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Presented by Jamey Musgrove

DiSC Dimensions of Behavior is a personality profile


system.
It is one of the most successful and widely used personal
and professional development instruments ever
created.
It has been used by over 30 million people around the
world and has an acceptance rate of over 95%.
It is a powerful tool that is easy to understand and helps
simplify the complexity of human behavior.


The DiSC model of human behavior was first published
in the 1920s by Moulton Marston.
As an early pioneer in the field of psychology, he
studied the affect of will and power on personality and
behavior.

Marstons research led to a number of modern theories,
but he is best known for:
Assisting Universal Studios transition from silent to
talking movies
Serving as an advocate for womens rights
Creating the comic book heroine Wonder Woman
Developing the original DiSC theory model


Marston studied the correlation of raised blood pressure
and the resulting physical body changes.
In his desire to find a way to prove a persons innocence,
his studies led to the invention of an innovative little
machine in 1915
The first functional polygraph lie detector.
He first used it in World War I.

From Marstons desire to develop a unit of
measurement for mental energy (the energy of
behavior and consciousness), came his DiSC model of
human behavior.
Based on his four-dimensional model, the Personal
Profile System was created and first published in 1972.
The model divides behavior into four distinct
dimensions.

Dominance

Influence

Steadiness

Conscientiousness
Understand your behavioral tendencies (and those of
your team) and develop an understanding of how your
behavior affects others.
Improve team dynamic through more successful
interactions.
Resource for insight and approach when dealing with
communication challenges.
Improve interaction with prospective residents



For the individual employee, DiSC helps them to:
Learn how their behavior impacts their effectiveness
Discover their behavioral strengths
Recognize and value behavioral differences in others and
adjust approach for more effective communication
Enhance individual performance and contribution to a team
Reduce conflict and stress



Those high in Dominance tend to see challenges to
overcome and try to change, fix or control things. High D
individuals may be described as:


Risk-taker
Decisive
Self-assured
Quick
Self-critical
Inquisitive
Competitive
Adventuresome
Unassuming
Self-reliant




DOMINANCE Emphasis is on shaping the environment by
overcoming opposition to accomplish results




Tendencies include:
getting immediate results
causing action
accepting challenges
making quick decisions
questioning the status quo
taking authority
managing trouble
solving problems
Desired environment includes:
power and authority
prestige and challenge
opportunities for indiv.
accomplishments
wide scope of operations
direct answers
opportunities for advancement
freedom from controls/supervision
many new and varied activities




Needs others who:
weigh pros and cons
calculate risks
use caution
structure a predictable environment
research facts
deliberate before deciding
recognize the needs of others
To be more effective, needs:
to receive difficult assignments
to understand that they need people
to base techniques on practical exp.
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
Those high in Influence tend to see a favorable
environment in which they can have influence with others.
High I individuals may be described as:
Trusting
Enthusiastic
Emotional
Impulsive
Pleasant
Persuasive
Gregarious
Self-promoting
Influential
Sociable




INFLUENCE Emphasis is on shaping the environment by
influencing or persuading others


Tendencies include:
contacting people
making a favorable impression
being articulate
creating a motivational environment
generating enthusiasm
entertaining people
viewing people/situations with optimism
participating in a group

Desired environment includes:
popularity, social recognition
public recognition of ability
freedom of expression
group activities outside of the job
democratic relationships
freedom from control and detail
opportunities to verbalize proposals
coaching and counseling
favorable working conditions




Needs others who:
concentrate on the task
seek facts
speak directly
respect sincerity
develop systematic approaches
prefer to deal with things instead of
people
take a logical approach
demonstrate follow-through
To be more effective, needs:
to control time, if D or S is low
to make objective decisions
to use hands on management
to be more realistic appraising others
to make priorities and deadlines
to be more firm with others, if D is low

Those high in Steadiness tend to see a favorable
environment which they want to maintain. They try to be
cooperative, supportive and agreeable. High S individuals
may be described as:
Complacent
Team-Person Predictable
Passive
Patient
Relaxed
Loyal
Serene
Possessive
Inactive
Possessive




STEADINESS Emphasis is on cooperating with others to
carry out the task.



Tendencies include:
performing in a consistent manner
demonstrating patience
developing specialized skills
desiring to help others
showing loyalty
being a good listener
calming excited people
creating a stable, harmonious work
environment
Desired environment includes:
maintenance of the status quo unless
given reasons for change
predictable routines
credit for work accomplished
minimal work infringement on home life
sincere appreciation
identification with a group
standard operating procedures
minimal conflict




Needs others who:
react quickly to unexpected change
stretch toward the challenges of
accepted tasks
become involved in multiple tasks
are self-promoting
apply pressure on others
work comfortable in an unpredictable
environment
help prioritize work
are flexible in work procedures
To be more effective, needs:
conditioning prior to change
validation of self-worth
information on how ones effort
contributes to the total effort
work associates of similar competence
and sincerity
guidelines for accomplishing the task
encouragement of creativity

Those high in Conscientiousness tend to see an unfavorable
environment which they do not want to try to change. They
try to work within established rules, guidelines and procedures
to ensure accuracy and quality. High C individuals may be
described as:


Fact-finder Diplomatic
Systematic
Perfectionist
Restrained
Accurate
Courteous
Conventional
Careful
High standards




CONSCIENTIOUSNESS Emphasis is on working
conscientiously within existing circumstances to ensure
quality and accuracy.



Tendencies include:
attention to key directives and standards
concentrating on key details
thinking analytically, weighing pros & cons
being diplomatic with people
using subtle or indirect approaches to
conflict
checking for accuracy
analyzing performance critically
using a systematic approach to situations
or activities
Desired environment includes:
clearly defined performance expectations
valuing quality and accuracy
reserved, business-like atmosphere
opportunity to demonstrate expertise
control over those factors that affect their
performance
opportunity to ask why questions
recognition for specific skills and
accomplishments





Needs others who:
delegate important tasks
make quick decisions
use policies only as guidelines
compromise with the opposition
statue unpopular positions
initiate and facilitate discussions
encourage teamwork
To be more effective, needs:
opportunity for careful planning
exact job descriptions and performance
objectives
scheduled performance appraisals
specific feedback on performance
to respect peoples personal worth as
much as their accomplishments
to develop tolerance for conflict


D who is good at directing and deciding, may
become autocratic.
i who is good at promoting and persuading,
may oversell and manipulate.
S who is steady and agreeable, may give in
despite their needs.
C who is good at analyzing and checking,
may become perfectionistic and indecisive.




Out of the 15 most commonly occurring profile patterns,
Greystone Field Marketing results fell into the following 7
categories:



Appraiser Persuader
Counselor Practitioner
Inspirational Promoter
Perfectionist
Emotions Is Driven to look good.
Goal Victory with flair.
Judges others by Ability to initiate activities.
Influences others by Competitive recognition.
Value to the organization Accomplishes goals with the team.
Overuses Authority; ingenuity.
Under Pressure Becomes restless, critical, impatient
Fears Loss or failure; others disapproval
Would increase effectiveness
with more
Individual follow-through; empathy when
showing disapproval; steadier pace
APPRAISER
Emotions Being approachable; showing affection and
understanding
Goal Friendship; happiness
Judges others by Positive acceptance of others; ability to
look for the good in people
Influences others by Personal relationships; open door policy
Value to the organization Remaining stable and predictable;
developing a wide range of friendships;
listening to others feelings
Overuses Indirect approach; tolerance
Under Pressure Becomes overly flexible and intimate; is too
trusting without differentiating among
people
Fears Pressuring people; being accused of
causing harm
Would increase effectiveness
with more
Attention to realistic deadlines; initiative to
complete the task
COUNSELOR
Emotions Accepts aggression; downplays need for
affection
Goal Control of their environment or audience
Judges others by Projection of personal strength,
character, and social power
Influences others by Charm, direction, intimidation; use of
rewards
Value to the organization Acts as a people mover; initiates,
demands, compliments, disciplines
Overuses Attitude that the end justify the means
Under Pressure Becomes manipulative, quarrelsome, or
belligerent
Fears Weak behavior; loss of social status
Would increase effectiveness
with more
Genuine sensitivity; willingness to help
others succeed in their own personal
development
INSPIRATIONAL
Emotions Displays competence; is restrained and
cautious
Goal Stability; predictable accomplishments
Judges others by Precise standards
Influences others by Attention to detail; accuracy
Value to the organization Is conscientious; maintains standards;
controls quality
Overuses Procedures and fail-safe controls;
overdependence on people, products,
and processes that have worked in past
Under Pressure Becomes tactful and diplomatic
Fears Antagonism
Would increase effectiveness
with more
Role flexibility; independence and
interdependence; belief in self-worth
PERFECTIONIST
Emotions Trusts others; is enthusiastic
Goal Authority and prestige; status symbols
Judges others by Ability to verbalize; flexibility
Influences others by Friendly, open manner; verbal adeptness
Value to the organization Sells and closes; delegates responsibility;
is poised and confident
Overuses Enthusiasm; selling ability; optimism
Under Pressure Becomes indecisive and is easily
persuaded; becomes organized to look
good
Fears Fixed environment; complex
relationships
Would increase effectiveness
with more
Challenging assignments; attention to
task-directed service and key details;
objective data analysis
PERSUADER
Emotions Wants to keep up with others in effort and
technical performance
Goal Personal growth
Judges others by Self-discipline; position and promotions
Influences others by Confidence in their ability to master new
skills; development of proper procedures
and actions
Value to the organization Is skilled in technical and people problem-
solving; displays proficiency and
specialization
Overuses Over-attention to personal objectives;
unrealistic expectations of others
Under Pressure Becomes restrained; is sensitive to criticism
Fears Predictability; no recognition as an expert
Would increase effectiveness
with more
Genuine collaboration for common benefit;
delegation of key tasks to appropriate
individuals
PRACTITIONER
Emotions Is willing to accept others
Goal Approval, popularity
Judges others by Verbal skills
Influences others by Praise, opportunities, favors
Value to the organization Relieves tension; promotes projects and
people, including him or herself
Overuses Praise, optimism
Under Pressure Becomes careless and sentimental; is
disorganized
Fears Loss of social acceptance and self-worth
Would increase effectiveness
with more
Control of time; objectivity; sense of
urgency; emotional control; follow-
through on promises, tasks
PROMOTER
Position Hire Date Pattern D I S C
MA 8/2/2010 Appraiser 7 25 12 19
MA 9/8/2010 Appraiser 9 21 11 22
SD 3/15/2010 Counselor 12 19 17 11
SLC 10/11/2010 Objective Thinker 11 12 15 21
PMIC 6/1/2010 Perfectionist 3 14 26 18
SLC 1/18/2010 Persuader 18 27 7 6
PMIC 3/29/2010 Practitioner 8 23 14 17
PMIC 1/18/2010 Practitioner 2 25 17 21
SLC 8/2/2010 Practitioner 11 19 15 17
HS CRC 6/7/2010 Promoter 12 27 10 12
MD 2/22/2010 Promoter 16 23 11 11
MD 8/2/2010 Promoter 15 27 3 8
PMIC 3/29/2010 Promoter 11 21 14 14




DiSC profiles provide insight into leading and
motivating individuals in the following areas:
Communication style
Motivators/de-motivators
Dealing with conflict and stress
Decision-making
Problem-solving
Approach to selling
An individuals success is dependent upon his or her
motivation and ability to adapt.

Success certain behavioral pattern

Success is an individual knowing themselves,
understanding others and adapting to the needs of the
situation.
Remember, behavior can change, be adapted,
and is situation-specific.

This is a valuable resource take advantage of the
information it contains!

QUESTIONS?

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