Use different ways to evaluate employees and applicants to determine personality type. Find out in the article what the DISC test is and what are the features of its implementation.

From the article you will learn:

Features of the DISC technique

The foundations of behavior assessment technology were laid by psychologist U.M. Marston. He was interested in identifying lies using a psychological profile. Through regular research, Marston discovered a way to distinguish personalities by type of behavior. The method is described in the book “Emotions of Ordinary People,” which served as the theoretical basis for the DISC test.

In subsequent years, the DISC system was further developed. Varieties of tests have appeared that are published in 40 languages ​​of the world. The popularity of the technique is associated with its reliability and ease of use. To interpret the results, there is no need to involve experts - the HR manager is able to process them independently.

The DISC personality test is designed to assess:

• behavior style;
• communication and personal skills;
• motivators;
• potential competencies;
• roles in the team;
• emotional intelligence.

The use of technology is rational when assessing external applicants. She helps to choose training or retraining programs, skills development training. Based on the results, evaluate the person’s personality type and aspirations. After that, make decisions about what qualities need to be developed, whether career growth is required, and so on.

note

A properly developed plan based on DISC test results will help avoid staff turnover and maintain a favorable psychological climate.

The answer was prepared jointly with the editors of the magazine

Daria Kolesnik answers:
Director of the Human Resources Management Department of KB "Let's GO!"

Something strange began to happen in the recruitment department of a manufacturing company. Work results are deteriorating. Heads of departments and HR managers: either they spend a long time looking for newcomers, or they select the wrong ones. In addition, two hiring managers left in two months. One - to a recruitment agency that offered to do executive search, the other to a larger company - to recruit financial specialists. The HR director began to figure out what was going on and quickly realized: recruiters have no development and growth...

DISC testing: questions

Use any test option to evaluate staff or applicants. Do not choose complex questionnaires that require a lot of time and effort to complete. People get tired and start answering without thinking about the essence of the question. As a result, the manager receives unreliable results, which do not reveal personality type.

	DISC Test Questions	Answer options
	If you find yourself in a large team with more than 10 people, what will be the reaction?	A) I like to make acquaintances B) I have a normal attitude towards new acquaintances, I try to prove myself C) I will look for friends among people to join them D) I will try to leave the event due to discomfort
	If asked to give a speech in front of strangers, what would you do?	A) I don’t like to attract attention, so I’ll try to evade B) I’ll try to interest the audience C) I have a stock of stories that are useful to others, so I will speak D) I will refuse under a convincing pretext if the performance will not be professionally beneficial.
	The boss gave you and one other person a task. You both forgot about him, which angered management. What's your reaction?	A) I will experience negative emotions, but I won’t show it B) I’ll show emotions and complain to my friends C) I’m offended by a colleague who forgot about an assignment D) I will express everything I think to my boss and co-worker.
	You have been given a task with a deadline of 1 month, but you can complete it in 2 weeks. What will you do?	A) I will complete it as quickly as possible B) I won’t delay the completion, but I won’t hand it in right away to check for errors again. C) I’ll start work right away, but then switch to another one. Always working on several projects at the same time D) I will postpone the task and start it in the last days
	The weekend is ahead. What will you do?	A) I will spend the day at home with my family B) I’ll go to the park or visit C) I’ll go to an equestrian club, bowling alley or other place to have an active time D) I’ll go to the cinema, theater, exhibition
	If you decide to jump with a parachute, for what reason?	A) For company with friends B) Need a shake-up to achieve an important goal B) I like risk D) I want to prove to others that I am brave
	What comments do you hear addressed to you?	A) They rush me, force me to do something faster B) Colleagues ask me not to rush, because they can’t keep up with me
	You have learned about your promotion. Your actions?	A) Inform the family, have a quiet holiday at home B) Buy expensive things to look more presentable on your first day in a new position. D) Postpone the celebration until you have worked for a while.
	You have an exam. Your behavior?	A) I’ll quickly repeat the material B) I will slowly study the information B) I’ll rest, I prepared in advance D) I won’t prepare
	What is considered the main thing for achieving success?	A) Personal effort B) Teamwork
	If you open a business, what will you choose?	A) Consulting B) Security activities B) Restaurant, night club D) Medical center
	How will you decorate your new office?	A) Photos of me with famous people B) Family photos B) Diplomas, certificates D) A portrait of the president
	What do you value in clothes?	A) Individuality B) Expensive appearance B) Convenience D) Quality
	You have to participate in competitions. Which ones will you choose?	A) For intelligence B) Courage, speed B) Something unusual D) Team competitions that require mutual assistance
	You need to choose a hotel. Where will you stay?	A) In a decent hotel in the city center B) In an unusual mini-hotel B) To the establishment that was recommended D) In ​​a hotel where you are satisfied with the ratio of price and quality

Print out the DISC test to determine your personality types. Asking questions orally is inconvenient - a person analyzes for a long time answers, confused. To quickly process the results, distribute answer forms that include fields for entering personal data.

Read the latest information in the electronic magazine " »:

The DISC typology helps the manager to form a team. If you decide to conduct mass testing to understand who needs to be moved horizontally or vertically, do it in stages. Use additional techniques to help identify professional and personal qualities of people.

Decoding DISC test results: determining psychotypes

When processing results, rely on the keys to the test. For each answer that matches, give a point; if not, put 0. Calculate the results on the scales, figure out what the DISC typology is, study its description. If a person scores approximately the same number of points on several types at once, his behavior differs in different situations.

Keys to the DISC Test: Personality Typology

DISC system: characteristics of types

D - managers, leaders. They know what they want and how to achieve it. Are different aggressiveness, ruthlessness, harshness. Strengths include the ability to make decisions, independence, and perseverance.

I - sociable individuals. Such people easily make new acquaintances, expand profitable connections, and know how to adapt to any situation. They are full of enthusiasm and optimism. Weaknesses are also identified: emotionality, tendency to resist and exploit, self-confidence.

Main components of behavior:

Actions;

Verbal component: words, meaning of words, manner of speech, intonation;

Nonverbal component: body language (gestures, gaze, gait);

The way you dress and choose accessories.

What determines behavior? “Colin Powell once said that a man's greatest strength lies in his character. Character, in turn, is influenced by a person's individual values. Values ​​are expressed not by words, but by constantly repeating human actions.” Consequently, behavior is only a superficial reflection of certain hidden components of the human personality. Behavior is the tip of the iceberg of a person's personality. And from the tip of the iceberg, having some skills and knowledge, one can judge its underwater component, the character of a person, his motivation and values, his personality.

2.1.2. Principles on which the DISC model is based

Exploring the complex system of interactions between the mental “I” and mental stimuli of a person, conducting multiple clinical and sociological studies, Marston identified four primary emotions that underlie people’s motivation and behavior. These four emotions are common to all people without exception, but they manifest themselves to different degrees in different people. Usually one or two primary emotions dominate in a person, and the rest are less developed. Which primary emotion dominates determines a person’s character, his motives and behavior. For simplicity, we will call the dominant primary emotion a “behavioral type,” although this is not an entirely accurate name. As we said earlier, primary emotions unite similar people based on their behavioral characteristics, motivations and preferences, but do not take into account how stupid or smart a person is, how kind or evil he is, how honest or deceitful he is. This refers to only one of the factors of human personality.

In a simplified statement, the DISC model is based on two main criteria:

How a person perceives the environment in which he operates (as favorable or hostile);

How a person acts or reacts in specific situations (actively or reactively).

Accordingly, characterizing a person according to two criteria - the environment (hostile and favorable) and behavior (active and reactive) - we get four behavioral types, schematically shown in Fig. 1.

Rice. 1. Behavioral types according to the DISC model

Let's look at the two key parts of this diagram in turn. So, the nature of the perception of the environment.

On the upper half of the diagram shown in Fig. 2, conditionally reflects the behavioral types of those people who relate to the world around them as unfavorable, unfriendly and resistant - “Man is man’s enemy.” These are types D (Dominance) - dominance and C (Compliance) - compliance. Other people, on the contrary, perceive the world around them as favorable, friendly and “helpful” - “The Universe is favorable to me.” These are behavioral types I (Inducement) - influence and S (Steadiness) - constancy, which are conventionally located in the lower half of the diagram.

Rice. 2. Behavioral types according to the DISC model: perception of the environment

In the diagram shown in Fig. 3, reflects a person’s perception of himself in the world around him. Some people (their behavioral type is reflected in the right half of the figure) tend to believe that they are weaker than their environment. Therefore, they are more likely to demonstrate reactive behavior, adapting to what happens, rather than trying to control events or try to remake them. They are characterized by reflection and slowness - “Measure seven times, cut once.” These are types S (Steadiness) - constancy and C (Compliance) - conformity.

Rice. 3. Behavioral types according to the DISC model: nature of behavior

Other people (their behavioral type is reflected, respectively, on the left half of the picture) feel stronger than their environment - “If you are afraid of wolves, do not go into the forest.” Therefore, their behavior will be more active and persistent. They strive to have more control and influence over circumstances. These are types D (Dominance) - dominance and I (Inducement) - influence.

So we got four variants of human behavior (“primary emotions” - as W. M. Marston called them), which we agreed to call behavioral types.

D(Dominance) – dominance;

I(Inducement) – influence;

S(Steadiness) – constancy;

WITH(Compliance) – compliance.

Let's look at these four behavioral types in more detail, using examples from our business practice.

2.2. Description of behavioral types

The famous DISC specialist Evgeniy Vuchetich came up with a wonderful figurative description of these behavioral types. Imagine four captains of football teams.

First. For this captain, victory at any cost is important, people are only tools for achieving victory; This is a fast, energetic, strong-willed captain.

Second. This captain infects the team with personal example and enthusiasm; it is important for him to score the key goal in the match and score it beautifully.

Third. For this captain, it is important to unite a real friendly team that will fight for a common victory.

Fourth. For this captain, his personal achievements are not so important, what is important is that the work is as effective as possible, they win, following his clear plan to achieve victory.

Now let's talk about these four personality types in more detail and seriously.

2.2.1. Dominance - "D"

Marston designated the first behavioral type with the letter "D" from the English word Dominance. The verb “dominate” in Marston’s interpretation means:

1) exercise control over something or someone;

2) dominate.

Choosing the ideal term for each primary emotion, Marston interviewed several hundred people about the image that the word created in their minds. Introspectively, the people he surveyed associated the word Dominance with the superiority of a certain “I” over a certain hostile environment.

Let's look at the upper left square of Fig. 1. When characterizing this behavioral type, we are talking about a person who perceives the world around him as unfriendly, possibly hostile, does not trust anyone, and relies only on his own strength. And there are many of these forces, because the life position of “D” is an active impact on the environment. How can we call it in simple words “active influence on an unfriendly environment”? This is a struggle. For “D” all life is a struggle. What is the most important thing in wrestling? Victory. Victory at any cost. The winners are not judged. The main motivator of “D” is victory. And this explains a lot in their behavior, in their likes and dislikes. The thirst for victory makes D's passionate and fearless. Even on vacation, they prefer activities associated with the release of adrenaline: auto racing, skydiving, etc.

Once, when I worked as a sales director in a Western company that had a plant in Nizhny Novgorod, all the heads of departments and divisions went to the plant to hold an annual meeting. At the end of it, a corporate event was organized for us - a paintball game. This event looked like this: Winter, January, temperature minus twenty, gets dark early. In deep darkness we were taken to a huge abandoned unheated factory, we put on light protective suits, split into two teams, and were given weapons. As soon as we started playing, we realized that the paint balls had frozen and turned into real bullets. Any hit, even from a long distance, is very painful. Very soon, most of the participants gathered at the table with hot tea in the hope of leaving this nightmare place as soon as possible. And then four of our colleagues, of different ages, different nationalities, but equally happy and excited, burst into the break room. They express their wild delight about the game to the organizer, who was already mentally prepared to be beaten for failing the event, but express dissatisfaction with the fact that the game was a team game, and they never found out which of the four of them was the real winner. They also think that hiding from bullets is unmanly. Therefore, they came up with new rules of the game. They will go out into the open with carbines full of cartridges and will shoot at each other, running but not hiding, until the last one remains, the one who will be able to withstand this hellish pain from being hit by balls. He will be the real winner. Since the head of our company was among these four, no one began to argue with them. No sooner said than done. Another significant fact is that it was not our boss who emerged victorious. When D's get excited, they forget about everything, including political correctness.

People with behavioral type “D” are most motivated by victory, and accordingly, they are most afraid of defeat. This is an important negative motivator "D" that can and should be worked with when you are trying to influence them.

Marston in his book gives the following example of dominant behavior in business.

“If a businessman learns that his competitor is outcompeting him in a particular market, he will immediately use all his enormous energy and financial power to achieve superiority over his rival and regain control of the market. For example, the press wrote a lot about the fact that Henry Ford, faced with the threat of losing the market for cheap cars, completely reorganized and re-equipped his plant, spending approximately one hundred million dollars on this (a huge amount for the 1920s - Note authors), in order not to lose control over the automobile market. This is a classic example of a dominant response."

W. M. Marston. Emotions Of Normal People. – Kegan Paul, Trench, Trubner & Co, 1928. – P. 134.

Since “D”s hate losing, it means they are very passionate and love to compete and compete. They are easy to “take weakly”. When competing with anyone, they will fight to the end and seek revenge in case of defeat.

One day they showed a program on television about a very successful American entrepreneur, a millionaire. This man went completely broke eight times in his life. In his interview, he said that it was impossible to become a rich man without going broke at least once, that every failure only tempered him, made him stronger and more experienced. This is a bright representative of behavioral type “D”.

The perception of life as a continuous struggle gave “D” another important quality - speed of reaction. “D” very quickly assess the situation and make a decision. You've probably noticed that at the end of a meeting or planning meeting, when minor issues or details of a task begin to be discussed, someone always gets up and says: “Well, since we discussed the main thing, I'm off. I have a lot to do." This is a typical "D". The D's dynamism is sometimes their strength and sometimes their weakness. In a hurry, they may miss important details. For example, "D"s never read instructions. As a result, trial and error may take D longer than if they had taken the time to think through and prepare.

Taking an active life position, “D”s do not like behind-the-scenes games or any insincerity. They prefer an open battle, an open showdown. Combined with high dynamics, this makes them harsh, rude and hot-tempered. But they are also quick-witted and quickly forget about squabbles. "D" can in the morning yell at a subordinate, threaten him with dismissal, and in the evening, if the subordinate or he himself achieves a result, victory, invite this subordinate for a glass of beer.

Another feature of “D” is connected with this: they are always audible. They openly and actively express their opinions, defend their positions, and interrupt their interlocutor. Given their need for dominance, their assertiveness can provoke conflict. And they are not afraid of conflicts, they feel comfortable and confident in them, because this is their favorite state of struggle.

“D”s are not afraid of responsibility, risk, or working in rapidly changing conditions, which makes them indispensable allies in crisis situations. These qualities have positive and negative sides. On the one hand, they are capable of performing very complex tasks, on the other hand, “D” is difficult to control and does not like to obey.

Before we move on, I would like to note the following important circumstance. Of course, there are people who behave the way they would like to behave, who do not hide their likes and dislikes. But most of us have learned to hide our true desires and motives, and have learned to behave according to generally accepted rules. Most often, in the workplace, representatives of different behavioral types behave very similarly. How to determine who is in front of you? We will devote the entire next chapter to answering this question. For now, let’s touch on just one of the ways to determine the dominant behavioral type of a person. The fact is that people drop their masks when they find themselves in a stressful situation. Behavior under stress is very revealing. “D”, finding itself in an uncomfortable situation, under pressure, displays aggression. For them, the best way to defend is to attack.

At one time we worked with a person with a very high level of self-control, which he needed in his profession. He was always polite, friendly, a little slow, and spoke in an even, calm voice. However, as soon as his interlocutor disagreed with him, he would tense up for a second and blush a little. This happened in situations where a representative of a different behavioral type would not have paid attention to the interlocutor’s resistance. This man was a strong D and had to suppress violent outbursts many times throughout the day.

“D”’s favorite questions: What to do? Who is guilty?

classic images of Peter the Great and Catherine the Great, Timur from “Timur and His Team”, Experienced (the hero of Morgunov) from the famous trinity “Vitsin-Nikulin-Morgunov”, Zhukov performed by Menshov in the series “Liquidation”, D’Artagnan.

SUMMARY

“D” are determined, strong-willed and purposeful people. The key motivator is victory, the demotivator is defeat.

“D” people like to take on difficult tasks, feel comfortable in difficult, changing conditions, and enjoy active recreation.

“D” people make decisions quickly and quickly navigate the situation.

“D” are very passionate and competitive.

“D” lacks patience, diplomacy, and has difficulty getting along with people.

Under stress, Ds are prone to aggression.

Exercise 1

Think of two people you know who fit the “D” behavioral type. Which Type D traits are most noticeable in them?

2.2.2. Influence – “I”

The second behavioral type is called "I" from the English word Induction. The verb “to induce” in Marston’s interpretation means:

1) influence in order to cause a certain action;

2) lead, lead.

People interviewed by Marston introspectively associated the word with the process of persuading someone in a friendly manner to do something suggested by the subject. Later, Marston's followers renamed this behavioral type “Influential,” that is, “influential.”

"The subject's focus on the 'friendliness' of the belief is very important for understanding this primary emotion."

W. M. Marston. Emotions Of Normal People. P. 109.

Let's look at fig. 1. We see that “I” perceive the world around them as friendly and welcoming. The world is beautiful, and the active position of “I” is expressed in taking a central place in this world, shining in it, being the center of attention. The main thing that motivates these people is recognition. And what they fear most is indifference. These are bright, sociable people who strive to attract and attract other people.

Marston figuratively compares the nature of this attraction with the gravitational force that arises between large and small physical bodies:

“This attraction experienced by a small body can be called “influence” because the larger attractive force is gradually strengthened by forcing the weaker attractive force to obey the dictate, but at the same time the larger force remains all the time in an alliance (friendly interaction) with the weaker force.” .

W. M. Marston. Emotions Of Normal People. P. 245.

Among the “Is”, even more often than among the “Ds,” there are charismatic personalities and leaders. But people follow “D” because they know that behind them is like a stone wall, that they will definitely lead everyone to victory. And people follow “I” because it’s interesting to be with them, because they ignite “I” with their enthusiasm, turning every day into a holiday. “D” is most often a formal leader, and “I” is an informal leader.

Another very characteristic trait of “I” is impulsiveness. “I” people easily get excited about an idea, light up everyone around them, develop vigorous activity, but very quickly cool down and switch to something else. The strength of this quality is the ability to get things off the ground and get things started. Weak – inability to complete it.

One of the authors of this book had to deal with a lady, a bright “I”, at work. Her name was Nadezhda. She owned a small factory for the production of frozen seafood and was engaged in their sale. When one of our employees went to negotiate with her employees, everyone eagerly awaited his return and stories about the eccentricities of this lady. But one of her eccentricities exceeded all expectations. One day, Nadezhda’s company was found to be in serious late payment. Our employee went to a meeting with her commercial director. This man looked very gloomy. He said that he was leaving Nadezhda’s company and explained why. One fine morning, Nadezhda, a plump forty-year-old blonde, decided to become a pop star. She hired musicians and a film crew to shoot a video clip. All this required huge amounts of money, which Nadezhda extracted from the company’s turnover. As a result, serious debts arose, production volumes and quality began to decline, and the company lost its best employees and partners. Fortunately, thanks to the same impulsiveness, after six months she got tired of this idea, and Nadezhda became interested in the idea of ​​\u200b\u200bgrowing champignons in the basement of the plant.

“I” people are very sociable, which is directly related to their main motivator – the thirst for recognition. They enjoy being around a lot of people, such as spending their free time at parties and clubs. They are wonderful storytellers, although they are often too talkative. But this is not necessarily annoying, because they are great at entertaining and making the audience laugh.

“I” are positive, friendly to people, do not like to compete. They see others not as rivals, but as partners. After all, they are sure that they are still the best. They don't doubt themselves. If someone doesn’t understand them, then it’s that person’s problem, not “I’s.” They will sympathize with him and offer help. In business, they think about people first and results second.

In general, they regularly have problems with the results. Their impulsiveness, focus on relationships, and desire to do everything beautifully often take them far from the task at hand. “I” has its own “ai” logic, which is very difficult to understand. The following example from the private life of one of us illustrates their logic.

One autumn day I had the following conversation with my eighteen-year-old daughter. “Polina, the cold weather is coming, and you don’t have a down jacket. Let’s go shopping today to buy you a winter jacket,” I said. "Great! – my daughter answered. “I just found the address of a carnival supplies store on the Internet, let’s go and buy me a mask for Halloween!” - “Polina, did you even hear what I told you? What does the mask have to do with it? “Of course, mom, I heard you perfectly. I was just thinking logically. What is shopping? This is pleasure, entertainment. Which store can you get the most pleasure from? From a fancy dress shop. That’s why I suggested we go there.”

The special logic of “I” is associated with their non-standard thinking. “I” are creative, inventive, they love everything new and original. But at the same time they hate routine, pieces of paper, numbers.

Impulsivity is the cause of one major "I" flaw - lack of punctuality. “I” is simply unable to follow schedules or do anything on time. Here is a comment on this by Polina, whom we talked about above.

“I simply cannot come to classes at the institute on time, because I will ruin my image. Other girls, when they are sometimes late, crawl into the audience like gray mice, quietly apologize and come up with excuses. They ask for reprimand, and teachers scold them. I come regularly after everyone else, well dressed, with great hair and makeup, in a good mood, greet everyone loudly, and lift everyone’s spirits. The teachers are happy to see me and exchange jokes with me.”

How do representatives of this behavioral type behave under stress? Under stress, their sociability turns into obsession. If something happens to them at work or in their personal life, they will quit what they were doing and will move from one person to another, take them away from their work, talk about their problems, spend hours on the phone, calling friends, retelling their story dozens of times. Another example from Polina’s life illustrating the behavior of “I” under stress:

Polina severely cut her hand. While I was treating the wound, she told me: “Well, now I’ll be limping for two days.” "For what? You hurt your arm, not your leg.” “And for everyone to ask what’s wrong with me. And then I will show them my wounded hand.”

Favorite “I” questions: Who? Where? When? With whom?

Characteristic representatives of this behavioral type: Tigger from the fairy tale about Winnie the Pooh, Prince Florizel from the film of the same name, Mironov’s hero from the film “The Diamond Arm,” Aramis.

SUMMARY

The main motivator of “I” is recognition. They care about the attention and approval of other people.

“I” people love to be around people, they are good storytellers, the soul of the team.

“I” are positive and friendly.

“I” people have unconventional thinking, they are creative, they love everything new.

“I” people are impulsive and do not like to delve into details and numbers.

The big drawback of “I” is the lack of punctuality.

When under stress, “I”s become obsessive.

Exercise 2

Think of two people you know who fit the “I” behavioral pattern. What traits of behavioral type “I” are most noticeable in them?

2.2.3. Constancy - "S"

The third behavioral type is called S from the English word Steadiness. True, the original name for this behavioral type, coined by Marston, was Submission (subordination). The verb “to submit” in Marston’s interpretation has the following meanings:

3) be obedient.

“The introspective perception of this word is: voluntary obedience to the orders of an authority figure. The women interviewed added mutual warmth of feelings between the subject and the one to whom he submits, implying the relationship between mother and child, people of different sexes. Most of the men interviewed did not express such an introspective understanding of the word. Which is very sad, because women's understanding of this term is more accurate. Unfortunately, I could not find a more suitable term for this primal emotion."

W. M. Marston. Emotions Of Normal People. P. 110.

Marston's followers tried to find a more suitable name and renamed this behavioral type Steadiness, that is, “constant, stabilizing.”

As can be seen from Fig. 1, these people are characterized by a positive attitude towards life, perception of the environment as favorable and friendly. But at the same time, they have a passive attitude towards life, wanting to adapt to it rather than change it. If a person believes that the world is beautiful and there is no need to change it, then he will strive with all his might for stability, constancy, will value and take care of what he has and those who surround him. Therefore, the main motivator for “S” is predictability, and the main demotivator is change.

“S” are sensitive and attentive to people; their relationships with family, colleagues, and friends are very important to them. They are natural psychologists. They are ready to listen to anyone, try to help, sympathize. Often they become “vests” in which you can cry.

As a child, I was lucky enough to meet Yuri Nikulin. My mother and I were backstage at the circus on Vernadsky Avenue shortly before the start of the performance, visiting a familiar acrobat. When we passed by Nikulin’s dressing room, our friend said that she would introduce me to him. Mom objected that it was inconvenient, the person was preparing for a performance. “Nonsense,” said a friend. “He loves it when children come to him.” She opened the door, Nikulin was sitting at the dressing room mirror, very serious and concentrated. But when he turned around and saw me, a seven-year-old girl, he was completely sincerely happy, smiled, and spoke to me. It is impossible to deceive a child; Nikulin’s joy was completely sincere.

Sensitivity and psychologism make “S” a cementing part of the team. They want everyone to live amicably and peacefully, and contribute to this in every possible way.

The desire for predictability makes "S" the only one of the four behavioral types who enjoys doing routine work. After all, repetition leads to predictability.

Dislike of surprises and changes is the reason for another very useful quality of “S” - they are very neat, they always have perfect order in their affairs and things, they can even perceive putting things in order as pleasant leisure time.

If we talk about the negative sides of “S”, then these are slowness and indecision, resistance to any slightest innovation. Fear and rejection of any changes or reorganizations are the weak side of people of this behavioral type. It is especially difficult for them in times of crisis, when in order to survive they must be very flexible.

“Clinging to a stable job all your life is much riskier than taking risks to learn how to create a business. One risk is temporary, while the other lasts a lifetime.”

Robert Kiyosaki

Under stress, “S”’s indecision develops into hushing up problems and compromising. Even in a normal, non-stressed state, “S” is very difficult to say “no” to another person. And when S is stressed, you will have to work hard to understand what S is really thinking.

In general, “S” is more difficult to diagnose than any other behavioral type. Their behavior under stress is not indicative. After all, it may be that the person communicating with you really agrees with you. “S” are silent, quiet, but a person with another predominant behavioral type can behave quietly. Suddenly he was just tired. “S” have one more property - they often adapt to their interlocutor, mirroring his emotions. This also makes diagnosis very difficult. When reading the chapter on diagnostics, pay particular attention to the characteristic features that can be used to identify “S”.

Favorite questions of “S”: How? How?

Characteristic representatives of this behavioral type: Semyon Semenych from “The Diamond Arm”, the hero Basilashvili from the film “Autumn Marathon”, Piglet from the fairy tale about Winnie the Pooh, Porthos.

SUMMARY

The main motivator of “S” is predictability, the demotivator is change.

“S” are very attentive and sensitive to people, they are natural psychologists.

“S” enjoy doing routine work.

“S” find it very difficult to say “no” to another person; under stress, they tend to agree.

“S” is quite difficult to diagnose, since they tend to adapt to their interlocutor.

Exercise 3

Think of two people you know who fit the “S” behavioral type. What traits of behavioral type “S” are most noticeable in them?

2.2.4. Compliance – “C”

The fourth behavioral type is WITH from the English word Compliance. Marston offers the following two interpretations of the verb "to comply":

1) act in accordance with something;

2) be courteous, respectful.

Marston's followers called this type both "cautious" - "cautious" and "conscientious" - "conscientious."

“Introspectively, most of the several hundred people I asked associated the word Compliance with the idea that the subject is behaving in accordance with the instructions of some higher power.”

W. M. Marston. Emotions Of Normal People. P. 108.

Let's look at fig. 1: For people of this type, the world is hostile and not ideal, but this is their problem. “S” are not going to change the world for the better; they prefer to stay away from it. For S, adapting to a hostile world means learning to have as little to do with it as possible.

As a result, we see people who are closed, reserved, who do not like to express their emotions and open their souls. They like to spend time alone or in a calm, quiet environment and are laconic. These are not team players, they are individualists. They try to minimize communication with other people. In general, people mean very little to them.

Marston describes a prominent representative of this behavioral type as follows:

“This young man was a student in one of my courses that required active participation in discussions. He listened carefully to the lectures, but stubbornly refused to integrate the material he received into his way of thinking, into his belief system. Every now and then he would mutter a surprisingly interesting criticism or comment, but once he had expressed his idea, it was impossible to engage him in general discussion with the other students. His speech was extremely slow and so quiet that at times he could not be heard. Often he seemed to fall asleep in the middle of a sentence, his eyes closing, his body folded in his chair. But this was only an appearance, because he always finished his thoughts to the end.”

W. M. Marston. Emotions Of Normal People. P. 155.

“S” stand aside, watching other people swarm around. They observe, analyze, calculate all possible moves of their opponents, and build complex multi-move plans. These are gray cardinals. They have a unique ability to notice the smallest details and details. What others don't pay attention to is their key to success. This is their unique talent. But sometimes their perfectionism develops into excessive pettiness.

One of our photographer friends told the following story. He received an order to photograph a group of lawyers for a website. Before the shooting, he received a letter that described in detail the requirements for the photograph: in what order the lawyers should stand, on what background, how many pixels, many other small requirements, among which was even this: the ears of those photographed should be visible in the photograph.

Just like the D's, the C's are results oriented. Combined with their individualism and penchant for analysis, this forms their main motivator - the desire to always be right in everything. And, therefore, most of all they are afraid of making a mistake.

The fear of making a mistake forces them to calculate everything down to the last detail, which leads to excessive scrupulousness, but it also has a positive side: “C”, in addition to Plan A, always has both Plan B and Plan C. Their favorite question is: “What if?”

"S" is very difficult to deceive. They don’t trust other people’s opinions, they try to double-check everything, and they don’t trust the media. It is important for them to understand the end goal, who and what will benefit from completing the task.

Often, Cs outwardly display pessimism and a negative attitude. But this is not necessarily their inner conviction. Most often it is a disguise. In their hearts, they are confident that they will win thanks to their caution and analytical talents.

Separately, I would like to say about the caution of “S”, which forces them to play it safe and protect themselves from a non-existent threat.

In one company where I worked, the financial director was a pronounced “C”. He had a strict rule for dealing with all issues, which he was happy to voice to everyone. He accepted all requests and questions only in writing. He placed the resulting paper on a special shelf to rest for a week. He explained it as follows. If the issue can be resolved without his participation, then in a week it will already be resolved. If not, then all passions and emotions will subside in a week, and the issue can be discussed calmly. It was the Spanish financial director. I heard a similar story about the Russian chief accountant. This financier followed the rule of three nails. He hung all the papers given to him on the first nail. If during the day they called him and reminded him of a question, he would hang the corresponding paper on a higher nail. If there was another reminder, the paper was moved to the topmost nail. He read papers only from the top nail.

Under stress, these already closed people completely shut down. Their reaction is to leave. They try to be alone as much as possible. If this is impossible, then they completely withdraw into themselves.

Favorite “S” questions: Why? Why? Who will benefit from this? What if?

Characteristic representatives of this behavioral type: Vladimir Putin, Stirlitz, Sherlock Holmes, Owl from the fairy tale about Winnie the Pooh, Athos.

SUMMARY

“C” – closed and reserved people.

“S” have the gift of noticing and analyzing details and facts.

The main motivator of “S” is the desire to be right. Most of all, they are afraid of making mistakes.

"S" is difficult to deceive; they do not trust anyone.

“S” are careful and careful, often overly scrupulous.

“S” react to stress by withdrawing into themselves and withdrawing.

Exercise 4

Think of two people you know who fit the C behavior pattern. What type C behavioral traits are most noticeable in them?

2.3. Professions and behavioral types

We often say: “This person is made for this profession” or “He is clearly not doing his job.” A person can succeed in his profession only if his professional activity is comfortable for him, and ideally, he enjoys it. Consequently, different professions require people of different behavioral types. Let's see which professions are most comfortable for the four basic behavioral types.

Where can strong-willed, energetic, purposeful people with quick reactions come in handy? In Russian business, you will say, and you will be absolutely right. Among successful Russian entrepreneurs and managers there are quite a lot of representatives of this behavioral type. I would like to make a reservation right away: according to a study conducted in the West, people of all behavioral types are equally represented among successful leaders and top managers; none of the types is preferable for a leader. Some excess of behavioral type “D” among business owners and top managers in Russia is associated with the youth of our market. In the context of the ongoing redistribution of property, an unstable legal environment, and a changing monetary and financial situation, strong-willed leaders are required who are capable of making decisions independently and quickly.

People of this type achieve great results in sports, especially in individual sports. They feel comfortable in sales, which require persistence and speed of reaction, as well as their love of bargaining. Sales and sports suit “D” also because they like piecework rather than hourly wages, they are interested in receiving rewards for results, and not “sitting their pants.” He did the job quickly and got free quickly. Therefore, any piecework is very motivating for them.

The perception of life as an “eternal battle” often leads “D” to law enforcement agencies - the army, police, fire service. Except for reconnaissance. This is not their line of work at all.

Surgery is also very suitable for people with behavioral type “D”. There is risk in this profession; it requires the ability to make independent decisions, quick reaction, and lack of scrupulousness.

People with behavioral type “I” are attracted to self-expression, creativity and/or communication with people, influencing people. All this is combined in creative professions: actor, artist, musician, cinematographer, artist.

“I” quite often become salespeople because this work involves communicating with people and requires certain acting skills. There are quite a lot of “I” among designers, advertisers and marketers. Their out-of-the-box thinking and creativity are very beneficial for these professions. Also “I” is suitable for journalism and public relations.

Chief “I” is the informal leader of the team; people follow him not out of duty, but at the behest of their souls. In times of crisis or company restructuring, such a boss is indispensable. Problems begin when everything “settles down” and only routine work is required from the manager.

Working with people is the main calling of “S”. They are perfectly suited to work as a therapist, social worker, or teacher. They are good psychologists, show sincere attention to people, are patient and conscientious.

Professions related to accurate data processing are also very suitable for “S”, because they know how and love to maintain perfect order in their affairs. Accounting, order processing, customer service, logistics, public service. The latter is also very suitable for “S” because the stability and reliability of the place where they work is very important to them.

“S” are ideal personal secretaries and assistants, they know how to approach people, and they are also characterized by a love of routine work.

“S” makes excellent bosses, as they are careful in their affairs and attentive to their subordinates. They do an excellent job of running a stable, established business or non-profit enterprise.

Analytics, planning, working with data are the main calling of “S”. Therefore, the professions of financier, planner, analyst, accountant, and lawyer are perfect for them. Among computer scientists and programmers there are many representatives of this behavioral type.

“S” do not like and do not know how to communicate with people, so any profession not related to communication is suitable for them, with the exception of the profession of a translator. The translator, even being in front of television cameras, still remains in the shadows. Oral and written translation is an ideal activity for “S”. Also suitable for “C” is the profession of organizing public events and speeches, which allows them to remain in the shadows while simultaneously controlling the situation.

Quite a lot of “C” can be found among personnel department employees, because this profession is again close to the position of a “gray eminence”; it allows you to control people while remaining in the shadows. But communication with employees, so necessary in this profession, is their weak point. Therefore, they often say about HR that “the circle of these people is narrow, they are terribly far from the people.” But any personal shortcomings can be overcome if you recognize them and start working with them. One of the last chapters of this book is devoted to working on yourself.

“S” are result-oriented and strive for victory, albeit in their own way. Professions related to behind-the-scenes struggle are suitable for them: intelligence officer, criminologist, politician. Our previous president, Vladimir Putin, a typical “S,” was successful in both intelligence and politics.

Cs often become leaders due to their analytical skills. They are capable of effectively leading huge organizations. Although they are not people-oriented, but, perceiving people as an important tool for achieving results, they create optimal working conditions for them.

Exercise 5

What behavioral types are most suitable for professions:

– trolleybus driver;

– truck driver;

- astronaut?

SUMMARY

The professions most suitable for “D” are military, surgeon, and business development manager.

“I” is most comfortable working as a salesperson, marketer, designer, or creative artist.

The optimal professions for “S” are: doctor, teacher, social worker, customer service employee, and accountant.

Professions of a lawyer, financier, architect, intelligence officer or criminologist are suitable for “C”.

2.4. Nations and behavioral types

Is there a certain correlation between behavioral types according to DISC and belonging to a particular nation or nationality? The answer to this question should be approached with extreme caution. Of course, there is a correlation of behavioral types according to DISC with images of nations and nationalities that have formed in the international public consciousness. But these images are not always true. However, there is no smoke without fire. Perhaps some national traits are exaggerated, but to a certain extent they exist if other nations paid attention to it. And these characteristic national features are associated with belonging to one of the national cultures.

For example, Russians are often portrayed in the West as rude and aggressive. Most of us are not like that. However, in our national culture, the "D" is certainly more prominent than in Asian or Southern cultures. This is due to the fact that for many centuries we had to survive in the harsh conditions of the north, surrounded by hostile tribes and states. The German nation also developed under the same conditions, which is why they are also characterized by excessive “dishness.” The same behavioral type dominated for several centuries among North Americans. After all, those who were not afraid to give up everything, rush into complete uncertainty, and risk their lives for the sake of success came to this continent. It is difficult to say how “dishna” modern American culture is, because they have been living in greenhouse conditions for quite a long time. In my opinion, the dominant “D” was replaced by “DI” or even “ID” (we will talk about mixed types in the next chapter). It is significant that the American dream was originally to get rich, now it is to achieve fame and recognition.

The dominant “I” is characteristic mainly of southern peoples: Latin Americans, Italians, French, Spaniards, Africans. Pay attention to the bright clothes of representatives of southern nations and peoples, and the abundance of accessories. Latin Americans and Spaniards love colorful celebrations and shows. The Spaniards have twice as many holidays on their calendar as we do. Remember the excessive gesticulation and expressiveness of Latin Americans and Italians. These are the characteristic features of “I”.

Indians are most likely to combine the "I" and "S" characteristics. “S” brings into the national culture the high importance of family, clan, close family ties, reluctance to change, and traditionalism.

“Sish” cultures include many peoples of Asia: Chinese, Japanese, Koreans. A characteristic feature of their culture is the absolutization of traditions and rituals. Remember the tea ceremony, popular traditional health practices, and adherence to national clothing. Cultures with a dominant “S” are characterized by restraint in the expression of feelings and secrecy. The way the Japanese rebuilt their economy after World War II is characteristic. Where did their globally recognized auto industry come from? They brought the best examples of cars from all over the world, disassembled them, identified the most successful models or parts of models and compiled them. This is an absolutely “sincere” approach to the problem.

Once again I would like to repeat: we are not talking about individual representatives of nations and nationalities, but about the general characteristic features of national cultures or about the prevailing idea of ​​these national cultures.

Exercise 6

Determine the dominant behavioral type of the Ukrainian nation.

SUMMARY

Characteristic national features noted by foreigners are associated with national cultures. National cultures, like individuals, have a certain dominant DISC behavioral type.

Russian national culture gravitates towards behavioral type “D”.

2.5. Mixed behavioral types

We have looked at the basic behavioral types of DISC and given examples of their prominent representatives. But Marston's model is much more complex than dividing all people into four groups. Marston argues that all four behavioral types are present in each of us to one degree or another, only one or some of them are more pronounced, while others are present in our personality in an embryonic state.

In real life, in addition to people in whom one dominant behavioral type manifests itself very clearly, there are also those in whose behavior two DISC behavioral types manifest themselves almost equally clearly. It is very rare to find people who exhibit three behavioral types equally. In this chapter we will look at combinations of two behavioral types. Each of the behavioral types can manifest itself in a person equally or one of them a little more, but the main thing is that they are both noticeable in the behavior of a given person and determine his values ​​and basic motivation.

The DI-ID combination is one of the two most common combinations of behavioral types.

Key traits and motivators. Such people strive to charm people and influence them. It is very important for them to lead through personal charisma and/or persistent persuasion. They know how to achieve results in negotiations and convince other people of their point of view. They feel very comfortable in a highly competitive work environment. However, they have a tendency to manipulate other people and put pressure on them, especially when they are under stress. Most of all, they are afraid of losing control of the situation. Their aggressive style of behavior often causes hidden resistance in people.

Examples: many show business stars, for example Alla Pugacheva, Munchausen from the film “That Baron Munchausen” (ID), James Bond (DI), Boris Yeltsin (DI).

Preferred professions: sales, show business, sports.

The SC-CS behavioral type is the second most common combination of behavioral types.

Key traits and motivators. Such people are usually reliable and diligent in completing tasks. They think for a long time before making a decision or giving consent, but then they can be relied on. They combine the ability to critically analyze and collaborate with others. They feel most comfortable in a stable, predictable atmosphere. Most of all, they are motivated by the desire to do everything right and maintain a harmonious atmosphere. They are afraid of surprises and irrational thinking. They are not very flexible and not very ambitious. In stressful situations, they withdraw into themselves and are tormented by the question “What if...”.

Examples: Shurik from Gaidai’s comedies, Columbo from the series of the same name, “Coward” - the hero of Vitsin from the famous trinity.

Preferred professions: working with numbers and papers, finance, law, industrial production.

DC-CD is the third most popular combination; we note that this combination is most typical for oligarchs.

Key traits and motivators. These people tend to be aggressive when they strive to achieve excellence in everything they do. They feel most comfortable in rapidly changing, unstable and unpredictable conditions. They have a talent for critically assessing existing systems and finding ways to improve them. They are always at the forefront in developing new concepts and introducing innovations. The danger is that sometimes they start fixing what isn't broken. They tend to be overly critical and demanding of other people. In stressful situations, these qualities grow to causeless pickiness.

Examples: Count of Monte Cristo (DC), Muller from 17 Moments of Spring (CD).

Preferred professions: strategic management, investments, business development manager, construction.

This combination of behavioral types is quite rare in the business environment.

Key traits and motivators. It's easy to communicate with these people. They treat others with great consideration, warmth and understanding. They are hospitable and loyal to friends. Although they are most comfortable working in a stable environment, they can be quite flexible. Their weak point is excessive gullibility and forgiveness. Maintaining peace and harmony in the team is their main priority. With a dominant "S" they will strive to avoid conflict at all costs.

Examples: Don Quixote.

Preferred professions: PR manager, customer service, organization of public events.

This is a contradictory combination of opposing behavioral types. In a word, this behavioral type is characterized as follows: “Sausages!” Remember the king from “An Ordinary Miracle”, in whom the traits of all his ancestors arose in turn? This and the next behavioral type behave approximately the same. However, in the business environment, people of this type are quite common.

Examples: Poirot by Agatha Christie.

Preferred professions: business trainers, directors, architects, designers.

This is the most complex and contradictory behavioral type. Such people are very rare.

Key traits and motivators. People with the DS-SD behavioral type tend to develop vigorous activity. They are enterprising, tenacious and persistent in completing any task, so they often achieve success. They strive to achieve results in everything they do. They are overly focused on their personal tasks rather than on the tasks facing the team, but at the same time they have deep affection for the people with whom they work. When stressed, they are irritable and take the initiative. In general, these are people with uneven behavior and sudden mood swings.

Examples: The King from “An Ordinary Miracle” by Schwartz.

Preferred professions: scientific research, project launch, construction.

Exercise 7

Determine the behavioral types of the three main characters of the film “Enjoy Your Bath”: Evgeniy, Ippolit and Nadezhda.

SUMMARY

Behavior is only a superficial reflection of certain hidden components of the human personality, its basic motivation, motives, and dominant primary emotions.

Marston's model is based on two criteria: 1) how a person perceives the environment in which he operates (as favorable or hostile); 2) how a person acts or reacts in specific situations (actively or reactively).

The combination of these criteria forms four primary emotions, which we agreed to call behavioral types.

Most often, two different behavioral types are clearly manifested in people, almost equally, or one slightly more than the other. Slightly less common are bright representatives of one behavioral type, and very rare are people who noticeably manifest three behavioral types at the same time.

The most common are representatives of mixed types DI-ID and CS-SC, followed by DC-CD, then IS-SI and CI-IC. The combination of behavioral types SD-DS is the least common.

By knowing the behavioral type of your interlocutor, you increase your chances of achieving success in the communication process.

Lyra Alexander

FIRST STEPS

Surely you have noticed that with different people you experience completely different feelings when communicating and interacting. It is very easy for you to be with someone, they understand you perfectly, you easily find a common language and quickly resolve issues. It is very difficult for you to communicate with others; it is difficult for you to find common ground and agree on something. And if agreements are reached, then the results do not suit you at all. Why is this happening?

It's very simple: ALL PEOPLE ARE DIFFERENT.

And with all this, you probably noticed that there are people similar: in behavior, in actions, in manners. We begin to try to classify others already from childhood: some are active bullies, others are quiet, excellent students and crammers, cheerful jokers and interesting storytellers. Over the years, everything begins to change, but even in adulthood we can determine our distinctive qualities between people. Even ancient philosophers noticed these differences and similarities and tried to classify the people around them.

HISTORY OF THE BEHAVIOR MODEL

The DISC methodology is based on the four-factor model of the same name and has been used as a practical tool around the world for several decades. To date, with all the fullness of the personnel assessment market, it is difficult to find a more practical and accurate assessment tool.

Hippocrates - 5th century BC

At the beginning of the 5th century. BC. Hippocrates, observing the behavior of people, noticed that the climate and soil on which a person lives have a direct impact on his character. He identified 4 types of climates and correlated the types of appearances and human characters with the climatic conditions of their habitat.

Developing his own views, Hippocrates identified 4 types of temperaments: CHOLERICK, SANGUINE, PHLEGMATIC, MELANCHOLIC, and associated them with 4 bodily fluids: BLOOD, BLACK BILE, BILE AND MUcus.

CHOLERICK- strives for leadership, focused

SANGUINE- optimistic, sociable, loves entertainment

PHLEGMATIC PERSON- observer, tries to satisfy other people's needs

MELANCHOLIC- strives for order, conservative

CARL GUSTAV JUNG - EARLY XX CENTURY - "PSYCHOLOGICAL TYPES"

In 1921, Carl Gustav Jung, in his work Psychological Types, identified and described four functions that we use in our relationships with the real world: Thinking, Feeling, Sensation, Intuition.

He further established that each person can be attributed to a certain psychological type, according to which he interacts with the external environment using combinations of the 4 functions described above, and directing his mental energy in the direction of two vectors called “extraversion” and “introversion”.

INTROVERSION/EXTRAVERSION

How we focus on the inner and outer world

THINKING/FEELING

How we make decisions

FEELINGS/INTUITION

How we perceive and interpret information.

WILLIAM MOLTON MORSTON - MIDDLE XX CENTURY - "THE EMOTIONS OF NORMAL PEOPLE"

The ideas of C. Jung were developed by the American scientist, Doctor of Sciences at Harvard University, William Moulton Morston - Dr. William Moulton Marston (May 9, 1893 - May 2, 1947).

W. Morston argued that human behavior can be described in terms of two criteria:

If these criteria are placed on axes intersecting at right angles, four quadrants are formed. Each of the quadrants corresponds to one of the four basic DISC behavioral styles:

DOMINANCE-, measures How does a person cope with emerging problems and difficulties?

A person with a high D factor can be described as active, assertive, purposeful, strong-willed, unafraid to solve problems, authoritarian, hot-tempered. A person with a low D factor will be the complete opposite, he will be peace-loving, agreeable, risk-averse, modest, conservative, cautious in his actions, slow in decisions.

INDUCEMENT (Influence/Persuasion), measures how a person communicates and influences others.

A person with high I is sociable, socially and verbally active, easily closing distances, persuasive, emotional, strongly gesticulating, optimistic, open, friendly, attention-grabbing.

A person with low I will act and communicate with caution, he is distrustful, emotionally reserved, he has little need for communication, he is prone to criticism, he is aloof, he keeps his distance.

STEADINESS (Stability, Stability). Describes How does a person cope with the rhythm of activity and change?.

A person with a high S factor is stable, unhurried, relaxed, predictable, patient, values ​​reliability, and works in a team. He is a good listener and is willing to help others.

A person with a low S factor is active, dynamic, restless, hasty, flexible, restless. He needs minimal structuring of the environment and is able to do several things at the same time.

COMPLIANCE (Obedience/Consent)- This factor describes how a person interacts with the rules and procedures established by others, how he adapts.

A person with a high C factor is thorough, careful, diplomatic, attentive to established norms and rules, efficient and scrupulous. Tends to collect and organize information, good analyst.

A person with a low C factor: radical, independent, difficult to persuade, fearless. He tries to do everything his own way and has little appreciation for the accepted order. Thinks independently and creatively.

According to W. Morston, every person in his behavior, with varying degrees of intensity, exhibits signs of each of the four basic styles of behavior. This, in turn, makes it possible to objectively describe different types of behavior that combine the characteristics of the four basic styles. At the same time, the technique makes it possible to describe both conscious or Adapted behavior and less conscious or Natural behavior.

The DISC system is designed to measure the manifestation of DISC factors in the behavior of individuals. At the same time, it takes into account the slightest fluctuations in factor indicators, as well as all their possible combinations and mutual influences. The DISC system does not reduce all psychotypes to 16 or 32, but generates and interprets thousands of graphs. Such sophistication of measurements allows us to identify the most specific, individual characteristics of a person. This is one of the fundamental differences between DISC and other methods.

WHAT IS THE BENEFIT OF THIS?

Well, finally we know a system by which we can classify the people around us. And what good does this do us?, you say. It turns out that, knowing the personality type according to the DISC classification, you can evaluate how a specific person is:

Makes decisions

Conducts himself in interpersonal relationships

His ability to persuade

How will he behave in conflict situations?

How will he solve problems?

How does he prioritize?

What rhythm of activity is inherent in him, and how does he relate to change?

His resistance to stress

How does he adapt to change?

His law-abidingness and diligence

His goals

His individual motivating incentives

His planning style

How does he work in a team?

Does he have empathy?

How flexible is it?

And much more

And when you know so much about a person, you can effectively solve a number of problems:

Effectively build communications with him in everyday life, at work, during sales and negotiations, and simply during business interactions

Correctly build motivation for your employees and motivate your opponents in negotiations and in business

Correctly forming teams and project groups

You will be able to determine what kind of person you need for what position and you will be able to accurately select the person you need

You will understand the essence of conflicts and be able to resolve them effectively

Well, finally you will understand that you can find the same key for every person

All this is of course very interesting, but it is too complicated and there is simply no time for it.

I don’t argue that learning to understand the DISC system is not easy, and you need to spend some time, but the beauty of this system is connected with the fact that you can determine a person’s personality profile within 10-12 minutes using a simple questionnaire. This is the success and prevalence of this system in business, especially abroad. Where there is no time for a long assessment of an opponent or candidate, where it is important to make a decision as soon as possible, where every minute of an employee costs a lot of money. The DISC system solves these questions quickly and provides such comprehensive information that sometimes people ask themselves: How do you know everything about me?

So, to use the DISC system in practice, there are two ways: study the system, for example, by passing basic certification, or simply use an electronic questionnaire that provides the result in the form of understandable, accessible information EXAMPLE REPORT.

The knowledge gained during certification will allow you to determine the type of personality profile of a person without using a questionnaire, and I would like to tell you now about some of the fundamental principles on which the DISC method is built.

The DISC system operates on four factors from the abbreviation of which, and the name of the system is constructed.

Each person in his behavior, with varying degrees of intensity, exhibits signs of each of the four factors.

In order to determine a person’s profile, you need to evaluate him according to four factors and determine the manifestation of each factor as High or Low.

For example, let's evaluate a particular person: the person is assertive and authoritarian, which describes him as a person with a high D (dominance). When communicating, he is emotionally restrained, keeps his distance, which shows that he has a low factor I (influence). He quickly switches from one thing to another, he is restless. From this we conclude that he has a low S factor (stability). He is attentive to the rules established in the organization, always strictly adheres to them, and in his decisions he relies only on facts and figures. All this confirms that he has a high factor C (agreement).

For each combination of high and low DISC factors in the system there is a specific description. You can find a detailed description of combinations of factors. Each of the combinations gives its owner its own individual characteristics, understanding which, you can use them to solve business problems and simply in everyday life. It is not necessary to remember them all the first time; it is enough to understand what each factor is responsible for, and how each factor influences human behavior.

Over the almost century-long history of the DISC practice, enough information has been collected to clearly recognize the manifestation of each of the DISC factors based on the observed behavior of an individual. Let's take your work colleagues and try to identify the dominant factor of each of them based on: workplace environment, letter writing style, planning style.

Workplace environment	The items on his desk emphasize his status. If the office allows it, then it will be a large desk. In his office are his awards, diplomas, “trophies”, or items by which you can understand his achievements.	In his office you will see modern things that are reminiscent of past events, bright objects that attract attention. What a beautiful Eiffel Tower you have, Yes, I bought this on an excursion, can you imagine we went to the tower and a thunderstorm began…. You are guaranteed 30 minutes of a fascinating story about Paris	Everything to make you feel at home. Flower. Photo of the wife. Children. Everything is cozy and homely. Look under the table, maybe there are slippers there J	Everything on his desk is functional, everything is for work. New instructions, schedules, statistics on plan implementation, everything you need is always at hand He doesn't like to plan. He lives more in the present.	Sets short-term goals that contain a minimum of risk that they will be achieved. Can make a plan for every day	Able to plan and set reliable goals. But they will be without pretensions to grandeur and risk

PRACTICE OF APPLICATION

With these simple techniques you can categorize your colleagues. Knowing which factor is dominant among your colleagues, let's try to increase the effectiveness of written communication with them.

Colleague with high factor D- be specific with him. It’s better to skip long introductions, get straight to the point, don’t waste his time. Don't ask rhetorical or empty questions. Convince and motivate him by talking about the benefits and results he will receive. And under no circumstances impose your point of view on him, do not order them. If you get into a debate, let him win, you will win too.

Colleague with high factor I- Avoid formalities, be positive. Don't be dry and short. It is fashionable to discuss with him, but be careful that it does not develop into an argument. Make jokes and use the opinions of famous or important people as an argument. Don't insist on facts or exact numbers. Ask their opinion

Colleague with high factor S - Do not talk purely about business, show interest in him as a person. Develop communication informally depending on the situation. If he has shown a voluntary desire to help you, this does not mean that this will give him satisfaction, it is just difficult for him to refuse

Colleague with a high C factor - Your letter should be well structured, avoiding disorganization or haphazard presentation of ideas, showing that all your proposals have been thought through in advance. Build trust by looking at the issue from all possible angles. Please attach a sufficient amount of supporting and explanatory materials to your letter. Insert graphs, tables, notes. Present strong, measurable data. It is important for people with high C to realize that their actions will not lead to erroneous consequences. When giving guarantees, calculate the likelihood of all risks. Don't rush them into a decision.

So you have taken your first steps in applying the DISC system in your work and life. I hope and know that the results you will get from using this system will more than repay the few tens of minutes you spent getting to know it. If you want to study the system further and get even more benefits from its use, you always have the opportunity to become certified in the DISC system and receive an international CBA degree. To find out if you can get certified in your city, please contact us. You always have the opportunity to get your personal report in the DISC INSUNRISE EXAMPLE REPORT system. Our tools for professional use are always available on our website, and we are ready to introduce you to their capabilities at any time.

In the following articles in the "First Steps" series, we will look at how to use the DISC system:

Let's look at different types of personalities using the example of famous cartoon characters;

Let's learn how to properly present bad news to your boss;

Let's find out how to find the ideal employee;

Technology for assessing behavioral characteristics DISC&MOTIVATORS®

Certified specialists of the Association of Business Excellence conduct a comprehensive study and coaching session based on the results of DISC testing to draw up an individual development plan (IDP).

More about the tool

The DISC behavioral assessment model is based on generations of fundamental theoretical research. Throughout history
Throughout humanity, scientists have observed similar traits in people's behavior and tried to classify them. With the advent of statistics and computers, the technology for fast and reliable diagnostics appeared. The Success Insights® DISC Personality Indicators assess a person's behavior.

Considering the personality as a whole, we can distinguish several areas:
Behavior and emotions: how do I act?
Intelligence: what is my intellectual capacity?
Education, knowledge: what do I know?
Abilities and skills: how developed are my personal competencies?
Values, beliefs: how do I perceive the surrounding reality and what motivates me?

Human behavior is a “visible segment” of a person’s personality. It manifests itself in everything: how a person interacts with other people, how he makes decisions, how he organizes his work, how he manages his subordinates. Visible behavior reveals what follows from our values, beliefs, abilities.
Awareness of our characteristics helps us understand ourselves, our strengths and limitations. Helps you understand and accept others with THEIR strengths and weaknesses and adapt your behavior to the behavior of others in such a way as to ensure cooperation, mutual understanding, personal success ultimately, since our success and career largely depend on how we interact with people.

The founder of the DISC theory is Dr. William Moulton Marston. Developing Jung's ideas, William Marston published the book “Natural Emotions of People” in 1928, in which he theoretically substantiated the classification of human behavior into four functions: Dominance (D), Impact (I), Constancy (S), Conformity (C).

Bill Bonstetter, Founder of Target Training International, Ltd. (TTI) has been creatively developing DISC theory for twenty years. Continuing intensive scientific research into the theory and practice of DISC, TTI has become the undisputed leader in the development of SUCCESS INSIGHTS - DISC tools. The Association of Business Excellence company is the official distributor of TriMetrix Solutions® (representative of the American company TTI Success Insights® in Russia).

As a result of many years of research, which was constantly accompanied by testing and verification of the results obtained, a group of scientists led by B. Bonnstetter expanded the number of possible combinations of basic behavioral factors to 60 and described in detail the behavioral characteristics for each combination.

According to DISC theory, people are divided into four types depending on how they react to problems and difficulties, how they influence others, how they react to change, and how they follow rules. The main four types are usually denoted by Latin letters, from which the abbreviation DISC is formed. In addition, the “SUCCESS INSIGHTS – DISC” model designates them with “colors” - Red, Yellow, Green, Blue.

Distinctive features of DISC behavioral types

(D) Dominance

How does a person react to problems and difficulties?

People whose behavior belongs to this type prefer to act and make decisions. They are quick to react and focus on the most important and urgent issues at the moment. They tend to say what they think, sometimes in a very authoritarian manner. People of this type are naturally energetic and strive to control the situation. They are very demanding and willingly take on difficult tasks in order to test themselves and demonstrate their strong qualities in practice.

(I) Influence

How does a person interact and influence others?

People belonging to this type are cheerful and full of optimism. They love meeting new people, are creative, and strive to make their dreams come true. They like to talk about life before getting down to business. During a conversation, such a person can jump from one subject to another without any visible logical connection and sometimes gives the impression of a superficial person. The solutions he offers are often original, although at the same time they can be difficult to implement.

(S) Persistence

How does a person react to change?

People belonging to this type have a great need for reliability and stability. They pay great attention to relationships between people. They are distinguished by their ability to establish good relationships with others. In the process of interaction and communication with colleagues, they show tact, attention and cordiality. They perfectly control the process of execution of decisions made, you can always rely on them.

(C) Compliance

How does a person follow the rules?

A person belonging to this type always carefully analyzes every detail of the issue under discussion before making a final decision. He acts in accordance with a detailed and thoughtful plan. He is often a recognized expert in his field. He knows every detail and can answer any question regarding his professional field. However, he often comes across as a cold person, devoid of emotions, because he does not strive for personal contact.

MOTIVATORS

What is motivation analysis?

Motivation is an internal force that leads to success when properly directed.
Why do people sell, manage, consult, and serve clients in this way and not otherwise? What makes them excited: a satisfied client, winning a major contract, solving a difficult problem? What can you do to channel their enthusiasm by bringing out their unique talents?
Motivation analysis provides answers to these questions.

Just as the DISC diagnostic helps us understand how people will behave in the workplace, our Personal Attitudes, Interests & Values ​​(PIAV) diagnostic shows why they behave the way they do.
Diagnostics of motivators from TTI Success Insights evaluates the relative severity of six basic ideological types (or motivators - life values):
theoretical - search for truth
utilitarian - money and everything useful; return on investment
aesthetic - form and harmony
social - sincere concern for people; helping others
individualistic - personal power, authority and recognition
traditional - a system of rules for everyday life

Ways to classify according to personality types: wagon and small cart. The most convenient and applicable in communications for me as a manager - and for DISC.

In general, if you consider a person through these two typologies, you can describe his character very accurately, and therefore suggest the most effective ways to interact with him. And of course, in the process of researching colleagues and acquaintances, you will be surprised at the abundance of different configurations.

It’s also useful to know such things about yourself, at least to correctly assess your own strengths and weaknesses.

D. Dominant	I. Influential	S. Stable	C. Compliant
Competitive, aggressive, decisive and results-oriented, preferring to move quickly, take risks and achieve immediate results. He likes to be responsible, to control the situation and to have power in his hands. I also enjoy change and challenges. Can be impolite, domineering and even rude. Not a very good listener. Capable of making sudden decisions.	Talkative, sociable, optimistic, cheerful, people-oriented, unpredictable, energetic, full of enthusiasm. When interacting with people, he strives to be positive and friendly. Inattentive to details, talkative and emotional. He promises more than he can deliver, since optimism and popularity are the main thing for him.	Calm, helpful, patient, modest and unhurried, always ready to help, loyal, good team member, attentive listener, persistent, reliable and balanced. He needs stability and security, and therefore he needs help with sudden changes. Slow, indecisive, stubborn.	Accurate, consistent, businesslike, careful, analytical. Concentrates on the task and does the work very well. Overly focused on details, picky, slow, often loses sight of the big picture. Critical, distant from people, pessimistic, cold.
Weak sides Aggressiveness Ruthlessness Rigidity (inflexibility)	Weak sides Emotionality Tendency to exploit Tendency to resist Self-confidence Skeptics	Weak sides Indiscipline Addiction Submission Excessive caution Compliance Dependent on other people’s opinions, easily manipulated by constructions such as “this will offend other people”, “I will feel that you are letting me down”	Weak sides Criticality Formalism Uncertainty Judgmental tendencies
Strengths Independence Decision making ability Efficiency Perseverance Strong will	Strengths Enthusiasm Ability to persuade Optimism Communication skills	Strengths Heat Ability to listen and conduct partnership negotiations Reliability Tendency to cooperate	Strengths Problem-solving oriented Accuracy Methodical Organization Rationality

DISC express test in the elevator :)))

• red - press floor or close doors several times
• green - rarely look people in the eye
• yellow - everyone smiles
• blue - read signs or simply look forward and count things to themselves

The Reds are little dictators. In the event of a crisis, they quickly seize control and quickly and loudly give out commands to who to do what.

Blues are very critical and formal; it is difficult to discuss new ideas with them.
They always ask questions Why? For what? Where it leads? Let's calculate?
But when the information is accepted, they are very focused on solving the problem.
In the event of a crisis, they usually close down and go away to think.

It is important for the green ones that everyone is happy with everything. First of all, people, and healthy relationships in the team, then everything else. In the event of conflicts, they suddenly and almost completely lose their motivation to work.

Yellows know how to motivate people in a very harmonious way to do something that they haven’t even thought about for five minutes. They generate heaps of ideas, and often their ideas take root on their own; there is no need to implement them :)

Of course, each person has all these traits to some extent, and usually one dominant one stands out, but otherwise there can be completely different configurations that form transitional colors.

Okay, so why do we need this? In theory, the use of DISC and Adizes models allows

1. resolve hiring issues - understand who we need?
2. staff retention - what motivates or, on the contrary, hinders?
3. create favorable conditions for employees to work effectively in groups or pairs
4. identify the compliance of employees, from the point of view of psychotype, with the position held and the tasks being solved
5. carry out personnel rotation
6. build a more adequate motivation system

Also, understanding what psychotype your immediate supervisor belongs to can help you in more effective communication and interaction with him.

For example, you are a manager and want to buy a second monitor for your programmers.
Actions and results are important to Reds.
You need to talk in the manner of “I tried to install a second monitor. It turns out really faster. Let's buy it for everyone."

For yellow people, the picture, the vision of awesomeness, is important:
“Imagine, clients/partners come to our office, and we show where our programmers sit, and everyone has 2 monitors there, you can immediately see a serious company.”

For green people, it is important that everyone is happy with everything:
“It will be more convenient for programmers to work. I’ve already agreed with Pavel Ivanovich and Margarita Alekseevna, they don’t mind.”

For blues, numbers and facts are important:
“We tried to install a second monitor for a programmer, he wrote 30% more lines of code in a week. Buying a second monitor for everyone will cost so and so thousands of rubles, it will pay for itself by such and such a time.”

You can also send a link to this article to HR and add “I need a red-haired administrator” in the personnel search application if you are looking for a business executive, or “a green producer” if you need a team-building teamlead. Well, if you are looking for a system architect for a project, of course the right color is blue.

Useful:
DISC test - just don't have to submit your results at the end. Better write your results in the comments :)
DISC profiles - useful table on page 14
Video: Typology of people and teams: how to communicate with different people?- watch from 14 minutes, or from 49 minutes - Highly recommend