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BEHAVIOURAL STYLESBEHAVIOURAL STYLESHUMAN RESOURCE HUMAN RESOURCE
MANAGEMENTMANAGEMENT
DISC Personal Profile
Understanding Behavior Stylesutilizes the
“DISC Personal Profile”
ObjectivesObjectives
At the end of this session, you will be able to:
Identify your work behavioral style.
Increase your appreciation of different work styles.
Identify and minimize potential conflicts with others.
Create the motivational environment most conducive to success.
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Description ofDescription ofthe Personal Profile Surveythe Personal Profile Survey
• The Personal Profile System is not a test.
• There are no “bad” survey results.
• It measures your self-perception.
• It describes only normal behavior.
• It is an educational tool, not a clinical tool.
• Interpretations describe tendencies of behavior
Description of Survey, continuedDescription of Survey, continued
The survey contains 3 levels of interpretations:
• General Highlights
• Dimensional Intensity Index
• Classical Profile Pattern
DD Dominance
II Influence
SS Steadiness
CC Compliance
Four Basic ProfilesFour Basic Profiles
Behavioral Characteristics ofBehavioral Characteristics of“D” - Dominance“D” - Dominance
Decisive actions and decisions
Likes control
Dislikes inaction
Prefers maximum freedom to manage
Cool, independent, competitive
Low tolerance for feelings and
attitudes
Works quickly and impressively alone
Seeks esteem, self-actualization
Administrative skills
High Behavioral TendenciesHigh Behavioral TendenciesHigh Behavioral TendenciesHigh Behavioral Tendencies
High ego strength
Impatient
Change agent
Fears being taken advantage of
Motivated by directness, confrontation
DDDD
Some DescriptorsSome DescriptorsSome DescriptorsSome Descriptors~~ Restless~~ Competitive~~ Independent~~ Self-reliant~~ Wants immediate
results~~ Adventurous~~ Assertive~~ Likes power and
authority~~ Likes prestige and
challenge
~~ Vigorous~~ Causes action~~ Tends to dominate~~ Pioneering~~ Wants direct answers~~ Outspoken~~ Strong-willed~~ Wants freedom from control
& supervision~~ Decisive~~ Persistent~~ Argumentative
DDDD
Negative ConditionsNegative ConditionsNegative ConditionsNegative Conditions
Require following policies and procedures
Tell them exactly how you want the job done.
Give them lots of examples to make your points understood.
Require documentation for everything.
DDDD
What to RememberWhat to RememberWhat to RememberWhat to Remember
A high “D” may want authority, challenges, prestige, freedom,
varied activities, difficult assignments, logical approaches
and an opportunity.
DDDD
Behavioral Characteristics ofBehavioral Characteristics of
“I” Influence“I” InfluenceSpontaneous actions
and decisions
Likes involvement
Dislikes being alone
Exaggerates and generalizes
Dreams and gets others to dream with them
Jumps from one activity to another
Works quickly and excitingly with others
Seeks esteem and belonging
Persuasive skills
High Behavioral TendenciesHigh Behavioral TendenciesHigh Behavioral TendenciesHigh Behavioral Tendencies
Very emotional
People oriented
Disorganized
Fears loss of social approval
Motivated by flattery
IIII
Some DescriptorsSome DescriptorsSome DescriptorsSome Descriptors~~ Inspiring~~ Convincing~~ Likes change~~ Playful~~ Wants freedom from
detail~~ Charming~~ Exciting & stimulating~~ Wants freedom of
expression~~ Talkative
~~ Likes participating in groups
~~ Often dramatic~~ Likes working with people~~ Likes recognition for
accomplishments~~ Generates enthusiasm~~ Likes stimulating others~~ Desires to help others~~ Persuasive~~ Confident
IIII
Negative ConditionsNegative ConditionsNegative ConditionsNegative Conditions
Assign tasks that require long periods of intense concentration.
Place them in a work environment that requires them to always be serious.
Assign very detailed tasks to them.
Place in a non-participating environment
IIII
A high “I” may want social recognition, popularity, people to talk to, freedom from
control and detail, favorable working conditions, recognition of abilities, an
opportunity to help others and a chance to motivate others.
IIII
What to RememberWhat to RememberWhat to RememberWhat to Remember
Behavioral Characteristics ofBehavioral Characteristics of
“S” - Steadiness“S” - SteadinessMakes decisions
carefully
Likes close personal relationships
Dislikes interpersonal conflict
Supports and actively listens to others
Doesn’t pay much attention to goal setting
Has ability to gain support from others
Works slowly and cohesively with others
Seeks security and belonging
Counseling skills
High Behavioral TendenciesHigh Behavioral TendenciesHigh Behavioral TendenciesHigh Behavioral Tendencies
Loyal
Family oriented
Possessive
Fears loss of security
Motivated by use of traditional procedure
SSSS
Some DescriptorsSome DescriptorsSome DescriptorsSome Descriptors
~~ Dislikes conflict~~ Takes time to listen~~ Likes security and stability~~ Obedient & thorough~~ Takes time to make
decisions~~ Wants others to agree~~ Accommodating~~ Patient with others~~ Demonstrates loyalty~~ Satisfied and generous
~ ~ Neighborly~~ Expects credit for
accomplishments~~ Considerate of other’s needs~~ Wants to be appreciated~~ Minimal work
infringements on home life~~ Wants guarantees before
change~~ Likes status quo unless given
reason for change
SSSS
Negative ConditionsNegative ConditionsNegative ConditionsNegative Conditions
Give assignments that require them to place pressure on others.
Give assignments that require a different approach each time they are done - give them
guidelines.
Place them in conflict situations.
SSSS
A high “S” may want status quo, security of situation, time to adjust,
appreciation, identification with group, limited territory, and areas of
specialization.
SSSS
What to RememberWhat to RememberWhat to RememberWhat to Remember
Behavioral Characteristics ofBehavioral Characteristics of “C” - Compliance“C” - Compliance
Cautious actions and decisions
Likes organization, structure
Dislikes involvement
Ask questions with specific detail
Prefers objectives, task oriented work environment
Wants to be right, relies on data collection
Works slowly & precisely alone
Seeks security, self-actualization
Problem solving skills
High Behavioral TendenciesHigh Behavioral TendenciesHigh Behavioral TendenciesHigh Behavioral Tendencies
Perfectionist
Sensitive
Accurate
Fears criticism, especially of their work
Motivated by being permitted to proceed the “right way”
CCCC
Some DescriptorsSome DescriptorsSome DescriptorsSome Descriptors~~ Orderly~~ Diplomatic~~ Agreeable~~ Obliging~~ Accuracy~~ Humble~~ Devout~~ Utilizes critical thinking~~ Likes controlled
circumstances ~~ Likes assurance of security
~~ Checks for accuracy~~ Soft spoken~~ Likes status quo, unless
assured of quality control~~ Prefers no sudden or abrupt
changes~~ Performs precise work~~ Respectful~~ Follows prescribed directive &
standards~~ Well-disciplined~~ Cautious
CCCC
Negative ConditionsNegative ConditionsNegative ConditionsNegative Conditions
Require quick decisions on important matters.
Require them to enforce unpopular rules.
Place them in unstructured situations where no performance guidelines exist.
Don’t allow enough time to check for accuracy.
CCCC
A high “C” may want security, no sudden changes, personal attention,
little responsibility, exact job description, controlled work
environment, status quo, reassurance, and to be a part of a group.
CCCC
What to RememberWhat to RememberWhat to RememberWhat to Remember
When Working with a “D”When Working with a “D”
• Be clear, specific, brief and to the point.
• Stick to business
• Come prepared with all requirements, objectives, support material in well organized “package”.
• Present the facts logically, plan your presentation efficiently.
• Ask “what”, not “how”.
• Provide alternatives & choices for making their own decisions.
WorkingWorking, continued . . ., continued . . .
• Provide facts & figures about probability of success, effectiveness, options.
• If you disagree, take issue with facts, not the person.
• If you agree, support results, not the person.
• Motivate and persuade by referring to objectives and results.
• Outline possibilities for person to get results, solve problems, be in charge.
• After talking business, depart graciously.
When Working with an “I”When Working with an “I”
• Provide favorable, friendly environment.
• Leave time for relating, socializing.
• Provide chance for them to verbalize about ideas, people and their intuitions.
• Provide details in writing, but don’t dwell on them.
• Ask for their opinions, ideas regarding people.
Working, Working, continued . . .continued . . .
• Provide ideas for implementing action
• Provide time for stimulating and fun activities.
• Provide testimonials of experts on ideas.
• Offer special, immediate and extra incentives for their willingness to take risks.
When Working with an “S”When Working with an “S”
• Start, however briefly, with a personal comment.Break the ice.
• Show sincere interest in them as people. Find areas of common involvement; be candid and open.
• Patiently draw out personal goals, and work with them to achieve these goals; listen, be responsive.
• Present your case softly, non-threateningly.
• Ask “how” questions to draw their opinions.
Working, Working, continued . . .continued . . .
• If you agree easily, look for possible areas of early disagreement of dissatisfaction.
• If you disagree, look for hurt feelings, personal reasons.
• Move casually, informally.
• Define clearly (preferably in writing) individual contributions.
• Emphasize how their actions will minimize their risk.
When Working with a “C”When Working with a “C”
• Prepare your “case” in advance.
• Provide straight pros and cons of ideas.
• Stick to business. Support ideas with accurate data.
• Make an organized contribution to their efforts; present specifics and do what you say you can do.
• Take your time, but be persistent.
• Draw up a scheduled approach to implementing actions with step-by-step timetable; assure them that there won’t be surprises.
Working, Working, continued . . .continued . . .
• If you agree, follow through.
• If you disagree, disagree with the facts, not the person.
• Give them time to verify reliability of your action; be prepared to provide many explanations in a patient, persistent manner.
• Provide solid, tangible, practice evidence.
• Indicate guarantees over long period, but provide options.
When Working with a “D”, don’t . . . When Working with a “D”, don’t . . .
• Don’t ramble on or waste their time.
• Don’t try to build personal relations.
• Don’t forget or lose things; don’t be disorganized or messy; don’t confuse or distract their mind from business.
• Don’t leave loopholes or cloudy issues - if you don’t want to be zapped.
• Don’t ask rhetorical questions, or useless ones.
• Don’t come with a ready-made decisions,nor make it for them.
Don’t, Don’t, continuedcontinued
• Don’t speculate widely or offer guarantees or assurances.
• If you disagree, don’t let it reflect on them personally.
• If you agree, don’t reinforce with “I’m with you”.
• Don’t dDon’t direct or order.
• Don’t do an “epilogue” bit after finishing business.
When Working with an “I”, don’t . . . When Working with an “I”, don’t . . .
• Don’t legislate, muffle or stop gaps.
• Don’t be curt, cold or tight-lipped.
• Don’t drive on to facts and figures, alternatives, abstracts.
• Don’t leave things hanging in the air, or they’ll hang there.
• Don’t waste time trying to be impersonal, judgmental,task-oriented.
Don’t, Don’t, continuedcontinued
• Don’t dream” with them, though, or you’ll lose time.
• Don’t kid around too much, or “stick” to the agenda too much.
• Don’t talk down to them.
• Don’t be dogmatic.
When Working with an “S”, don’t . . . When Working with an “S”, don’t . . .
• Don’t rush headlong into business or the agenda.
• Don’t stick coldly or harshly to business. On the other hand, don’t lose sight of goals by being too personal.
• Don’t force them to respond too quickly to your objectives; don’t say “Here’s how I see it”.
• Don’t be domineering about facts and figures, they will not participate in debate.
Don’t, Don’t, continuedcontinued
• Don’t manipulate or bully about facts and figures. They will not participate in debate.
• Don’t patronize or demean by using subtlety or invective.
• Don’t be abrupt or rapid.
• Don’t be vague. Don’t offer opinions and probabilities.
• Don’t offer assurances and guarantees you can’t fulfill.
When Working with a “C”, don’t . . . When Working with a “C”, don’t . . .
• Don’t be disorganized or messy.
• Don’t bDon’t be circuitous, giddy, casual, informal.
• Don’t rDon’t rush the decision-making process.
• Don’t bDon’t be vague about what’s expected of either of you; don’t fail to follow through.
• Don’t dDon’t dilly-dally.
• Leave things to change or luck.
Don’t, Don’t, continuedcontinued
• Don’t provide special personal incentives.
• Don’t threaten, cajole, wheedle, coax, whimper.
• Don’t use testimonies of others or unreliable sources; don’t be haphazard.
• Don’t use someone’s opinion as evidence.
• Don’t use gimmicks or clever, quick manipulations.
INCREASE your “D”INCREASE your “D”
• Express emotions (emote) more often,
• Make faster decisions.
• “Tell” more often.
• “Ask” less often.
DECREASE your “D”DECREASE your “D”
• Ask for opinions of others.
• Negotiate decision-making.
• Listen without interrupting.
• “Control” less.
• Allow others to assume leadership.
Style ModificationStyle Modification
INCREASE your “I”INCREASE your “I”
• Be more outgoing and friendly.
• Be more enthusiastic.
• Express emotion (emote) more often.
• Spend time on relationships.
DECREASE your “I”DECREASE your “I”
• Talk less.
• Restrain your enthusiasm.
• Made decisions based on facts.
• Get to the point.
Style ModificationStyle Modification
INCREASE your “S”INCREASE your “S”
• Initiate conversation.
• Be more loyal.
• Act on your convictions.
• Work on your listening skills.
• Become more apathetic.
DECREASE your “S”DECREASE your “S”
• Make quicker decisions.
• Be willing to take risks.
• Listen to others.
• Become more self-sufficient.
Style ModificationStyle Modification
INCREASE your “C”INCREASE your “C”
• Make non-emotional decisions.
• Gather information, define, clarify, test your assumptions.
• Develop standards.
DECREASE your “C”DECREASE your “C”
• Be less concerned about control and security.
• Relax your standards.
• Open yourself more to emotional appeals.
Style ModificationStyle Modification
Thank You…..Thank You…..
Completed By :-Hemant Completed By :-Hemant KumarKumar
Dhanuka Agritech Dhanuka Agritech LimitedLimited
Karol bagh New DelhiKarol bagh New Delhi
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