Name Date Response Focus ---- I To order, or for more information, please contact your Inscape Publishing Authorized Distributor: Center for Internal Change, Inc. Jahn C Goodman, MSOD. MSW Inscape Publishing Consultant & Distributor 6 N. Pine Street Mount Praspect. IL60056 Toll-free in US:(877) 347-2665 or (847) 259-0005 Fax: (312) 873-3868 [email protected]Visit: www.internalchange.com Center for Internal Change In<. inscape .YPUbliShing authorized distributor
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Transcript
Name Date Response Focus----I
To order, or for more information, please contact yourInscape Publishing Authorized Distributor:
Center for Internal Change, Inc.Jahn C Goodman, MSOD. MSWInscape Publishing Consultant & Distributor6 N. Pine Street Mount Praspect. IL60056Toll-free in US:(877) 347-2665 or (847) 259-0005Fax: (312) 873-3868 [email protected]: www.internalchange.com
Choose one MOST and one LEASTin each of the 28 groups of words.{See instructionson page 3} o Responding
MOST LEAST MOST LEAST MOST LEAST
enthusiastic 10 brave DO 19 aggressive A. Study the first group of four words on page 2 whilethinking about yourself in your selected setting or focus.
daring inspiring DO extroverted
diplomatic submissive DO amiable B. Select only one woed that MOST describes you.
satisfied timid DO fearfulUse a coin or other smooth metal object to gently rubthe rectangle after that word in the MOST column.
2 cautious DO 11 reserved 20 confident DO A symbol will appear. See Example 1.
determined DO obliging sympathetic DO C. Select only one word that LEAST describes you.convincing DO strong-willed impartial DO Use a coin or other smooth metal object to gently rub
the rectangle after that word in the LEAST column.good-natured DO cheerful assertive DO A symbol will appear.
3 friendly 12 stimulating DO 21 well-disciplined D. Use the same procedure to respond to the remainingaccurate kind DO generous groups of descriptive words.outspoken perceptive DO animated
REMEMBER: Select only one MOST and one LEASTcalm independent DO persistent choice for each group.
4 talkative DO 13 competitive 22 impulsive DOcontrolled DO considerate introverted DOconventional DO joyful forceful DO EXAMPLE 1decisive DO private easygoing DO The individual responding tends to be MOSTenthusiastic
5and LEASTsatisfied in hisor her selected setting.
adventurous 14 fussy DO 23 good mixerMOST LEAST
insightful obedient DO refined enthusiastic 000outgoing firm DO vigorous daring DOmoderate playful DO lenient diplomatic DO, gentle DO 15 attractive 24 captivating DO satisfied D~persuasive DO introspective contented DOhumble DO stubborn demanding DOoriginal DO predictable compliant DO f} Counting and Recording
7 expressive 16 logical DO 25 argumentative A. Tear out the perforated area in the lower right corner
conscientious bold DO systematicof this page to reveal the Tally Box on page 5.
dominant loyal DO cooperative B. MOST Choices:responsive charming DO light-hearted
Total the number of Zs in the three MOST columnson page 2. Write this total over the Z symbol in the
8 poised DO 17 sociable 26 jovial DO MOST column of the Tally Box.observant DO patient precise DO Use the same procedure to count and record the othermodest DO self-reliant direct DO symbols .... * N in the MOST columns.
impatient DO soft-spoken even-tempered DO C. LEAST Choices:9 tactful 18 willing DO Total the number of Zs in the three LEAST columns
27 restless on page 2. Write this total over the Z symbol in theagreeable eager DO neighborly LEAST column of the Tally Box.magnetic thorough DO appealing Use the same procedure to count and record the otherinsistent high-spirited DO careful symbols ..... * N in the LEAST columns.
28 respectful DO D. Check the accuracy by adding the MOST andLEAST columns of the Tally Box. Each column should
pioneering DO total2S. If not, check your tally and symbol counts.optimistic DO
o PlottingA. Use the numbers from the MOST column of the Tally Box to plot GRAPH] on page 5,
See Example 3.
Plot the Z number on the D line.
Plot the. number on the i line,
Plot the'" number on the S line.
Plot the * number on the Cline.
Estimate the plotting point if aspshown on the graph. Do not plot
B. Use the numbers from the LEASTTally Box to plot Graph II.
ecific number is notthe N number.
column of the
RENCE column of theC. Use the numbers from the DIFFETally Box to plot Graph III. Note the + and - signson Graph III.
@2001 by lnsccpe Publishing, Inc. All rights reserved,
EXAMPLE 3 __ ...... >... ...-",70>; GRAf H I w •• -'
v za12 12J!. II
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ro
o
GraphsDiSC" Classic
GRAPH I
,
,
,c
11 ~ __
,s
•""5"a,o
z z,c
1 -'-
GRAPH II
e
•
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c,za•5"--
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es
- ~",--
to •1-+-~,,~'f~.['--145-=->--" ,ra ,
" "--\'- ----- ---9- -.-- --Ii·10 13
rc
.~"~"~"g".o Interpretation
A. Circle the peakts) of the four plotting points in Graph III.See Example 4. If two plotting points are equally high,circle both points.
B. Identify the behavioral tendency for each plotting pointcircled. Each scale is labeled D, i, S, or C at the top ofthe graph. The example shows a high point on the C scalefollowed by a secondary high point on the S scale.
Cl2001 by Inscope Publishing, Inc. All riqhts reserved.
Guidelines for InterpretationDiSCI!>Classic
General HighlightsDiSCI!>Classic
The purpose of DiSa- Classic is to help you understand yourself and others. The profile provides a framework for looking at human behaviorwhile increasing your knowledge of your unique behavioral pattern. The goal of this practical approach is to help you create an environment thatwill ensure your success. At the same time, you will gain an appreciation for the different motivational environments required by other behavioralstyles. The three interpretation stages, which progress from general to specific, will help you master the DiSC Dimensions of Behavior approachfor understanding people. The following summary table identifies the basis for the interpretation and its content and also offers suggestions forusing each interpretation stage.
BA.SIS OF INTERPRETATION
General HighlightsSTAGE I (poge7{
Based on your highestplotting pomus) onGRAPH Ill.
DimensionalIntensity IndexSTAGE II {pog.'!
Based on the exactplacement of yourplotting potnrts) on theD, i, 5, and C scales.
Classical ProfilePatternsSTAGE III (page 9-19)
Based on the pattern of yourhigh and low plotting pointson all four DiSC Dimensionsof Behavior.
Behavioral patterns, deter-mined by the shape of yourprofile graph, provide anintegrated interpretation ofyour behavioral style. EachClassical Pattern describesthe behavior of people with aspecific blend of the fourDiSC behavioral styles, ordimensions. This descriptionreflects the complexity andsubtlety of behavior.
Fifteen Classical Patternsand three special patternsare presented.
INTERPRETIVECONTENT
The content provides an understanding ofthe D, i, S, and C Dimensions of Behavior.The interpretation contains general high-lights and includes the following:
Description
1. The individual's behavioral tendencies
2. The individual's desired environment
Action Plan
1. What the individual needs from others
2. What the individual needs in order to bemore effective
The index considers each DiSC Dimensionof Behavior separately. The words thatare revealed reflect the intensity of yourtendencies in each dimension.
Insights into your work behavior and thework behavior of others are summarized innine key areas under the following headings:
Emotions: your general demeanor
Goal: what you are most motivatedto obtain
Judges others by: how you evaluate others
Influences others by: how you affectothers' behavior
Value to the organization: how youcontribute
Overuses: how your strengths can becomelimitations
Under pressure: how you react to stressfulsituations
Fears: what causes you discomfort
Would increase effectiveness through:how to achieve maximum success
@2oo1 by 'nscoce Publishing. Inc. All right~ reserved,
Interpretation Stage I (See poge 6. Guidelines for Interpretation.)
Continue to personalize this more specificinterpretation. For each of the wordsappearing in the four columns:
• Use a '" to indicate agreement.
• Use an X to indicate disagreement.
• Use a ? to indicate doubt.
Continue to personalize your interpretation.Learn how your blend of DiSC behavioraltendencies combines into a comprehensivestyle.
For additional insights, discuss the interpre-tation with someone who knows you well.
Read the other Classical Profile Patternsto increase your appreciation of those withdifferent behavioral styles.
STEADINESSEmphasis is oncooperatingwith others'Withinexistingcircumstances tocarry out the tosk.
,
This person'stendencies include• getting immediate
results• causing action• accepting challenges• making quick decisions• questioning the
status quo• taking authority• managing trouble• solving problems
This person'stendencies include• contacting people• making a favorable
impression• being articulate• creating a motivating
environment• generating enthusiasm• entertaining people• viewing people and
situations with optimism• participating in a group
This person'stendencies include• performing in a
consistent, predictablemanner
• demonstrating patience• developing specialized skills• helping others• showing loyalty• being a good listener• calming excited people• creating a stable,
harmonious workenvironment
This person'stendencies include
CONSCIENTIOUSNESS• adhering to keyE h .. directives and standardsmp aSlsIS ..
,. • concentratrog on key detailsonwor Ing ..' {{, . • thinking analvtica y,c~n~clenhoUSIY weighing pros and cons~Ithln eXlsllng • being diplomatic with peoplecircumstances • using subtle or indirect10 ensure quailly approaches to conflictand accuracy, • checking for accuracy
• analyzing performancecritically
• using a systematic approachto situations or activities
This person desires anenvironment that includes• power and authority• prestige and challenge• opportunities for individual
accomplishments• a wide scope of operations• direct answers• opportunities for
advancement• freedom from controls
and supervision• many new and varied
activities
This person desires anenvironment that includes• popularity, social recognition• public recognition of ability• freedom of expression• group activities outside of job• democratic relationships• freedom from control
and detail• opportunities to verbalize
proposals• coaching and counseling• favorable working conditions
This person desires anenvironment that includes• maintenance of the status
quo unless given reasonsfor change
• predictable routines• credit for work accomplished• minimal work infringement
on home life• sincere appreciation• identification with a group• standard operating
procedures• minimal conflict
This person desires anenvironment that includes• clearly defined performance
expectations• values of quality and
accuracy• a reserved, business-like
atmosphere• opportunities to demonstrate
expertise• control over factors that
affect their performance• opportunities to ask "why"
questions• recognition for specific skills
and accomplishments•
ACTION PLAN
This person needsothers who• weigh pros and cons• calculate risks• use caution• create a predictable
environment• research facts• deliberate before
deciding• recognize the needs
of others
This person needsothers who• concentrate on the task• seek facts• speak direcrlv• respect sincerity• develop systematic
approaches• prefer to deal with
things instead of people• take a logical approach• demonstrate individual
follow-through
This person needsothers who• react quickly to
unexpected change• stretch toward the challenges
of accepted tasks• become involved in more
than one thing• are self-promoting• applv pressure on others• work comfortably in an
unpredictable environment• help to prioritize work• ate flexible in work
procedures
This person needsothers who• delegate important tasks• make quick decisions• use policies only as guidelines• compromise with the
opposition• state unpopular positions• initiate and facilitate
discussions• encourage teamwork
To be more effective,this person needs• to receive difficult
assignments• to understand that they
need people• to base techniques on
practical experience• 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
To be more effective,this person needs• to control time, if D or S
is low• to make objective decisions• to use hands-on
management• to be more realistic
when appraising others• to make priorities and
deadlines• to be more firm with
others, if D is low
To be more effective,this person needs• to be conditioned prior
to change• to validate self-worth• to know how personal
effort contributes to thegroup effort
• to have colleagues ofsimilar competenceand sincerity
• to know task guidelines• to have creativity
encouraged
To be more effective,this person needs• to have time to plan carefully• to know exact job
descriptions and performanceobjectives
• to schedule performanceappraisals
• to receive specific feedbackon performance
• to respect people's personalworth as muchas their accomplishments
• to develop tolerancefor conflict
Cl2001 by inscape Publishinq, Inc. All,inht. ,"'."",,., ....
Dimensional Intensity IndexDiSC* Classic
Interpretatian Stage II
Finding and Interpreting Your Classical Profile PatternDiSC~ Classic
Interpretation Stage III
The second stage of interpretation considers each dimension separately. The index reflects the intensity ofyour tendencies on the Q i, S, and C scales. Use the procedure outlined below.
o Draw a horizontal line fromthe D plotting point to anumber in the shaded bar atthe left of GRAPH Ilionpage 5. See Example 5.
f} Use the identified numberfrom the graph's shaded barto locate the correspondingnumber in the shaded bat ofthe D column 011 this page.
t) Use a coin or other metalobject to rub the space tothe right of the number.(A word will appear.)
@ U28 281271
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22, f22'21
1 21~20 20,
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16, I"15 151141 14
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11:12001by rnsccoe Publishing. Inc. All rights reserved.
e Then rub the three spacesbelow and the three spacesabove this reference point.For example, if the numberin the shaded bar is 8, rub5,6, 7, 8, 9, 10, and 11 for atotal of seven spaces.
If the number falls withinthe top or bottom threespaces, you will not rubseven spaces. For example,if the number is 26 you willrub the three spaces belowand the two spaces abovefor a total of five space-s.
Classical Profile Pattern InterpretationsClassical Patterns are based on the shape of the profile plottingpoints or the relationship of the four DiS~ dimensions toeach other. The profile shape is determined by the pattern ofboth high and low plotting points. The positional relationshipsamong the four plotting points could result in hundreds ofpatterns and would fill several volumes with the interpretations.
e Repeat the aboveprocedure for the i, 5,and C plotting points.
The DiSC Classic Classical Pattern interpretations representa more practical approach. The Classical Profile Patternsare those profile forms that occur most frequently in thepopulation. Each represents a significantly differentbehavioral style.
• Use an X to indicatedisagreement. Research subjects of each pattern were observed at work and
interviewed by professionals in order to discover and confirmthe rich, detailed insights summarized and published inthe Classical Pattern information in this profile. Althoughindividuals may have differences in their plotting points,if the shapes of their profile graphs are similar, they canhave the same Classical Pattern. Of course, there will beindividual differences in how that pattern is expressed.
Discussion and observation will help you to expand yourunderstanding of each Classical Profile Pattern.
Using Information from Graph IIIThe interpretation for Graph III provides a descriptionof how you see yourself. The graph summarizes andcombines two different ways of looking at yourself.Some people find that they are more comfortable whendescribing themselves by their MOST choices. Othersmay feel that they described themselves more accuratelyby their LEAST choices. And still others are equallycomfortable with both choice processes. The combinationof your responses to both choices (Graph Ill) providesthe most comprehensive picture of how you see yourself.
People occasionally find that either their MOST orLEAST responses were affected by social desirability. Inother words, they selected the words that fit their idea ofhow they should be in their selected environment ratherthan what was actually the most natural behavior forthem. Reading the interpretation of the Classical Patternfor your Graph 1II will help you to determine the mostaccurate description of your behavioral style.
8•7~,I 5.
4,3,
I2
I,
0
Using Information from Graph I and Graph IISome people find additional understanding of themselves bylooking at any differences between their responses to theirMOST and LEAST choices.
',~-------5 _
4 _
31i- _2,~ _
"-------~ ',"-- ---
How to Find Your Classical Profile Patterno The DiSC Classic graphs are divided into seven segments.
The segment numbers are located in the shaded columnon the right.
f) See Example 6
The D plotting point is in segment 2.
The iplotting poim is in segment 1. -\-,
The 5 plotting point is in segment 6. -\---1-,The C plotting point is in segment 7. -4---1---11- ..
o Example 6 segment number 2167 is listed in theClassical Profile Pattern Table (pages 1O~13) as aPerfectionist Pattern. Write this Classical Patternname in the box provided.
e Turn to page 5 and follow the above procedureto identify your patterns segments and name.
o See page 6, Stage III Guidelines for Interpretation.Then read your Classical Profile Pattern inrerprerationfs)to discover more about yourself. Interpretations are foundon pages 14 to 19 and are listed in alphabetical order.
"
«:l2001 ov rnscooe Publishlno.fnc. Ail rrohts reserved
Emotions: is industrious and diligent; displaysfrustrationGoal: personal accomplishments, sometimesat the expense of the group's goalJudges others by: ability to achieveconcrete resultsInfluences others by: accountability forown workValue to the organization: sets andcompletes key result areas for selfOveruses: self-reliance; absorption in the caskUnder pressure: becomes frustrated andimpatient; becomes more of a "do-er" and less of a"delegator"Fears: others with competing or inferior workstandards affecting resultsWould increase effectiveness through:less "either-or" thinking; clearer rask priorities;consideration of optional approaches; willingnessto compromise sborr-term for long-range benefits
Emotions: accepts affection; rejects aggressionGoal: group acceptanceJudges others by: commitment to tolerate andinclude everyoneInfluences others by: empathy; friendshipValue to the organization: supports,harmonizes, empathizes; focuses on serviceOveruses: kindnessUnder pressure: becomes persuasive, usinginformation or key friendships if necessaryFears: dissent; conflictWould increase effectiveness through:strength in the realization of who theyare and what they can do; firmness andself-assertion; ability to say "no" whenappropriate
Emotions: is driven to look goodGoal: "victory" with flairJudges others by: ability to initiate activitiesInfluences others by: competitiverecognitionValue to the organization: accomplishes goalswith the teamOveruses: authority; ingenuityUnder pressure: becomes restless, critical,impatientFears: "loss" or "failure"; others' disapprovalWould increase effectiveness through:individual follow-through; empathy whenshowing disapproval; steadier pace
tI> 2001 bv mscooe Publishinq, Inc. All rinhts reserved.
The motivation of Achievers is largely internal and flows from deeplyfelt personal goals. Their commitment to their own goals prevems themfrom automatically accepting the group's goals. Achievers need to seehow they can blend their personal goals with the organization's goals.By retaining control over the direction of their lives, Achieversdevelop a strong sense of accountability.
Achievers demonstrate a keen interest in their WOrkand an intense,continual pursuit of accomplishment. They have a high opinion of theirwork and may hesitate to delegate tasks when under pressure. Instead,they take on the work themselves to ensure that things are done righr.When they delegate, they have a tendency to take back the task if itdoes not go according to their expectations. Their guiding premise is,"If Isucceed, Iwant the credit; if I fail, I will take the blame."
An Achiever should communicate more with others to expand theirthinking beyond either "I have to do it myself' or "I want all the credit."They may need help in finding new approaches for achieving theirdesired results, Achievers function at peak efficiency, and they expectrecognition equal to their contribution - high wages in for-profitorganizations and leadership positions in other groups.
Agents are attentive to both the human relations and task aspects oftheir work situation. Empathetic and supportive, they are good listenersand known for their willing ear. Agents make people feel wanted andneeded. Because Agents respond to others' needs, people do not fearbeing rejected by Agents. Agents offer friendship and are willing toperform services for others.
Agents have excellent potential for organizing and completing taskseffectively. Agents naturally promote harmony and teamwork and areparticularly good at doing for others what they find difficult to do forthemselves.
Agents fear conflict and dissent. Their supportive approach may enableothers to tolerate a situation rather than encouraging them to engagein active problem-solving. In addition, the Agent's tendency ro adopt a"low profile" - instead of having open confrontations with aggressiveindividuals - may be perceived as a lack of "toughness." Althoughthey are concerned with fitting inro the group, Agents have a fairdegree of independence.
Appraisers make creative ideas serve practical purposes. TIley usedirect methods to accomplish results. Appraisers are competitive, butother people tend to view them as assertive rather than aggressivebecause Appraisers are considerate of others. lnsread of giving ordersor commands, Appraisers involve people in the task through persuasion.They elicit the cooperation of those around them by explaining therationale for the proposed activities.
Appraisers help others ro visualize the steps needed in order toaccomplish results. Appraisers usually speak from a detailed plan ofaction that they have developed in order to ensure an orderly progressiontoward results. In their eagerness to win, Appraisers can becomeimpatient when their standards are not maintained or when extensivefoIlow-d1rough is required.
Appraisers are good critical thinkers. TI1ey are verbal in their criticismsand their words occasionally may be caustic. Appraisers have a bettercontrol of the situation if they relax and pace themselves. A helpfulaxiom to achieve this is, "You win some, you lose some."
Classical Profile PatternsDiSCS Classic
CounselorPattern
EXAMPLE
CreativePattern
EXAMPLE
DeveloperPattern
EXAMPLE
Emotions: is approachable; shows affection andunderstandingGoal: friendship; happinessJudges others by: positive acceptance ofothers; ability to look for the good in peopleInfluences others by: personal relationships;"open door" policyValue to the organization: remains stable andpredictable; develops a wide range of friendships;listens to others' feelingsOveruses: indirect approach; toleranceUnder pressure: becomes overly flexible andintimate; is teo trusting without differentiatingiJJnong peopleFears: pressuring people; being accused ofcausing harmWould increase effectiveness through:attention to realistic deadlines; initiative tocomplete the task
Emotions: accepts aggression; restrainsexpressionGoal: dominance; unique accomplishmentsJudges others by: personal standards;progressive ideas for accomplishing tasksInfluences others by: ability to pacedevelopment of systems and innovative approachesValue to the organization: initiates or designschangesOveruses: bluntness; critical orcondescending attitudeUnder pressure: becomes bored withroutine work; sulks when restrained;acts independentlyFears: lack of influence; failure to achieve theirstandardsWould increase effectiveness through:warmth; tactful communication; effective teamcooperation; recognition of existing sanctions
Emotions: is concerned with meetingpersonai needsGoal: new opportunitiesJudges others by: ability to meet theDeveloper's standardsInfluences others by: finding solutionsto problems; projecting a personal sense of powervalue to the organization: avoids "passingthe buck"; seeks new or innovative problem-solving methodsOveruses: control over people and situations toaccomplish his or her own result.Under pressure: works alone to complete tasks;is belligerent if individualism is threatened orchallenging opportunities disappearFears: boredom; loss of controlWould increase effectiveness through:patience, empathy; participation andcollaboratlun with others; follow-throughand attention to quality control
Counselors are particularly effective at solving people's problems. Theyimpress others with their warmth, empathy, and understanding. Theiroptimism makes it easy to look for the good in others. Counselors preferto deal with others by building long-standing relationships. As a goodlistener wirh a willing ear fur problems, a Counselor offers suggestionsgently and refrains from imposing his or her ideas on others.
Counselors tend to be overly tolerant and patient with non-producers.Under pressure, they may have difficulty confronting performanceproblems. Counselors may be indirect when issuing orders, makingdemands, or disciplining others. By adopting the attitude that "people areimportant," Counselors may place less emphasis on task accomplishment.They sometimes require help in setting and meeting realistic deadlines.
Counselors often take criticism as a personal affront, but they respondwell to attention and compliments for well-done assignments. When ina position of resporu.ibility, Counselors tend to be attentive to the qualityof working conditions and provide adequate recognition for members oftheir group.
Persons with a Creative Pattern display opposing forces in their behavior.Their desire for tangible results is counterbalanced by an equally strongdrive for perfection, and their aggressiveness is tempered by sensitivity.Although they think and react quickly, they are restrained by the wish toexplore all possible solutions before making a decision.
Creative persons exhibit foresight when focusing on projects, and theybring about change. Since individuals with a Creative Pattern have adrive for perfection and demonstrate considerable planning ability, thechanges they make are likely to be sound, but the method they choosemay lack attention to interpersonal relationships.
Creative persons want freedom to explore, and they want the authority toexamine and retest findings. They can make daily decisions quickly butmay be extremely cautious when making bigger decisions: "Should Iaccept that promotion?" "Should I move to another location?" In theirdrive for results and perfection, Creative persons may not be concernedabout social poise. As a result, they may be cool, aloof, or blunt.
Developers tend to be strong-willed individualists, continually seekingnew horizons. As self-reliant, independent thinkers, they prefer tofind their own solutions. Relatively free of the constraining influenceof [he group, Developers are able to bypass convention and oftencreate innovative solutions.
Although they most often use direct, forceful behavior, Developerscan also shrewdly manipulate people and situations. When required toparticipate with others in situations that limit their individualism,Developers tend to become belligerent. They arc persistent whenpursuing the results they desire and will do whatever is necessary toovercome obstacles to success. In addition, they have high expectationsof others and can be critical when their standards are not met.
Developers are most interested in achieving their own goals.Opporrunities fur advancement and challenge are important to them.By focusing on results, they may lack empathy or seem uncaring bydlsmi:»ing others' concerns.
Classical Profile PatternsDiSCa Classic
InspirationalPattern
EXAMPLE
InvestigatorPattern
EXAMPLE
Objective ThinkerPattern
EXAMPLE
Emotions: accepts aggression; downplays needfor affectionGoal: control of their environment or audienceJudges others by: projection of personalstrength, character, and social powerInfluences others by: charm, direction,intimidation; use of rewardsValue to the organisation: acts as a"people mover"; initiates. demands, compliments,disciplinesOveruses: attitude that "the ends justifyme means"Under pressure: becomes manipulative,quarrelsome or belligerentFears: weak behavior; loss of social statusWould increase effectiveness through:genuine sensitivity; willingness to help others cosucceed in their own personal development
Emotions: is dispassionate; demonstratesself-disciplineGoaL: power through formal roles andpositions of authorityJudges others by: use of factual informationInfluences others by: determination, tenacityValue to the organization: offers comprehen-sive follow-through; works determinedly on tasksindividually or in a small group ,Overuses: bluntness; suspicion of othersUnder pressure: tends to internalizeconflict; holds on to grudgesFears: involvement with the masses;responsibility to sell abstract ideasWould increase effectiveness through:flexibility; acceptance of others; personalinvolvement with others
Emotions: rejects interpersonal aggressionGoal: correctnessJudges others by: ability to think logicallyInfluences others by: use of facts, data, andlogical argumentsValue to the organization. defines andclarifies; obtains, evaluates, and tests informationOveruses: analysisUnder pressure: becomes worrisomeFears: irrational acts; ridiculeWould increase effectiveness through:self-disclosure; public discussion of their insightsand opinions
@2001 by insccoe Publishin~, Inc. All riqhts reserved.
Persons with the Inspirational Pattern consciously attempt tomodify the thoughts and actions of others. They want to control theirenvironment. They are astute at identifying and manipulating an indi-vidual's existing motives in order to direct that person's behavior towarda predetermined end.Inspirational persons are clear about the results they want, but tht.')' donot always immediately verbalize them. They state the results they wantonly after they have primed the other person, offering friendship tothose who desire acceptance, authority to those who seek power, andsecurity to those who want a predictable environment.Inspirational persons can be charming in their interactions. They arepersuasive when they want help in repetitive and time-consumingdetails. People often experience a conflicting sensation by feelingdrawn to Inspirational people and yet being curiously distanced. Othersmal' feel "used" by lnspirauonal persons' powers of manipulation.Although they sometimes inspire fear in others and override theirdecisions, Inspirational persons are generally well liked by co-workersbecause they use their considerable verbal skills to persuade otherswhenever possible. Inspirational persons clearly prefer to accomplishgoals through cooperation and persuasion instead of domination.
Objective and analytical, Investigators are dispassionate "anchorsof reality." Generally undemonstrative, they calmly and steadily pursuean independent path toward a fixed goal. Investigators are successfulat many things, not because of versatility but due to their doggeddetermination to follow through. They seek a clear purpose or goal fromwhich they can develop an orderly plan and organize their actions. Oncea project bas begun, Investigators fight tenaciously to achieve theirobjectives. Intervention is sometimes needed to change their direction.As a result, they can be perceived as stubborn and opinionated.Investigators do well with challenging technical assignments in whichthey can use actual data to interpret the information and drawconclusions. They respond to logic rather than emotion. When sellingor marketing an idea, they are most successful with a concrete product.Investigators are not especially interested in pleasing people, and theyprefer to work alone. They can be perceived as cold, blunt, and tactless.Because they value their own thinking ability, Investigators evaluateothers by how they use facts and logic. To increase their effectivenessin personal interactions, lnvesrigators need to develop a greaterunderstanding of other people, especially others' emotions.
Objective Thinkers tend to have highly developed critical thinkingabilities. They emphasize the importance of facts when drawingconclusions and planning actions, and they seek correctness andaccuracy in everything they do. To manage their work activitieseffectively, Objective Thinkers often combine intuitive informationwith the facts they have gathered. \X/hen in doubt about a course ofaction, they avoid public failure by preparing meticulously. For example,Objective Thinkers will master a new skill privately before they use it ina group activity.Objective Thinkers prefer to work with people who, like themselves, areinterested in maintaining a peaceful work environment. Considered shyby some, they may be reticent in expressing their feelings. They areparticularly uncomfortable with aggressive people. Despite being mild-mannered, Objective Thinkers have a strong need to control theirenvironment. They tend to exert this control indirectly by requiringothers to adhere to rules and standards.Objective Thinkers are concerned with the "right" answer and may havetrouble making decisions in ambiguous situations. With their tendencyto worry, they may get bogged down in "analysis paralysis." When theymake a mistake, Objective Thinkers often hesitate to acknowledge it.Instead, they immerse themselves in a search for information thatsupports [heir position.
Classical Profile PatternsDiSC!> Classic
OvershiftPattern
l:XAMPLl:
PerfectionistPattern
EXAMPLE
PersuaderPattern
EXAMPLl:
Emotions: displays competence; is restrainedand cautiousGoal: stability; predictable accomplishmentsJudges others by: precise standardsInfluences others by: attention to detail;accuracyValue to the organization: is conscientious;maintains standards; controls qualityOveruses: procedures and "fail-safe"controls; overdependence on people,products, and processes that have workedin pastUnder pressure: becomes tactful anddiplomaticFears: antagonismWould increase effectiveness through:role flexibility; independence and interdepend-ence; belief in self-worth
Emotions: trusts others; is enthusiasticGoal: authority and prestige; status symbolsJudges others by: ability to expressthemselves; flexibilityInfluences others by: friendly, open manner;verbal skillsValue to the organization: sells and closes;delegates responsibility; is poised and confidentOveruses: enthusiasm; selling ability; optimismUnder pressure: becomes indecisive andis easily persuaded; becomes organized in order tolook goodFears: fixed environment; complex relationshipsWould increase effectiveness through:challenging assignments; attention tocask-oriented service and key derails; objectivedara analysis
Before you go further, review your profile graph scores for the possibilityof errors made when cornpuring vour responses or plotting your scores.An Overshfr Pattern occurs when all four plotting points are positionedin the upper portion of the graph. This indicates that the person consid-ers all four behavioral styles to be of equally high Importance. AI; a result,the shape of the profile does not match any of the commonly occurringClassical Profile Patterns.
Classical Patterns represent combinations of high and low plottingpoints, whereas the Overshifr Pattern has only high plotting points.When an Overshift Pattern appears in Graph Ill, it is recommendedthat one of the other two graphs be used for interpretation, butremember that Graph I or Graph r I represents only half of theresponses. It may be helpful to retake the profile with a clearer focus.
Perfectionists are systematic, precise thinkers and workers who followprocedure in both their personal and work lives. Extremely conscien-tious, they are diligent in work that requires attention to detail andaccuracy. Because they desire stable conditions and predictable activities,Perfectionists are most comfortable in a dearly defined work environ-ment. They want specifics on work expectations, time requirements, andevaluation procedures.
Perfectionists may become bogged down in the details of the decision-making process. They can make major decisions but may be criticized forthe amount of time they take Ingather and analyse infurmation. Althoughthey like to hear the opinions of their managers, Perfectionists take riskswhen they have facts that they can interpret and use to draw conclustons.
Perfectionists evaluate themselves and others by precise standards forachieving concrete results while adhering to standard operatingprocedures. This conscientious attention to standards and quality isvaluable to the organization. Perfectionists may define their worth roomuch by what they do and not by who they are as people. As a result,they tend to react to personal compliments by thinking, "What doesthis person wand" By accepting sincere compliments, Perfectionistscan increase their self-confidence.
Persuaders work with people, striving to he friendly while pushingforward their own objectives. Outgoing and interested in people,Persuaders have the ability to gain the respect and confidence of varioustypes of people. Persuaders can impress their thoughts on others, drawingpeople to them and retaining them as clients or friends. This ability isparticularly helpful when Persuaders sell themselves or their ideas towin positions of authority.
The most favorable environment for Persuaders includes working withpeople, receiving challenging assignments, and experiencing a variety ofwork activities that require mobility. They seek work assignments thatwill give them the opportunity to look good. As a result of theirnaturally positive outlook, Persuaders may be too optimistic abouta project's results and others' potential. Persuaders also tend tooverestimate their ability to change the behavior of others.
Although Persuaders desire freedom from routine and regimentation,they need to receive analytical data on a systematic. basis. Once alertedto the importance of the "little things," Persuaders can use theinformation to balance their enthusiasm with iii realistic assessmentof the situation.
C 2001 by insccce Publi5hin~. Inc. All riqhls reserved.
Classical Profile PatternsDiSC· Classic
PractitionerPattern
EXAMPLE
PromoterPattern
EXAMPLE
Result-OrientedPattern
EXAMPLE
Emotions: wants to keep up with others in effortand technical performanceGoal: personal growthJudges others by: self-discipline;position andpromotionsInfluences others by: confidence in theirability to master new skills; development of"proper" procedures and actionsValue to the organization: is skilledintechnical and people problem-solving; displaysproficiency and specializationOveruses: overanention to personal objectives;unrealistic expectations of othersUnder pressure: becomes restrained; issensitive to criticismFears: being too predictable; no recognition asan "expert"Would increase effectiveness through:genuine collaboration for common benefit;delegation of key tasks to appropriate individuals
Emotions: is willing to accept othersGoal: approval, popularityJudges others by: verbal skillsInfluences others by: praise, opportunities,favorsValue to the organization: relieves tension;promotes projects and people, including him orherselfOveruses: praise, optimismUnder pressure: becomes careless andsentimental; is disorgaulredFears: loss of social acceptance and self-worthWould increase effectiveness through:control of time; objectivity; sense of urgency;emotional control; follow-through on promisesand tasks
Emotions: verbalizes ego strength; displaysrugged individualismGoal: dominance and independenceJudges others by: ability to accomplish tasksquicklyInfluences others by: force of character;diligenceValue to the organization: persistence;doggednessOveruses: impatience; "win-lose" competitionUnder pressure: becomes critical and fault-finding; resists participating with a team; mayoverstep boundariesFears: others will take advantage of them; slow-ness, especially in task activities; being a pushoverWould increase effectiveness through:explanation of their reasoning and considerationof other views and ideas about goals and solutionsto problems; genuine concern for others; patienceand humility
Practitioners value proficiency in specialized areas. Spurred on by adesire to be "good at something," they carefully monitor their own workperformance. Although their aim is m be "the" expert in an area,Practitioners frequently give the impression that they know somethingabout everything. This image is particularly strong when they expresstheir knowledge on a variety of subjects.
As Practitioners interact with others, they project a relaxed, diplomatic,and easygoing style. This congenial attitude may change quickly in theirown work area when they become intensely focused in order to meethigh standards for performance. Practitioners evaluate others on thebasis of their self-discipline as measured by their daily performance.They have high expectations for themselves and others, and they tendto express their disappointment.
Although they naturally concentrate on developing an organizedapproach [Q work and increasing their own skills, Practitioners also needto help others to build skills. In addition, they need to increase theirappreciation of those who contribute to the work effort even thoughthey may not use the Practitioner's preferred methods.
Promoters have an extensive network of contacts. They arc usuallygregarious and socially adept, and they develop friendships easily. Theyrarely antagonize others intentionally. Promoters seek favorable socialenvironments where they can develop and maintain their contacts.Verbally skilled, they promote their own ideas and create enthusiasm forothers' projects. With their wide range of contacts, Promoters haveaccess to the people who can help them.
Since Promoters prefer to participate and interact with others inactivities, they may be less interested in task accomplishment. Theymay continue to seek out any situation rhat involves meeting peopleand socializing even though their job requires attention to more solitaryactivities. They thrive on meetings, committees, and conferences.
Usually optimistic, Promoters tend to overestimate the ability of others,They often leap to favorable conclusions without considering all thefacts. Promoters will learn to be objective and emphasize results withcoaching and direction. Time management may present challenges forPromoters. By setting a time limit on conversation and discussion, theycan remind themselves of the urgency of"closing" and accomplishingthe task.
Result-Oriented people display self-confidence, which some mayinterpret as arrogance. They actively seek opportunities that test anddevelop their abilities to accomplish results, Result-Oriented personslike difficult tasks, competitive situations, unique assignments, and"important" positions. They undertake responsilnliries with an air ofself-importance and display self-satisfaction once they have finished.
Result-Oriented people tend to avoid constraining factors, such as directcontrols, time-consuming details, and routine work. Because they areforceful and direct, they may have difficulties with others. Result-Oriented people prize their independence and may become restless wheninvolved with group activities or committee work. Although Result-Oriented people generally prefer to work alone, they may persuade othersto support their efforts, especially when completing routine activities.
Result-Oriented people are quick thinkers, and they are impatient andcritical toward those who are nor. They evaluate others on their abilityto get results. Result-Oriented people are determined and persistent evenin the face of antagonism. They take command of the situation whennecessary, whether or not they arc in charge. In their uncompromisingdrive for results, they may appear blunt and uncaring.
Classical Profile PatternsDiSC~ Classic
SpecialistPattern
EXAMPLE
TightPattern
EXAMPLE
UndershiftPattern
EXAMPLE
Emotions: is calculatingly moderate;accommodates othersGoal: maintenance of the status quo;controlled environmentJudges others by: friendship standards;competenceInfluences others by: consistentperformance; accommodating othersValue to the organization: plans shortterm; is predictable, consistent; maintains steadypaceOveruses: modesty; low risk- raking;passive resistance to innovationUnder pressure: becomes adaptable to those inauthority and thinks with the groupFears: change, disorganizationWould increase effectiveness through:public discussion of their ideas; self-confidencebased on feedback; shortcut methods
Specialists "wear well" with others. With their controlled stance andmodest manner, they are able to work well with a number ofbehavloralstyles. Specialists are considerate, patient, and always willing to help thosethey consider friends. They build close relationships with a relarlvclysmall group of associates in the work environment.
Their efforts are directed toward retaining familiar and predictablepatterns. Most effective in specialized areas, Specialists plan theirwork along directed channels and achieve a remarkably consistentperformance. Appreciation from others helps to maintain that levelof consistency.
Specialists are slow to adapt to change. Prior conditioning gives themtime to change their procedures while maintaining a consistent levelof performance. Specialists may need help to start new projects ordevelop shortcut methods to meet deadlines. Finished projects are oftenput aside for further revisions. Specialists should consider throwingaway old files that have outlived their usefulness.
Before you go further, review your profile graph scores for the possibilityof errors made when computing your responses or plotting your scores.A Tight Pattern occurs when all four plotting points are positioned inrhe middle area of the graph with only one segment difference betweenthe four points. This indicates that the person considers all fourbehavioral styles to be of equal importance. As a result, the shape ofthe profile does not match any of the commonly occurring patterns.
Classical Profile Patterns represent combinations ofhigh and lowplotting points, whereas the Tight Pattern has plotting points onlyin the middle area. When a Tight Pattern appears in Graph Ill, it isrecommended that one of the other two graphs be used forinterpretation, but remember that Graph I or Graph II representsonly half of the responses. it may be helpful to retake the profile witha dearer focus.
Before you go further, review your profile graph scores for the possibilityof errors made when computing your responses or plornng your scores.An Undershlfr Pattern occurs when all four plotting points are positionedin the lower portion of the graph. This indicates that the personconsiders all four behavioral styles to be of equally low importance.A5 a result, the shape of the profile does not match any of thecommonly occurring patterns.
Classical Patterns represent combinations of high and low plottingpoints, whereas the Undershifr Pattern has only low plotting points.When an Undershfr Pattern appears in Graph IIl, it is recommendedthat one of the other twO graphs be used for interpretation, burremember that Graph I or Graph II represents only half of theresponses. It may be helpful to retake the profile with a dearer focus.
C 2001 by Inscope Publishing, inc. All rights reserved.