disc model in practice
DESCRIPTION
An overview of DiSC behavioral model and some practical advice on applying DiSC to your everyday working life, based on the materials from http://manager-tools.com/TRANSCRIPT
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DiSC Model in Practice
How To Deal With People You Can’t Stand
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RESERVED
ASSERTIVE
TASK
-ORI
ENTE
D
PEO
PLE-
ORI
ENTE
D
DOMINANT INFLUENCING
CONSCIENTIOUS STEADY
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Background
• William Marston: theory, 1920s
• Walter Clarke, John Geier: assessment tool, 1950s
• More behavior-oriented than MBTI and similar models.
• Used for industrial assessments.
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High D: Dominant
• Also: Drive• Achieves success by taking decisive actions towards
their goal.• Strengths: comfortable in a leadership role,
problem solver, can make tough decisions, not afraid to confront issues, sees change as a challenge, stays focused on the mission.
• Limitations (Others may see): intimidating, insensitive, brusque, impatient, intolerant, unapproachable
• Margaret Thatcher
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High I: Influencing
• Also: Inducement• Achieves success by persuading others to
work with them towards the goal.• Strengths: always available for others,
inspiring to be around, spreads positive attitude, praises others.
• Limitations (Others may see): tasks fall through the cracks, projects don’t get finished, lacks organization
• Bill Clinton
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High S: Steady
• Also: Submission• Works with others as part of a team to achieve
success• Strengths: good team player, empathetic to
others’ needs, methodical, good listener, easy to get along with, appreciative of others, praises.
• Limitations (Others may see): indecisive, indirect, resistant to change, sometimes worn down by others’ problems.
• John Paul II
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High C: Conscientious
• Also: Compliance, Caution• Works within rules and procedures to ensure
success.• Strengths: thorough, follows standards
accurately, conscientious, diplomatic, accurate, fair (because following the rules does that).
• Limitations (Others may see): overly concerned with perfection, aloof, delay decisions, wants more data, “fussy about minor issues”.
• Bill Gates
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Sample DiSC Graph
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Mixed Types
CS
DI
ISCD
USUALLY TWO ADJACENT
DRIFT IN BUSINESS / IMPERSONAL CONTEXT
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Transitions
HARD
EASY
HARD
EASY
EASY TO CHANGE ENERGY
HARD TO CHANGE FOCUS
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How to Detect Them
• Assertive vs. Reserved; People vs. Task• Assertive: Move Fast, Talk Louder, Talk Fast,
Interrupt (D & I)• Reserved: Speak Slower, Less Loudly, Never
Interrupt (S & C)• People Focused: Talk About Themselves Or
Others, Friendly, Warm, Smiling (I & S)• Task Focused: Focus On Tasks, Work,
Processes, Systems, Seldom Smile (D & C)
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How to Deal with Them
• Focus On Behavior• Be Less Of Yourself• Do Like They Do• Do Not Judge Or “Read Their Minds”• Avoid Emotional Reactions• Adjust Your Energy• Learn To Imitate Outward Behaviors
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Assertiveness: Interrupt or Pause
• When You’re Talking, Pay Attention To How Quickly They Speak
• Do They Start Talking Before You’re Done Or Wait For You To Finish?
• If Someone Interrupts And You Do Not, Interrupt More To Reduce Differences
• If You Interrupt And You’re Talking To Someone Who Pauses, Slow Down
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People/Task: Smile or Not
• People Focused People Tend To Smile More
• Count Their Smiles• Compliment Them And See If They Smile
In Reaction• Smile More With People Who Smile At
You• Smile Less With Those Who Do Not
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How to Detect by Email
• Assertive: too quick for attachments.• Reserved: take time to read and write.• People-oriented: names, salutations,
signatures.• Task-oriented: rarely use names.• NB: Very hard to diagnose if sent from
smartphone.
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Email from Other People
• High D: doesn’t use names, very brief.• High I: emotional typography, smileys,
uses names a lot, informal.• High S: long, personal, uses names. • High C: precise, structured, thorough,
uses bullets.
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Email to Other People
• High D: brief, BLUF, begin with questions, no attachments or explicit reference.
• High I: greet them by name, ask how they’re doing, compliment them, no attachments or explicit reference.
• High S: same as High I, attachments OK.• High C: include all details, state deadlines,
tell them you’re OK with imperfect answer / guess, names unnecessary.
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Correlations with Adizes Management Styles
Produce
r
Administrator
Entrepreneur
Inte
grat
or
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Correlations with (Typical IT) RolesAcctMgr
ResMgrQA
Dev
Sales
PM
PM
PM
Sales
Sales
Dev
ResMgr
Dev
AcctMgr
BA
ResMgr
BA QA
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Correlations with Gerchikov Motivation Models
None!
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Further Resources / Special Thanks To
Mark Horstman
http://manager-tools.com/