Attention! The results are not saved, copy them to a text file or take a screenshot with a picture
D ominance: 0
I influence: 0
S teadiness: 0
C compliance: 0
It was not possible to reliably determine the leading style of behavior. A possible reason for this is that the respondent is currently in a state of stress, extreme tension or a transition period in his life when roles are changing very significantly. Or the answers were given “at random”. It is recommended that you return to this testing at a later date or order refined testing from us on a commercial basis.
You are an Organizer (D-high)
Persuasive, demanding and decisive, this personality type tends to be independent. The organizers are far-sighted, progressive and confidently moving towards their goals. In most cases, they have a huge number of diverse interests, are logical and insightful in solving problems. They often offer fantastic and unusual ideas. However, they often have problems communicating with people and are often mistaken for cold, harsh and arrogant people. They tend to be self-centered and unsympathetic, while being very self-critical if they do not live up to the set bar. Sometimes they can do the impossible, surpass themselves, but routine work makes them impatient and dissatisfied. They do not tolerate control and are reluctant to do non-essential work. They prefer a constantly changing environment and love everything unusual and adventurous. They want their authority to be recognized and like to settle primary, important tasks. They love new, challenging tasks and move further towards their intended goals. They do not like to be slow and to be seen as overly patronizing and supportive people.
You are an Inspirer (mixed D+I high)
Masterminds place great importance on results and interpersonal relationships. They are compassionate individuals by nature who complete tasks along with other employees. They do not like to work with details, but, nevertheless, they do such work well in order to achieve the intended goal. Connections and respect from others are equally important to masterminds. They are good where a decision needs to be made, even if it is not particularly popular among the rest of the team members. They value public recognition and popularity. Sometimes they are too optimistic about other people's successes. Inspirers are positive and good communicators. They are distinguished from other personality types by their dynamism and enthusiasm; some may consider them too rash and careless. Masterminds need variety and collaborative teamwork. They love tasks that require mobility and provide the opportunity to travel. They can easily turn into workaholics.
You are a Promoter (I-high)
Promoters are extroverts, they are sociable and look for a friendly environment where they can make and maintain contacts. They are able to inspire another person to complete a task. They communicate with a huge number of people, which is fundamental for the successful conduct of their activities. They easily end friendships, but rarely quarrel with anyone seriously. Optimistic, they are often prone to erroneous assessments of their own and others’ abilities. They usually see the good in any person and in any situation. Often, promoters jump to conclusions and make hasty decisions without collecting all the necessary information. They often seem fickle to other people. Sticking strictly to what is planned can be a very difficult task for them.
You are a Messenger (mixed I+S high)
In most cases, liaisons are kind, sympathetic and courteous people who, both in their profession and in their private life, strive for positive relationships with their loved ones. They are demanding and solve problems in teamwork with other people. They work well in a team, however, they are very susceptible to criticism, which they experience painfully. It is difficult for them to prove their authority if necessary. They find it difficult to make decisions without first discussing with others. They are constant in nature, which is often seen by others as slowness. They do not like stressful situations; they need time to get used to changed circumstances. They value a stable environment where they can organize their work at a pace that suits them.
You are a Companion (S-high)
Companions in most cases are helpful, nice and constant people who easily find a common language with others. Because of their reserved, controlled demeanor, they act attentively, patiently, and are always willing to help people they consider their friends. In their work team, they establish close connections with a small group of people. Their efforts are aimed at maintaining trust and stability. They are the most efficient in their specialty and carry out their work successfully with remarkable consistency. They slowly get used to innovations; first they must “digest” the new information. Teammates need help when it comes to meeting deadlines for completing work. They often put off work for a long time before completing it. If pressed, they can become stubborn and intractable, thereby disappointing their superiors and colleagues.
You are a Coordinator (mixed S+C high)
Coordinators are dependent, objective, and have strict evaluation criteria. They are conscientious and meticulous people, acting diplomatically and sincerely. They are precise and disciplined, self-critical and demand a lot from themselves. It is difficult for them to make decisions if they do not have information about all the facts and details. Some view the facilitator as a critical thinker who is reticent to embrace innovation and innovation. They rarely say what they think or feel. They would like to work in an established, familiar team. Coordinators do not like stressful situations or chaos; they are family oriented. They surround themselves with people who are like them. Follow the system and instructions. The hallmarks are patience and perseverance. They work systematically. Loyal. It is important for them that they are not used.
You are an Analyst (C-high)
Analysts are accurate, careful and disciplined. They often have good analytical skills; objective information is of great importance to them, which they use to make decisions. They think objectively, combining the facts they have with their intuition. They prefer people who, like themselves, work effectively in a peaceful and calm environment and do not show their feelings unduly. Analysts are always looking for the right solution and often avoid making decisions on their own. It can be difficult for them to admit a mistake. It is difficult to part with the past. They analyze situations well and act both practically and intuitively. They are often seen as unapproachable, cold and indifferent people.
Performer (mixed C+D high)
Performers can have both an analytical mind and a creative nature or abstract thinking. Their competitive drive to achieve results is often thwarted by excessive perfectionism. Naturally quick thinkers and quick to react, they often procrastinate because they want to try every possible solution to a problem. They need a boss who is understanding and with whom they can compare themselves. Performers need space to explore and the ability to test their results. They enjoy solving problems. They tend to get angry if they are wrong and stubbornly continue to struggle with a problem until a solution occurs to them. Others may find them closed and cold. They may react authoritarianly if their hard work is not appreciated. Their tendency to be self-centered may seem arrogant.
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;
Typology of DISC people: what to tell people if you need something from them August 30th, 2016
And now a little about interaction with other people.
Six months ago I became acquainted with the DISC typology, which divides people by color into red, yellow, green and blue.
- D - Dominance. Dominance: how does a person react to problems and challenges? Or "solver".
- I - Influence. Influence: how does a person interact and influence others? Or "visionary".
- S - Steadiness. Consistency: how does a person react to change? Or "communicator".
- C - Compliance. Compliance: How does a person follow the rules? Or "analyst".
Test 1
This table must be passed from left to right, each time selecting the desired branch. As a result, you should get a number. We find this number in the figure below.
Now a little patience. We remember the color and try the second test.
Test 2
Test link: http://www.stratoplan.ru/disc/ http://www.stratoplan.ru/disc/
The test result will be a list of numbers. Something like : D:-6, I:8, S:0, C:-2 (by the way, these are my indicators a year ago). From the example you can see that I have a pronounced I (yellow), then there is a green S, but it is not even positive. That's why I'm just yellow.
Results and what it comes with
And now to the results.
The main goal of the entire typology is to understand how another person thinks and tune in to his wavelength if you need to come to an agreement with him.
Below is a list of the strengths and weaknesses of different colors according to the DISC typology (thanks, Stratoplan).
There are mixtures of two or three adjacent colors. No one has 4 colors at the same time, just like Adizes and his types of leaders.
Situation, for example, we need to buy new chairs for the office.
- D - red. These are actions, power. Men of action. They need to say not “We need to buy new chairs to make people comfortable,” but “I’ve already looked at it, tried it, it’s what I need! I placed the order, sign it.” They should not be loaded with numbers (with this - to the blue one). The Reds' motto is: "Go! Go! Go!"
- I - yellow. Vision / vision, emotionality. Skillful inspirers and inadvertently manipulators. They inspire people and are easily inspired themselves with the words “Just imagine.” You need to go to the yellow one with a beautiful story “Just imagine...”. The yellow one will quickly imagine everything in his head.
- S- blue. This is a calculating mind, scrupulousness. These are the right lawyers and accountants. Give them the facts. We go to the blue one with numbers and research done. “Chairs cost so much, they will increase work efficiency by so much.”
- C- green. This is humanity, communication, support. We go to the green one with a story about how good people will be, how we will help them, and how grateful they will be to us, how this will affect the aura of the company.
Once at a conference, a colleague and I were sitting at the table and I was talking about this typology. A neighbor joined us and told us about how he had attended a training for representatives of consulting services. Everyone in the room turned out to be blue, except for him and his colleague. Even the coach was surprised, asking what they were doing here :-) It turned out that they were just from the management :-)
By the way, I did a little research in my company. So, I am yellow, the programmer is yellow, the designer is green, the layout designer is green-blue. And the director is red and blue or yellow :) Everyone was captured, but there were more yellow ones.
What about your company?
When needed: to determine the type of employee in order to form an optimal team or “boss-subordinate” link.
Instructions
The main condition for a reliable result of this test is your sincere answers. Answer sincerely, not from the perspective of who you wish you were. Answer as you usually do (if you have been in such a situation) or as you really want to do (if the situation is unfamiliar to you).
Test
1. You came to visit where more than 10 people have already gathered. Your reaction:
A) Great! I love noisy companies, I can have fun and make new friends.
B) I like to be in companies, I often find myself in the center of attention. Either I’ll get a good start, or, at worst, I’ll meet some useful people.
C) I hope that I will meet some acquaintances here, it will be pleasant for me to communicate with them. If everyone is strangers, then I will feel uncomfortable.
D) I don’t really like noisy companies and go to parties only to make or maintain useful contacts. I prefer to sit and talk with one or two people in peace and quiet.
2. At the same party you were asked to make a toast. Your reaction:
A) I don’t like to attract attention to myself, I hate making toasts. I will neither agree nor refuse, but will simply evade it somehow.
B) I'm a good storyteller and know a couple of cool toasts. Everyone will be delighted.
C) I’m not afraid to make toasts, I even enjoy it, I’ll say something smart and to the point.
D) I will most likely refuse under a convincing pretext. But if I need to make a good impression for the benefit of the business, then I can make an appropriate, elegant toast.
3. Your boss gave you and your co-worker a task, but did not assign someone responsible for its implementation. You both relied on each other and forgot about the task. Now your boss is scolding you for not completing a task. Your reaction:
A) Negative emotions that do not manifest themselves outwardly. I am able to control myself, but now I know what to expect from these people, I will be more careful when working with them in the future.
B) A very emotional reaction, the girl may cry. Well, yes, I am an absent-minded and not very punctual person, but I am not the only one to blame. I will complain about them to all my friends and acquaintances.
B) Resentment towards a co-worker. How could he set me up like that! Resentment towards the boss. I will worry about this for a long time, most likely in silence.
D) Anger at the boss because he is an illiterate leader, and/or at a co-worker because he set me up. A surge of aggressive emotions. Most likely, I will say something to one of them.
4. You have been given an important task. The deadline is in a month, but it can be completed in two weeks. Your reaction:
A) I’d better complete the task as soon as possible and hand it in. And I will look good in the eyes of my superiors, and I will have time for other things.
B) First I need to think about how best to approach this job. Even if I do it in advance, I won’t hand it in right away. Let it rest, then I’ll correct the mistakes again. Maybe I'll turn in the work the day before it's due.
B) I’ll get down to business right away. But, most likely, I will quickly get bored with this work and get carried away with another task. I'll leave this work until the deadline comes. Then I’ll urgently finish everything, and maybe I’ll even be late with the delivery.
D) I would like to start doing it right away, but I know that it won’t work out that way. There are always more urgent or important things to do, and there are always distractions. Most likely, I will complete the task until the last minute.
5. Long weekend ahead. You decide to go somewhere. What will you choose:
A) Go to visit relatives or otherwise spend the day with family or spouse.
B) Go to the park or to a party with friends.
C) Go karting or play football (cards) with friends.
D) You can go to a concert or exhibition, alone or with a loved one.
6. If you decided to jump with a parachute, then for what reason:
A) I met very interesting people (persons) who are involved in parachuting. They persuaded me to join.
B) I need to go through this to achieve a goal that is important to me.
Q) I generally like risk and adrenaline. I want to find out what I'm capable of.
D) I am considered quiet. I am always in the shadows, keeping silent. I want to prove to myself and others that I am not a coward or a wimp.
7. What comments do you hear more often (both at work and at home) addressed to you:
A) “Can’t it be faster?” “You’re stalling again!” “How long can we discuss the same thing?”
B) “Please, slow down” “You’re rushing everyone again, we’re not late!” “Everything is already clear to you, but not yet to me. Let’s take our time and discuss everything.”
8. You found out that they have decided to promote you. What will you do first:
A) Inform your family and friends about the promotion, arrange a cozy home party.
B) Buy yourself some expensive item so that you can arrive at your place of work in decent shape on your first day in a new position (watch, suit, car).
D) Wait to rejoice, waste money and talk about promotion until you start working in a new place. After all, the order has not even been signed yet.
9. You have an exam tomorrow. Your behavior:
A) It’s better to quickly review the material so that you have time for other things that are important to you.
B) It’s better to repeat everything slowly again, even if it takes all night.
C) It’s better to get a good night’s sleep before the exam so that you can come to it with a fresh head. You prepared for the exam in advance.
D) You can’t breathe before you die. It's better not to think about the exam at all, but to go have fun.
10. What do you think is the main thing for winning, for achieving success:
A) Everyone's personal efforts. Each person must be responsible for himself, give his best, and not hide behind the backs of others.
B) The main thing is teamwork, people can only achieve anything together, helping each other, supporting each other.
11. If you decided to open your own business (success and equal profitability are guaranteed), what would you choose (abstract from your profession):
A) A financial consulting firm or a pest control firm.
B) A security company or a gun store.
B) Restaurant or night club.
D) Medical center or good offices.
12. You have a new spacious office. How will you decorate its walls:
A) Your photos with famous people or bright modern paintings.
B) Photos of your spouse and children or group photos of your colleagues at a corporate party.
C) Diplomas or neutral paintings.
D) A portrait of the president or an ancient saber.
13. What do you value most in clothes?
A) The clothes must have some zest, courage.
B) Clothes should look expensive and cool.
C) Clothes should be comfortable.
D) Clothing must be of high quality and appropriate, that is, appropriate to the age, figure and situation in which you wear it.
14. You need to choose a competition in which you are most comfortable participating and where you have the best chance of winning. What will you choose?
A) Individual competitions, where intelligence is assessed, not reaction speed (chess, billiards, poker).
B) Individual competitions for speed and courage (skydiving, auto racing, alpine skiing).
C) Team competitions, preferably something unusual (football in the mud, all sorts of corporate fun competitions).
D) Team competitions that require mutual support and interaction of the entire team (university competition to create the best robot, curling).
15. You need to choose a hotel in St. Petersburg. What will you choose?
A) Some decent hotel in the center, so as not to be embarrassed.
B) Some cool unusual mini-hotel.
C) A hotel where you have stayed before or which friends recommend.
D) A hotel with an ideal price/quality ratio. Maybe in an old house in retro style.
DISC Test Key
Description
The DISC test is used to help a manager correctly determine in which position it is best to use a particular employee. The test helps to form an optimal team or “boss-subordinate” link.
The test also helps the employee understand his behavioral characteristics and his potential.
Key to the test
To analyze the result, find and highlight the answers received in the table. Each answer is worth one point. Determine the total number of points in each line. The dominant behavioral style is the one that scores the most points.
| Type | Answer |
| D | 1b, 2c, 3d, 4a, 5c, 6c, 7b, 8b, 9a, 10a, 11b, 12d, 13b, 14b, 15a |
| I | 1a, 2b, 3b, 4c, 5b, 6a, 7b, 8c, 9d, 10b, 11c, 12a, 13a, 14c, 15b |
| S | 1c, 2a, 3c, 4d, 5a, 6d, 7a, 8a, 9b, 10b, 11d, 12b, 13c, 14d, 15c |
| C | 1d, 2d, 3a, 4b, 5d, 6b, 7a, 8d, 9c, 10a, 11a, 12c, 13d, 14a, 15d |
If there is another style that scored the same amount or 1-2 points less, then this is the secondary style of the person being evaluated. Its influence must be taken into account when interpreting the result.
Interpretation of the result
There are four main psychotypes of people:
I – people who are excellent at making new acquaintances; their profession is communication. They make excellent public relations specialists, they belong everywhere, and are able to disappear into any company;
S - team players. Together they are capable of anything, but they absolutely cannot work alone. They are manageable, good workers, but are practically unable to come up with or invent anything on their own. Their biggest advantage is their inability to betray; you can rely on them in everything;
S – analysts. People of this type are excellent at paperwork and make good accountants, economists and lawyers. For them, the letter of the law and instructions are above all.
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
| Weak sides
| Weak sides
| Weak sides
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Strengths
| Strengths
| Strengths
| Strengths
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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
- resolve hiring issues - understand who we need?
- staff retention - what motivates or, on the contrary, hinders?
- create favorable conditions for employees to work effectively in groups or pairs
- identify the compliance of employees, from the point of view of psychotype, with the position held and the tasks being solved
- carry out personnel rotation
- 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