Unlocking Your Personal Potential DiSC

What Is Your Personal Style?

Understand individual behavioral

tendencies and develop an understanding of how your own behavior affects others
Understand and appreciate

individual differences and how they contribute to effective teamwork and decision making
Develop strategies for working

with others to increase productivity

Increase effectiveness in

accomplishing tasks, improving communication and relationships with others.

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What Is Your Personal Style?

In this exercise you will observe four individuals on the DiSC Alive! Video. They will describe themselves, how they like to be treated, and how they prefer to work. As you view the video, listen to the messages each person conveys and watch the body language each shows. Fill in the boxes below based on your observations.
How do I respond to this person? Would I like to work with this person? Would I like to be on this persons team? How would you approach this person to obtain information?

Speaker #1

Speaker #2

Speaker #3

Speaker #4

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What Is Your Personal Style?

Successful People
Understand themselves and how their behaviors affect

others
Understand their reactions to other people Know how to maximize and leverage what they do well Have a positive attitude about themselves which increases

others confidence in them

Know how to adapt their behavior to meet the needs of other

people and particular situations

_______________________________________________ _______________________________________________ _______________________________________________

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What Is Your Personal Style?

Marstons System to Understand & Describe Human Behavior

Emotions of Normal People by Dr. William Marston

Perception
Ones perception of events and circumstances is more important than what those events and circumstances really are, in terms of how they react to them

The way you see it the way I see it The way it really is.

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What Is Your Personal Style? Marstons Model in Detail:

Perception: An important word in Marstons Model is the word perception. As modern theorists know, perception of events and circumstances is more important than what those events and circumstances really are, in terms of how people react to them. There are numerous examples to illustrate this point. Most people respond to fictional accounts in books and movies as though they were real and laugh or cry as the situation warrants. Or, someone is home alone and imagines that a strange noise is not the wind in the trees outside the window, but a burglar coming to vandalize the house. Or, someone misunderstands a conversation and panics thinking a major project is due in two weeks instead of two months. Perception of a situation, of people, and of events determines the reaction to them. Marston knew, and modern psychological research has confirmed, that how people think about their world and the events of their lives forms the basis of how they feel and behave.

Environment:Marstons Model is based on perception of the environment and of self in that environment. So, what is Marston talking about when he uses the word environment? In this case, environment refers to everything outside of the individual person. That includes other people, events, circumstances, the demands of the situation, and even the weather. For Marston, everything but the individual person is the environment. The graphic on the following page show how Marston viewed the individual, his or her environment, and responses to the environment.

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What Is Your Personal Style? Marstons Model in Detail:

Environment: Marston worked at a time when most of the research in psychology revolved around the physiology of mental functions. Marston wanted to know what happened mentally, emotionally, and physically when the individual interacted with the environment around him or her. In doing his research, he measured things like respiration rate and galvanic skin response, as well as questioning individuals about their reactions, and interviewing practitioners about their observations. As he progressed with is research, Marston began to see patterns which indicated that people have one of four kinds of responses to their environment. Those four responses are what we know today as D, i, S, and C behavior. The O in the diagram above stands for Other. There are other factors that impact behavior such as values, goals, motivation, and beliefs.

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What Is Your Personal Style? Marstons Model in Detail:

While Dr. Marston only investigated the individuals response to the environment, contemporary research has told us there is another layer that forms from genetic traits which also influences behavior, The circle labeled Core Personality Traits on the graph on the previous page represents that layer. Based on peoples genetic inheritance and their life experiences, core personality forms fairly early in childhood. The whole person, including genetic traits and core personality, responds to the environment. These can be described as Dominance, influence, Steadiness, Conscientiousness, or other. They are often called surface traits, because they are on the surface where they can be noted by the person and often observed by others. What DiSC describes, then, is how people behave as they respond to their environment. And, while DiSC is not a measure of the psychological depths of a person, this model holds up very well in light of current research into personality theory. It also gives valuable insight into ones own behavior as well as into the behaviors of others. (More information is available on the reliability and validity of this model in the back of your workshop material, or at www.profilesrus.com

Favorable or Unfavorable In Marstons Model, an individual perceives his or her environment either as Environment favorable or unfavorable. People who perceive an unfavorable environment see the challenges, the obstacles, and the possible pitfalls in the things they undertake. Those who perceive a favorable environment see the fun, the warmth among people, and the possible successes in the things they undertake. Neither view is more right or more accurate; they are simply different.

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What Is Your Personal Style? Marstons Model in Detail:

The perception of environment is most often immediate and automatic. The differences between the two perceptions can be subtle, but they are there. For instance:

Two people walk into a restaurant where there is a crowd waiting to se seated. One thinks, Oh this place must be really popular. The other thinks, This place must be really mismanaged not to be able to handle their clientele. A work team is given an assignment of visiting sites using a particular training program to evaluate it for possible adoption. One person says, It will be so helpful to see the results of how much people learned through this program. Another person says, We have to be careful to be sure that people really do learn as a result of this program. In preparing for a sales call, one person feels good about how much the prospect will like the product, another feels good about being able to answer hard questions the prospect may ask. During a team meeting, someone is pleased that a decision has been made and everyone on the team agrees. Someone else worries the team did not make the right decision.

These are all different views of the same situation. And each view adds richness and completeness to the situation that would not be there if everyone viewed the environment in the same way.

D and C perceive an unfavorable environment, i and S perceive a favorable environment

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What Is Your Personal Style?

Marstons Model in Detail: Self

The second part of Marstons Model is perception of self as more powerful or less powerful than the environment. This is how much impact, control, or effect one believes he or she has on the situation, people and events around him or her. Those people who see themselves as more powerful than their environment believe they can achieve their goals by using their force or will or by persuading others. Those who see themselves as less powerful than the environment believe they can achieve their goals by consistently cooperating with others or by adhering to established guidelines to insure quality. Again, neither is more right than the other; they are just different perceptions.

One person waiting in a crowded restaurant thinks, I could really shape this place up. Another thinks, I need to get my name on the list and investigate how many people are ahead of me. When evaluating a new training program one person believes he or she can talk team members into adopting the program he or she likes. Someone else trusts the judgment of the whole team and wants to go along with the program most people on the team think is best. On a sales call, one sales person knows he or she can overcome all of the prospects objections. A different sales person knows his or her product meets all of the standards the prospect requires. In a team meeting, one members contribution is being able to make others enthusiastic, while another members contribution is being supportive to the team.

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What Is Your Personal Style?

View Of Environment

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What Is Your Personal Style?

Fast Paced

Powerful

Unfavorable View Of Environment

Favorable

Less Powerful

Slow Paced

Task

Relationship

Notes
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What Is Your Personal Style?

Fast Paced

Powerful

Unfavorable View Of Environment

Favorable

Less Powerful

Slow Paced

Task

Relationship

Notes
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What Is Your Personal Style?

Fast Paced

Powerful

Unfavorable View Of Environment

Favorable

Less Powerful

Slow Paced

Task

Relationship

Notes
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What Is Your Personal Style?

Fast Paced

Powerful

Unfavorable View Of Environment

Favorable

Less Powerful

Slow Paced

Task

Relationship

Notes
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Behavioral Continuum for Strengths

Most Cooperative Ego-Strength Optimistic Precise

Least

S D i C

i i D S

C D C S S D C i

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Behavioral Continuum For Fears

Most Loss of Stability Criticism Loss of Control Loss of Approval

Least

S C D i

C S C S

D i S D

i D i C

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Behavioral Continuum for People-Reading

Outgoing Accepting Supporting Open SelfMaintaining Direct

i S S i D D

D i i S C i

S C C D i S

C D D C S C

Reserved Assessing Directing Closed SelfModifying Indirect

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Characteristics of Behavioral Style

Most
Natural Listening Ability Trusting of Others Self-Discipline in Working Alone Consistency of Performance Use of Logic

Least

S i C D S i D C C D S i S C D i C S D i

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Characteristics of Behavioral Style

Most
Displays Interpersonal Warmth Verbalizes Spontaneously Produces Concrete Results Comfort with Interpersonal Aggression Displays Emotion

Least

i D C

i D S C S C D i D C i S i S D C

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Foundation of Understanding
I understand, accept, and respect who I

am.

I understand, accept, and respect who you

are, even though you may be very different from me.

! You understand, accept, and respect who I am, even though I may be very different from you. ! You understand, accept, and respect yourself. ! Now we can work together effectively in a climate of mutual understanding, acceptance, and respect.

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Four Types of Conflict

Intrapersonal Conflict
Me vs. Me

Interpersonal Conflict
Me vs. You

Personal-Functional Conflict Me vs. Job

Personal-Organizational Conflict

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What Is Your Personal Style?

Fast Paced

" High ego strength

" Strong-willed " Decisive " Efficient " Desires change " Competitive " Independent " Practical

" Emotional
" Enthusiastic " Optimistic " Persuasive " Animated " Talkative " People Oriented " Stimulating

INFLUENCE

Could be perceived as:

" " " " " " Pushy Impatient Domineering Attacks first Tough Harsh

DOMINANCE CONSCIENTIOUSNESS

Could be perceived as:

" " " " " " Disorganized Undisciplined Manipulative Excitable Reactive Vain

" Perfectionist
" Sensitive " Accurate " Persistent " Serious " Needs much information " Orderly " Cautious

" Dependable
" Agreeable " Supportive " Accepts change slowly " Contented " Calm " Amiable " Reserved

STEADINESS

Could be perceived as:

Could be perceived as:

" " " " " " Unsure 23-Washy Awkward Possessive Conforming Insecure

Slow Paced

" " " " " "

Stuffy Picky Judgmental Slow to make decisions Fears criticism Critical

Task Oriented

Relationship Oriented

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What Is Your Personal Style?

High-D Behavioral Tendencies: 1. High ego strength 2. Goal oriented needs results and variety 3. Motivated by challenges 4. Basic fear being taken advantage of / loss of control 5. Under pressure, may show lack of concern for others views, feelings High-i Behavioral Tendencies: 1. Optimistic 2. People oriented 3. Motivated by social recognition 4. Basic fear social rejection 5. Under pressure, can become disorganized High-S Behavioral Tendencies: 1. Consistent performance 2. Team oriented 3. Motivated by maintenance of status quo 4. Basic fear Loss of stability / change 5. Under pressure, can become overly willing to give High-C Behavioral Tendencies: 1. Analytical attention to detail 2. Task oriented 3. Motivated by correctness and quality 4. Basic fear Criticism of their work 5. Under pressure, can become overly critical of self and others
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What Is Your Personal Style?

Remember, a High D may want: Authority, challenges, prestige, freedom, varied activities, growth assignments, bottom line approach, opportunity for advancement. " Provide direct answers, be brief and to the point " Ask what questions, not how "Stick to business, results they desire "Outline possibilities for person to get results, solve problems, be in charge "Stress logical benefits of featured ideas, approaches "When in agreement, agree with facts and ideas rather than the person "If timelines or sanctions exist, get these into the open as related to end results or objectives

Remember, a High i may want: Social recognition, popularity, people to talk to, freedom from control and detail, favorable working conditions, recognition of abilities, chance to motivate people, inclusion by others " Provide favorable, friendly environment " Provide chance for them to verbalize about ideas people and their intuition " Offer them ideas for transferring talk into action " Provide time for stimulating, sociable activities " Provide details in writing, but dont dwell on these " Provide a participative relationship " Provide incentives for taking on tasks

Remember, a High S may want: Security of situation, time to adjust to change, appreciation, identification with group, limited territory, areas of specialization. " Provide a sincere, personal and agreeable environment " Provide a sincere interest in them as a person " Focus on answers to how questions to provide them with clarification " Be patient in drawing out their goals "Stress logical benefits of featured ideas, approaches " Present ideas or departures from current practices in a non-threatening manner; give them a chance to adjust " Clearly define goals, roles or procedures and their place in the overall plan " Provide personal assurances of follow-up support " Emphasize how their actions will minimize risks involved and enhance current practices

Remember, a High C may want: Personal autonomy, opportunity for careful planning, exact job descriptions, precise expectations. " Take time to prepare your case in advance " Provide straight pros and cons of ideas "Support ideas with accurate data " Provide reassurances that no surprises will occur " Provide exact job description with precise explanation of how it fits the big picture " Review recommendations to them in a systematic and comprehensive manner " If agreeing, be specific " If disagreeing, disagree with the facts rather than the person "Be prepared to provide explanations in a patient, persistent, diplomatic manner

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What Is Your Personal Style?

" Similar styles tend to be compatible socially " Mixing different styles strengthens work task effectiveness

and decision making

" Mixing different styles may result in interpersonal conflicts " We can effectively work together with all styles, provided

that certain conditions exist:

" Mutual respect " Mutual trust " Willingness to adapt

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What Is Your Personal Style?

Notes
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What Is Your Personal Style?

Notes
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What Is Your Personal Style?

Take Action!
My greatest insights from the Personal Profile System:

How I will apply my learning?

When will I start?

Who can I ask for support?

What specific goal can I set to enhance my performance and effectiveness through personal change?

What goal can I set that will increase my effectiveness and increase the productivity of my organization?

What is the first thing I will do after leaving this workshop to apply what I have learned and accomplish my goals?

On what date will I review my progress? (Dont forget to mark that day in your calendar or planner.)

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