are straightforward, positive, openly express their opinions, and are often harsh.
Owners of this type demonstrate positive behavior in a competitive, hostile situation. Strive to achieve results despite the opposition of the environment.
Behavioral type I (Influence). Optimistic, open, friendly. Possess a high degree influence, able to convince others. Maintain acquaintance with a wide range of people. They are contradictory and impulsive. Take care of your physical form and appearance. Strive to be popular.
IT IS FORBIDDEN!
Using the DISC model to diagnose intellectual activity and personal qualities individual. It defines only a model of human behavior - how it reacts to the influence of the external environment
Positive in favorable and friendly situations. Influence others to get the desired response.
Behavioral type S (Stability). Carriers of this type are distinguished by responsibility in their work. Restrained and patient. Be wary of change.
Tied to their working group, "old" customers, established professional conditions and traditions. Work well in a team and can coordinate their efforts with those of others in terms of pace and distribution of work. Passive in favorable situations. Stable in completing tasks to maintain the status quo.
Behavioral type C (Adaptiveness). Cautious, conservative, non-conflict. Demonstrate a good sense of timing and pragmatism. Good analysts. They strive for stability and orderliness, tend to follow procedures in both personal and professional life. With care and attention to detail.
They are distinguished by passive, adaptive behavior in an antagonistic environment. Operate to high standards to avoid problems and mistakes.
Mixed Behaviors
AT real life we encounter people in whose behavior the two behavioral types of DISC can manifest themselves almost equally strongly.
The most frequent representatives mixed types DI-ID and CS-SC, followed by DC-CD, then IS-SI and CI-IC The least common combination of behavioral types is SD-DS.
Let's take a closer look at some types:
Behavioral type DI-ID. They know how to achieve results in negotiations, to convince other people that they are right. They feel comfortable in a highly competitive work environment. However, they have a tendency to manipulate other people, putting pressure on them, especially when they are under stress. Most of all, they are afraid of losing control of the situation. Their aggressive style of behavior often causes hidden resistance in people.
Behavioral type SC-CS. Such people are usually reliable and diligent when performing tasks. They think for a long time before making a decision or agreeing, but they can be relied upon. They combine the ability to critically analyze and the ability to cooperate with other people. Most of all, they are motivated by the desire to do everything right and maintain a harmonious atmosphere. They are not very flexible and not very ambitious. AT stressful situations become isolated and tormented by the question "What if ...".
Practice assessing behavior with people you already know (friends, colleagues, management), then in practice it will be easier to assess how your arguments and assumptions are correct.
Behavioral type DC-CD. These people tend to be aggressive, striving to achieve excellence in everything they do. They feel most comfortable in rapidly changing, unstable and unpredictable conditions. They have a talent for critical appraisal. Always at the forefront in the development of new concepts, the implementation of innovations. The danger is that sometimes they start fixing things that haven't broken yet. In stressful situations - unreasonably picky.
Effective communication
If, when communicating with a colleague, you try to act in accordance with his style of behavior, then he will open the “doors of communication” for you.
Therefore, knowing which behavior patterns of your colleagues dominate, with the help of simple tricks, you can easily establish successful communications with them.
Behavioral type D “Good afternoon, Oleg Evgenievich. I spoke with Mary yesterday. She told me about your successful deal. Accept my congratulations, few people manage to do this. Tell me, what did you press on there? Share your experience...
Behavioral type I “Hi, Va-DimKA. What an unusual mobile phone you have! Oh-oh new model? What an original design. It's amazing how you manage to keep track of the release of new products ?!
Behavioral type S “Hello, Marfa Andreevna. How calm and comfortable you are!”
Behavioral type C “Izolda Pavlovna, good morning. Thank you for taking the time for me. By the way, remember yesterday you said that you could not solve the problem of leadership? So I know where you can find the answer - in the "Electronic system of personnel officer". Would you like me to send you a link?
We hope that professional perseverance and attention to detail will help you in studying the DISC model. After practicing for a week or two, you will already be able to diagnose the behavioral type of the interlocutor within 10-12 minutes of communication and accurately select the tools of influence that are most suitable for a certain type of people.
Ways of classifying by personality types wagon and small cart. The most convenient and applicable in communications for me as a manager - and for DISC.
In general, if we consider a person through these two typologies, one can describe his character very accurately, and therefore suggest the most effective ways interaction with him. And of course, in the process of researching colleagues and acquaintances, you will be surprised at the abundance of different configurations.
It is also useful to know such things about yourself, at least in order to correctly assess your own strengths and weaknesses.
D. Dominant | I. Influencing | S. stable | C. Compliant |
Competitive, aggressive, determined and results oriented, prefers to move quickly, take risks and achieve immediate results. He likes to take responsibility, control the situation and keep power in his hands. I also like changes and challenging tasks. Can be impolite, bossy and even rude. Not a very good listener. Capable of making sudden decisions. | Talkative, sociable, optimistic, lively, people-oriented, unpredictable, energetic, enthusiastic. When interacting with people, he strives to be positive and friendly. Inattentive to details, talkative and emotional. He promises more than he is able to fulfill, since optimism and popularity are the main thing for him. | Calm, helpful, patient, modest and unhurried, always ready to help, loyal, good team member, attentive listener, persistent, reliable and balanced. He needs stability and security, and therefore, with sudden changes, he needs help. Slow, indecisive, stubborn. | Accurate, consistent, businesslike, cautious, analyst. Focuses on the task and does a very good job. Overly focused on details, picky, slow, often overlooked big picture. Critical, distant from people, pessimistic, cold. |
Weak sides
| Weak sides
| Weak sides
| Weak sides
|
Strengths
| Strengths
| Strengths
| Strengths
|
Express test DISC in the elevator :)))
- red - press the floor or close the doors several times
- green - rarely look people in the eye
- yellow - everyone smiles
- blue - read signs or simply look ahead and count everything to themselves
Reds are little dictators. In the event of a crisis, they quickly seize control and quickly and loudly give out commands to whom to do with kicks.
Blues are very loud and formal, it is difficult to discuss new ideas with them.
Always asking why? What for? Where it leads? Let's calculate?
But when the information is accepted, very focused on solving the problem.
In the event of a crisis, they usually close and leave to think.
It is important for the greens that everyone is happy with everything. First of all, people, and healthy relationships in the team, then everything else. In the event of conflicts, they lose their motivation to work sharply and almost to zero.
Yellows know how to motivate people in a very harmonious way to do something that they didn’t think about for five minutes. They generate heaps of ideas, and often their ideas come up on their own, it is not necessary to implement them :)
Of course, all these features are inherent in each person to some extent, and usually one dominant is distinguished, but otherwise there can be completely different configurations that form transitional colors.
Okay, so why do we need this? In theory, the use of DISC and Adizes models allows
- solve recruitment issues - understand who we need?
- retention of staff - what motivates or, on the contrary, hinders?
- create favorable conditions for effective work employees in groups or pairs
- identify the conformity of employees, in terms of psychotype, position and tasks to be solved
- carry out staff rotation
- build a more adequate system of motivation
Also, understanding what psychotype your immediate supervisor belongs to can help you in more effective communication and interaction with him.
For example, you are a manager and want to buy a second monitor for your programmers.
Reds care about action and results.
You need to talk in the key “I tried to put myself a second monitor. It turns out really faster. Let's buy it all."
For the yellows, the picture is important, the vision of awesomeness:
“Imagine clients/partners come to our office, and we show where our programmers are sitting, and each of them has 2 monitors, you can immediately see a serious company.”
For the greens, it is important that everyone is happy with everything:
“It will be more convenient for programmers to work. I have already agreed with Pavel Ivanych and Margarita Alekseevna, they are not against it.
For blues, numbers and facts are important:
“We tried to put a second monitor on a programmer, wrote 30% more lines of code in a week. Buying a second monitor for everyone will cost so many thousand rubles, it will pay off by such and such a time. ”
Also, you can send a link to this HR article and add “I need a red-haired administrator” in the personnel search application if you are looking for a business executive, or there is a “green manufacturer” if you need a team leader. Well, if you are looking for a system architect for a project, of course, the right color is blue.
Useful:
DISC test - just don't send results at the end. Better write your results in the comments :)
DISC profiles - page 14 useful table
Video: Typology of people and teams: how to communicate with different people?- watch from 14 minutes, well, or from the 49th - Highly recommend
personality typologies
DISC CLASSIFICATION
Roots of DISC
In 1928, the American psychologist William Marston published The Emotions of Normal People. In it, on the basis of his research conducted since 1920, he describes four variants of behavioral reactions, which he first (previously used other terms) named so that the first letters of the names subsequently formed the abbreviation DISC: Dominance (dominance), Compliance (consent ), Inducement (motivation) and Submission (submission). Over 400 pages, he explores these reactions in depth, as well as the relationships between them.
So many "DISC specialists" refer to this book. But, judging by the fact that they “quote” from it what is not written in it, few people read it. And, in fact, reading Marston's book requires good thoughtfulness and a certain culture of thinking, in particular, because of the rather specific and even specially invented terms he uses.
Speaking in a more understandable language, but without losing too much accuracy, then:
D is the reaction of the stronger to a hostile stimulus,
I - stronger for a friendly stimulus,
S - weaker to a friendly stimulus and
C - weaker to hostile stimulus.
D: ego - emotions; aggressiveness; rage; rabies...
I: persuasiveness; attractiveness; the charm; seduction...
S: readiness; obedience; pleasantness; good nature...
C: fear; fear of expressing one's will; fear of some more powerful force, person or object; timidity...
On the other hand, unity with nature; joys of nature; look at the hills from where help will come to me; setting to infinity...
Basic reactions according to Marston (inner circle)
Original drawing from the book Emotions of Normal People.
Various questionnaires were developed based on Marston's ideas, but it was the American psychologists John Geier and Dorothy Downey who in 1970 proposed the already classic questionnaire for determining a person's profile using DISC and the Personal Profile System report form. And, having received a measurement tool, DISC walked around the planet.
Now, more than 1 million people are tested annually using the most common Wiley DiSC questionnaires in the world alone.
What's wrong with the original DISC?
As a researcher, Marston did not think about creating a commercial product.
Therefore, he could afford to be “politically incorrect”. Well, how could one of the reactions be called “submission” (S)! What business customer would be willing to pay for their DISC report with a high “submission” score! Therefore, a set of names, as in the book - Dominance, Inducement, Submission and Complience - now you will not find a single provider of DISC questionnaires (although there are several decoding options). Submission (submission) is changed, for example, to Steadiness - stability. True, for some reason they mislead customers, claiming that Marston had already used this term in 1928.
With translations into Russian, even more inconsistency. For example, I use my own names:
Another moment. To speak of a person, as Marston did in The Emotions of Normal People, as "stronger" or "weaker" can offend him. But, thank God, in 1931 in his next book"Integrative Psychology" (Integrative Psychology), written with co-authors, Marston already talks about activity: reactions D and I - with an increase in activity, and S and C - with a decrease. Almost everyone uses the term "activity" now. True, the misconception that it was introduced in the first book is widespread. With the new book, the DISC model has become even more focused on human behavior.
The word "DISC" cannot be registered as a trademark due to its general usage. Therefore, anyone can refer to "The Emotions of Normal People" and claim that he offers training and questionnaires on "DISC".
True, there are businessmen of a different kind. They take the DISC model as a basis, but come up with other names and pass off as their original designs. Who classifies by colors: red, blue, etc. someone for animals: a lion, an owl, etc., who else will come up with some names: Motor, Analyst ... The third option is when the author offers something very specific (like, for example, Ichak Adizes (Ichak Adizes) PAEI classification of functional roles in management) , but still describes reactions according to DISC. This is understandable: you can describe using DISC much more, and much more exciting.
DISC as a management tool
It has long been known that the saying: "Do unto others as you would like to be done unto you," which is sometimes presented as Kant's categorical imperative, is categorically wrong. If in a work situation you want to achieve something from another, then you need to treat him as he wants it. (The case when in a work situation you are a cannibal leader with absolute power over fellow tribesmen is not considered.)
In fact, this is what you need
determine what kind of person is in front of you and how to behave with him.
And here it is extremely important that in his book Marston describes reactions by DISC, that is, external
That is, the "definition of a person" according to DISC situationally. DISC is not a typology, that is, it does not assign a person tightly to any “type”. I'll explain with an example. Perhaps the most famous division into personality types is extrovert and introvert. It occurs in a variety of typologies and is carried out in different ways.
For simplicity, we will assume that the "extrovert" talks a lot and
communicates with people, and the "introvert" spends time in silent solitude. But there are no normal people who either only communicate, or are only silent. Therefore, it turns out that an “extrovert” is someone who communicates more often than is silent. Now suppose that I have an employee in front of me whom I want to motivate to complete a complex task, or a client to whom I want to sell some complex service. And I know he's an extrovert. That is, in most life situations it must be listened to and brought to the opinion I need in a lively and not very structured dialogue.
But I see that in this particular situation, my interlocutor is in no hurry to speak out, asks me clarifying questions, makes long pauses, thinking over my words and carefully preparing his answers. That is, he behaves like an "introvert". What should I do, arrange “dances with a tambourine” for him, as for an “extrovert”? God forbid! I don't care what exactly is happening to him now. Maybe something happened to him at home, maybe this particular task/purchase is especially difficult or significant for him….
In order to establish contact with him, in order to be convincing to him, I must adapt to him as he is here and now, and not to his “type”. For example, slow down speech, provide more information in writing. And if after some time he "as usual" becomes an "extrovert", then I will change my behavior.
After all, typologies are good for career guidance, when I have a choice of what I should do better. If, for example, I'm an "introvert" type, then I probably shouldn't go to the bartenders. But in a managerial situation, there is not often much choice about which employee to assign a particular task to. This is usually determined by their functional responsibilities. And in sales, I don't usually think about whether I'd be better off selling a particular service to an "introvert" or "extrovert." I work with a specific employee, and I work with a specific client in a specific situation here and now. Therefore, I do not need to bother with who he is by "type". I need to understand where he is now style and choose the appropriate style way of influencing it.
And again, it is crucial that in his book Marston describes reactions by DISC, that is, external manifestations at a particular moment in time, not feelings, thoughts, inclinations ...
It is known that it is impossible to manage what cannot be measured. Style by DISC is determined precisely by behavior man - by what and how he does and says. In some typologies, for example, they are guided by the "preferences" or "inclinations" of a person. But let's go back to the example of an employee or client that I want to influence in a particular situation. Why should I know, for example, that he has a tendency to be more silent than to speak, or that he would prefer to spend more time in solitude, if I see that he easily and naturally comes into contact with everyone around him, appropriately jokes, shares advice? I will also adapt to his style of communication. And what do I care about where he realizes his "inclination-preference" to retire
and be silent? Whether at home with his wife or once a year on a fishing trip!
Again. If I need to understand something about a person in the long term (for example, I want to marry a person, have children), then, of course, I will be actively interested in both his “type” and “inclinations-preferences”. I will be interested in all this even if he behaves somehow out of hand inappropriately, and I can’t part with him quickly (for example, an employee who has information unique to the business began to incapacitate with his emotional attacks colleagues and subordinates). But, I'm afraid, no typology will help me here - we need a normal human dialogue and, perhaps, with the support of a good psychologist and even a psychotherapist.
But in the vast majority of managerial and business situations, it is enough classification of behavioral styles, which is DISC.
Any person at different times can be in different DISC styles. Yes, some more often, some less. But I'm interested in what style he is in right now - and I adapt to it. His style will change - I will adapt to the next one.
You can reproach DISC for a small number of styles - only 4. But from my experience of practice: both managers and salespeople rarely learn and actually use classifications for more than 4-5 elements.
DISC is a basic tool for any practitioner that will effectively (and sometimes effectively) take into account the human component of any business interaction and achieve the desired result. Whoever wants something more complex can easily make the necessary “add-on” on DISC.
Questionnaire quality by DISC
The original Guyer-Dorothy questionnaire, developed in 1970, asked each of 24 quadruples of adjectives to choose the one that fits you the most and the one that fits you least. Based on the positive, negative and total choices of a person, three variants of the profile of style combinations according to DISC are built. The stronger a style is expressed in a profile, the more often a person uses it. Also, the authors of the questionnaire identified 15 basic profiles as combinations of the severity of various styles, which made the test results more visual and practical.
As a commercial product, the Personal Profile System was first published in 1977 by Guyer's Performax Systems International. Thanks to the overwhelming success of the tool, more and more new entrepreneurs were ready to invest in its development. He (together with the business) was consistently bought out by the Carlson Company (Carlson Learning Center), The Riverside Company (Inscape Publishing), and, finally, in 2012, by the largest international educational holding Wiley www.wiley.com
It is important to understand that all these investments help to keep the DiSC â questionnaire (this way, by a small "i" you can distinguish the original questionnaire from all other versions) at the highest
level of accuracy, reliability and validity. In particular, back in the mid-1990s, the number of fours evaluated in the questionnaire was increased from 24 to 28.
After all, as I said, neither the name nor the DISC model itself is protected by copyright. Therefore, it is easy to make a “DISC questionnaire” on your knee. For example, you take 10 adjectives related to D: strong-willed, decisive, courageous, going ahead, result-oriented... and 10 each related to other styles. Next, ask the client to choose those that describe him. If he chose 8 D style ( Achieving) and only 6 related to C ( constructor), does this mean that the style Achieving(D) he uses more than style constructing(C)?
It turns out not. First, you also need to check what words you included in your questionnaire. On the one hand, it is bad if all the words on some scale are very close in meaning. Then clients will choose either all of them or none. The scale will turn out to be extremely miserable - you will not learn anything about the severity of the corresponding style. On the other hand, it is bad if all the words are far from each other in meaning. Then there is no guarantee that on this scale you measure exactly the severity Achieving(D) style, and not, for example, also aggressiveness, and self-confidence, and much more in one bottle.
All these possible errors are caught not by the “method of careful scrutiny” and “serious reflection”, but by special “stupid” methods of statistical data processing, when on a large sample of subjects it is calculated which words they choose from the proposed ones and in correlation with which ones. And then the test results are discussed with each other and compared with the results of his assessment according to already proven methods and with his real behavior.
Secondly, it still depends on the cultural environment in which a person lives. For example, in the United States, characteristics describing Achieving(D) style, socially desired and encouraged. And not always in Russia. Therefore, it is quite possible that a Russian who has chosen 6 characteristics of style D will have it much more pronounced than an American who has chosen 9 characteristics. Therefore, for each language, the questionnaire should be specially calibrated on the corresponding national sample using statistical data processing methods.
The same applies to temporary changes. Let's say in Soviet time style constructing(C) was over
